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Roger Martin at Implement Thought Leaders 2015

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On 25 September 2015 Roger Martin spoke at Implement Consulting Group’s annual Thought Leaders event.

Published in: Leadership & Management

Roger Martin at Implement Thought Leaders 2015

  1. 1. REAL MANAGEMENT REAL PEOPLE, REAL CAPABILITIES & REAL MOTIVATIONS Thought Leader 2015 Copenhagen, Denmark September 25, 2015 @RogerLMartin Martin Prosperity Institute Rotman School of Management
  2. 2. Copyright © 2015 Roger L. Martin THEORETICAL MANAGEMENT 2 • Conceptual People • Imaginary Capabilities • Notional Motivations
  3. 3. Copyright © 2015 Roger L. Martin THEORETICAL MANAGEMENT 3 • Conceptual People • Imaginary Capabilities • Notional Motivations  What are examples?
  4. 4. Copyright © 2015 Roger L. Martin THEORETICAL MANAGEMENT 4 • Conceptual People • Imaginary Capabilities • Notional Motivations  What are examples? - Bond Raters - Audit Partners - Stock Brokers - Independent Board Members - Pension Fund Managers
  5. 5. Copyright © 2015 Roger L. Martin REAL MANAGEMENT 5 • Real People • with Real Capabilities • & Real Motivations
  6. 6. Copyright © 2015 Roger L. Martin REAL MANAGEMENT 6 • Real People • with Real Capabilities • & Real Motivations  What does this mean?
  7. 7. Copyright © 2015 Roger L. Martin REAL MANAGEMENT 7 • Real People • with Real Capabilities • & Real Motivations  What does this mean? - A real person, with the capabilities to really do the job required, could really be attracted to the job in the first place, and, once in the job, could be reasonably motivated to do what the job requires
  8. 8. Copyright © 2015 Roger L. Martin THEORETICAL INNOVATION 8 Shareholders The Assumed Actors/System
  9. 9. Copyright © 2015 Roger L. Martin THEORETICAL INNOVATION 9 Shareholders Board of Directors The Assumed Actors/System
  10. 10. Copyright © 2015 Roger L. Martin THEORETICAL INNOVATION 10 Shareholders Board of Directors Encourage Optimal Level The Assumed Actors/System
  11. 11. Copyright © 2015 Roger L. Martin THEORETICAL INNOVATION 11 Shareholders Board of Directors CEO Encourage Optimal Level The Assumed Actors/System
  12. 12. Copyright © 2015 Roger L. Martin THEORETICAL INNOVATION 12 Shareholders Board of Directors CEO Encourage Optimal Level Enforce Optimal Level The Assumed Actors/System
  13. 13. Copyright © 2015 Roger L. Martin THEORETICAL INNOVATION 13 Shareholders Organization Board of Directors CEO Encourage Optimal Level Enforce Optimal Level The Assumed Actors/System
  14. 14. Copyright © 2015 Roger L. Martin THEORETICAL INNOVATION 14 Shareholders Organization Board of Directors CEO Encourage Optimal Level Enforce Optimal Level Mandate Optimal Level The Assumed Actors/System
  15. 15. Copyright © 2015 Roger L. Martin REAL INNOVATION 15 Shareholders Organization Board of Directors CEO - Pension Funds - Mutual Funds - Hedge Funds The Real Actors
  16. 16. Copyright © 2015 Roger L. Martin REAL SHAREHOLDERS 16 Adapted from: Federal Reserve Board and Goldman Sachs Global Investment Research.
  17. 17. Copyright © 2015 Roger L. Martin REAL INNOVATION 17 Shareholders Organization Board of Directors CEO - Pension Funds - Mutual Funds - Hedge Funds The Real Actors - Misaligned - Capability- Challenged
  18. 18. Copyright © 2015 Roger L. Martin REAL BOARDS OF DIRECTORS 18 Source: McKinsey Global, 2013.
  19. 19. Copyright © 2015 Roger L. Martin REAL INNOVATION 19 Shareholders Organization Board of Directors CEO - Pension Funds - Mutual Funds - Hedge Funds The Real Actors - Misaligned - Capability- Challenged - Short-term incentivized - Reliability- focused
  20. 20. Copyright © 2015 Roger L. Martin REAL INNOVATION 20 Shareholders Organization Board of Directors CEO - Pension Funds - Mutual Funds - Hedge Funds The Real Actors - Misaligned - Capability- Challenged - Short-term incentivized - Reliability- focused - Reliability- focused - Incrementally- incentivized
  21. 21. Copyright © 2015 Roger L. Martin REAL INNOVATION 21 CEO
  22. 22. Copyright © 2015 Roger L. Martin REAL INNOVATION 22 Board of Directors CEO Seek Protective Assistance
  23. 23. Copyright © 2015 Roger L. Martin REAL INNOVATION 23 Shareholders Board of Directors CEO Attempt to Ameliorate Damage Seek Protective Assistance
  24. 24. Copyright © 2015 Roger L. Martin REAL INNOVATION 24 Shareholders Organization Board of Directors CEO Attempt to Ameliorate Damage Seek Protective Assistance Support & Nurture Innovation
  25. 25. Copyright © 2015 Roger L. Martin THEORETICAL ‘EXECUTION’ 25 The brain makes the choices The arms and legs execute the choices of the brain THE VIEW OF THE HUMAN BODY
  26. 26. Copyright © 2015 Roger L. Martin THEORETICAL ‘EXECUTION’ 26 Senior Leaders • The brains of the organization • Formulate the decisions • Create control procedures • Sell to get “buy-in” The Rank and File • The arms and legs of the organization • Implement the decisions • Controlled by procedures • Get “bought-in” THE IMPLICIT METAPHOR OF THE CORPORATION
  27. 27. Copyright © 2015 Roger L. Martin THE EXECUTION TRAP 27 What is the Biggest Enemy of Execution?
  28. 28. Copyright © 2015 Roger L. Martin THE EXECUTION TRAP 28 What is the Biggest Enemy of Execution? The Word Execution
  29. 29. Copyright © 2015 Roger L. Martin REAL MANAGEMENT: STRATEGY IS CHOICE What is our winning aspiration? Where will we play? How will we win? What capabilities must we have? What management systems are required? 29
  30. 30. Copyright © 2015 Roger L. Martin REAL MANAGEMENT: NESTED CHOICE CASCADES How to Win Management Systems Winning Aspiration Capabilities Where to Play How to Win Management Systems Winning Aspiration Capabilities Where to Play How to Win Management Systems Winning Aspiration Capabilities Where to Play 30 How to Win Management Systems Winning Aspiration Capabilities Where to Play How to Win Winning Aspiration Where to Play Capabilities
  31. 31. Copyright © 2015 Roger L. Martin MAKING CHOICES ACROSS MULTIPLE CASCADES 1. Make only the set of choices you are more capable of making than anyone else 2. Explain the choice that has been made and the reasoning behind it 3. Explicitly identify the next downstream choice 4. Assist in making the downstream choice, as needed 5. Commit to revisit and modify the choice based on downstream feedback 31
  32. 32. Copyright © 2015 Roger L. Martin TAK! 32 Twitter: @RogerLMartin Email: Martin@Rotman.Utoronto.ca Website: www.RogerLMartin.com Strategy Toolkit: www.hbr.org/tools/PTW

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