Speakers List 2012

Please check per speaker. You will find videos and presentations as far as agreed to be published.

Platzhalter Speakers
Roger L. Martin

Dean, Rotman School of Management


Roger Martin has served as Dean of the Rotman School of Management since September 1, 1998. He is an advisor on strategy to the CEO’s of several major global corporations. He writes extensively on design and is a regular contributor to Washington Post’s On Leadership blog and to Financial Times’ Judgment Call column. He has published numerous books, including: Fixing the Game, Bubbles, Crashes, and What Capitalism Can Learn From the NFL (2011), The Design of Business: Why Design Thinking is the Next Competitive Advantage (2009), The Opposable Mind: How Successful Leaders Win Through Integrative Thinking (2007), The Responsibility Virus: How Control Freaks, Shrinking Violets-and The Rest Of Us-Can Harness The Power Of True Partnership (2002), and The Future of the MBA: Designing the Thinker of the Future, (with Mihnea Moldoveanu, 2008) and Dia-Minds (with Moldoveanu, 2010).

In 2011, Roger Martin was named by Thinkers 50 as the sixth top management thinker in the world.

In 2010, he was named by Business Week as one of the 27 most influential designers in the world.

In 2007 he was named a Business Week ‘B-School All-Star’ for being one of the 10 most influential business professors in the world.

He serves on the Boards of Thomson Reuters Corporation and Research in Motion and is chair of Tennis Canada.

He received his AB from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981.


The Gaming of Games and the Principle of Principles:

Every game is played by a set of rules, whether that is football, trading shares on the New York Stock Exchange, preparing quarterly financial statements, or executive compensation. The rules are designed to make the game work the way participants want it to work. However, over time, every important game gets gamed by clever participants who want to win more consistently or to a greater extended than was ever intended by the rule-makers.The bigger the game, the more this happens.  If your game isn’t being actively gamed, it probably doesn’t matter much to the world.

If not carefully managed, gaming threatens the integrity of the underlying game and can actually destroy it – ironically hurting most those gaming it to their own advantage, but damaging the game for all its participants.

Gaming can’t be stopped and rules will always be gamed. Thus to attempt to forge the perfect set of rules and then enforce them forever is doomed to failure. Rules need to adjust continuously over time to counteract gaming.  But the adjustments have to be guided by a higher order set of principles, not another set of rules.  Otherwise the game will lose its way.