A New Way To Think: Your Guide to Superior Management Effectiveness

This book completely recalibrated how I view the 'problem-solving' phase of management. Martin doesn't just offer tips; he provides a fundamental mindset shift that moves beyond standard corporate planning. Frankly, the way he breaks down integrative thinking is something every supervisor should study. I loved the deep dive into the 14 unique management models, even if the writing leans toward a textbook style occasionally. It’s dense, but the clarity he brings to complex competition strategies is unmatched. Truth is, most of us are stuck in 'what is true' instead of asking 'what would have to be true' for a strategy to work. Highly recommended for those who want to move past mediocre execution of bad ideas. It is an essential resource for any leader's shelf.

As someone who has consulted for years, Martin’s distinction between 'what is true' and 'what might be' is a total game-changer. Most companies treat strategy as a glorified planning exercise, but this book forces you to confront the discomfort of the unknown. Personally, I was struck by the discussion on 'decision factories' and how we turn knowledge into algorithms for scalability. The writing is incredibly precise, though it demands your full attention; you won't be skimming this over lunch. Some might find the 14 models overwhelming, but they offer a comprehensive framework for anyone looking to increase their effectiveness. Not gonna lie, I’ve already started applying the 'barriers to choice' test in my weekly meetings. It is a masterclass in superior management effectiveness.

Wow, Roger Martin has basically written the definitive guide for superior management effectiveness in the modern era. This isn't just another business book; it’s a series of one-on-one sessions with one of the greatest strategic minds alive. The way he bridges the gap between the 'mystery' of a new problem and the 'algorithm' of a solution is brilliant. In my experience, most leaders struggle because they apply the wrong model to the right problem, and Martin explains exactly how to fix that. The tone is authoritative and the analysis of value creation is top-tier. It might be a bit dense for some, but the payoff for your career and your company is immense. A true masterpiece of integrative thinking that every executive should read.

Picked this up on a whim after seeing it on a 'best of' list and was pleasantly surprised by the depth. It covers everything from M&A to individual talent with a level of detail that is rare in today’s leadership books. The 14 models provide a comprehensive framework that helps you move from asking 'what should we do?' to 'what might we do?'. I especially liked the focus on Peter Drucker’s philosophy—it keeps the advice centered on acquiring and keeping customers. Some parts are definitely more insightful than others, and a few chapters could have been trimmed, but the overall impact is significant. It’s a great resource for any executive looking to sharpen their strategic edge and finally understand what true strategy looks like.

Ever wonder why your flawlessly executed plans still fail to move the needle in your organization? Martin argues that we often blame the execution when the underlying model was flawed from the start. I found his critique of traditional data-driven decision-making particularly fascinating. To be fair, he makes a compelling case that breakthrough innovations can't be proven with existing data because they don't exist yet. The book does a great job of blending Peter Drucker’s wisdom with modern managerial challenges. It's a bit academic in tone, which might put off casual readers, but for anyone in a leadership role, the insights on M&A and corporate culture are essential. A very solid, thought-provoking resource for your executive toolkit that I will likely reference again.

To be fair, I think most managers are running on outdated models without even realizing it until things go south. This book is a wake-up call for those who confuse 'efficiency' with 'effectiveness.' I particularly enjoyed the section on how to change corporate culture by altering how individuals interact, rather than just issuing top-down mandates. Martin’s experience as an adviser shines through in every chapter, providing a depth of command that you don't get with typical business fluff. It’s a textbook-heavy read, but the specific detailed examples keep it grounded in reality. The rationale for successful M&A was especially enlightening for me. It’s not a quick read, but it’s definitely a valuable one for anyone trying to manage a team effectively.

The chapter on 'imperial functions' and monopolies alone was worth the price of admission for my team. Martin challenges the status quo by forcing us to look at the 'mystery' phase of learning where everything is unknown. Truth is, many of us are too scared to operate in that space, preferring the safety of existing data. While the book can be a bit dry and academic, the clarity it provides on the interplay between strategy and execution is profound. I did feel that some of the anecdotes were retold a bit too perfectly to fit his models, which can be irksome if you like nuance. Regardless, it’s a must-read for anyone who wants a more integrative approach to business. It definitely fosters a much-needed mindset shift.

Finally got around to finishing this, but it felt a bit like a slog through an old HBR archive at times. While the content is undeniably brilliant, the flow suffers because it reads more like a collection of separate articles than a unified book. Look, I appreciated the specific analysis of Aaron Rodgers' career—it was a refreshing break from the usual corporate case studies. However, some of the business examples felt a little like they were cherry-picked to fit the narrative after the fact. It’s a 3-star read for me because it lacks the accessibility I’ve seen in other strategy guides. Still, the 7-step process for generating strategic possibilities is a solid tool for any coach's arsenal if you have the patience to dig for it.

Not what I expected, as much of the 'breakthrough' advice here felt like common sense dressed up in academic language at first glance. However, as I got deeper into the 14 models, I realized how often we ignore these basics in the heat of daily operations. The focus on logic over data for new ideas is a necessary reminder for data-obsessed firms that kill innovation in the cradle. Got to say, the structure isn't perfect; it definitely feels like a compilation of previous works rather than a fresh narrative. But the insights into why mediocre ideas are often well-executed while great ideas are left behind are worth the effort. It’s a solid three-star effort that offers genuine value if you can get past the dry delivery.

I really wanted to love this given the hype, but I found the examples to be a bit too heavy on confirmation bias. Roger Martin is clearly an expert, yet many of the case studies feel like he’s viewing cause-and-effect as ironclad when it’s mostly just his hypothesis. The book is structured as a series of HBR articles, which makes the transitions feel disjointed and repetitive. Frankly, I expected something more groundbreaking based on the title. While there are some gems—like the section on why most M&A deals fail—it felt like a lot of work for a few good takeaways. If you’ve already read 'Playing to Win,' you might find a lot of this territory feels familiar and skippable. Not for those looking for a cohesive narrative.