What's Thwarting American Innovation? Too Much Science, Says Roger Martin

The folks at McKinsey, Bain, and BCG should be happy that Roger Martin likes his job. Otherwise, he could cause them a heap of trouble. As it is, the dean of the Rotman School of Management at the University of Toronto is traveling the country, throwing down the gauntlet to companies who hope to analyze and strategize their way out of a recession by bringing in armies of management consultants. You'll get what you pay for, he warns, and it won't be innovation. "The business world is tired of having armies of analysts descend on their companies," he says. "You can't send a 28-year-old with a calculator to solve your problems." The problem, says Martin, author of a new book, The Design of Business: Why Design Thinking is the Next Competitive Advantage, is that corporations have pushed analytical thinking so far that it's unproductive. "No idea in the world has been proved in advance with inductive or deductive reasoning," he says.

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