The Opposable Mind: How Successful Leaders Win Through Integrative Thinking / Edition 1

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Overview


China has matured as a market—and the game has changed. Yesterday, multinationals grappled with fundamental strategic choices: Do we go to China? Whom do we partner with? Where should we invest? Winning in China was all about achieving approval to enter the market, picking the right joint venture partner and selling in the right few cities to the right customers. Execution didn’t matter as much as privileged access—through government and partner relationships.

Today, China is teeming with MNCs and local competitors. Government is no longer the main driver of deals. Barriers to entry have fallen. Regulations are less of a factor. Partners are no longer required in many industries. Winning now depends on great execution: effectively and efficiently developing, marketing, producing, and channeling goods to customers and growing and retaining a talent base.

In Operation China, Jimmy Hexter and Jonathan Woetzel explain how you can achieve superior execution in China—through operations including talent management, product development, information technology, procurement, supply-chain management, manufacturing, and sales, marketing, and distribution.

Based on over two decades of consulting experience for both local and multinational operations in China and extensive research on what drives success in operating in China, this book helps you get your operations right in the new competitive arena defining China today.

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Editorial Reviews

The Financial Times
...compelling . . . the thesis that fresh thought processes are required to deal with the world's contradictions and complexities rings true.
Publishers Weekly
In this primer on the problem-solving power of "integrative thinking," Martin draws on more than 50 management success stories, including the masterminds behind The Four Seasons, Proctor & Gamble and eBay, to demonstrate how, like the opposable thumb, the "opposable mind"-Martin's term for the human brain's ability "to hold two conflicting ideas in constructive tension"-is an intellectually advantageous evolutionary leap through which decision-makers can synthesize "new and superior ideas." Using this strategy, Martin focuses on what leaders think, rather than what they do. Among anecdotes and examples steering readers to change their thinking about thinking, Martin gives readers specific strategies for understanding their own "personal knowledge system" (by parsing inherent qualities of "stance," "tools" and "experience"), as well as for taking advantage of the "richest source of new insight into a problem," the "opposing model." Each of the eight chapters is well organized, making for a clear and cumulative read. Part inspiration, part logic lesson, this title will provide fresh perspective for anyone prepared to dust off her thinking cap.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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Product Details

  • ISBN-13: 9781422118924
  • Publisher: Harvard Business Review Press
  • Publication date: 11/26/2007
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 224
  • Sales rank: 973,129
  • Product dimensions: 5.70 (w) x 8.30 (h) x 1.20 (d)

Meet the Author

Roger Martin is dean of the Rotman School of Management at the University of Toronto and a professor of strategic management at Rotman. Formerly, he was a director of Monitor Company, a global strategy consultancy based in Cambridge, Massachusetts. He has authored numerous articles for leading business publications including Harvard Business Review, Business Week, Barron's, and Fast Company.
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Customer Reviews

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Sort by: Showing all of 3 Customer Reviews
  • Anonymous

    Posted February 20, 2008

    Integrative Thinking

    Roger Martin shows how the Hegelian dialectic - thesis plus antithesis creates synthesis - works in the human mind and leads to creative solutions of apparently intractable problems. That the system can be analyzed, taught, practiced and applied is wonderful. Martin is interesting, convincing, easy to read and to apply - an excellent business book.

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  • Anonymous

    Posted December 4, 2007

    Insights into business creativity

    ¿Why didn¿t I think of that?¿ is a common reaction to other people¿s creative breakthroughs. In hindsight, the idea looks so simple, so elegant, so right, that you can¿t believe you missed it. But for some reason you did. Why? Can this sort of creativity be taught? Roger Martin, dean of the Rotman School of Management at the University of Toronto, answers both questions in this beautiful systematization of creative problem solving. The good news is, it can be taught and Martin is a wonderful teacher. We think his ideas are so clear and logical, so obviously right, that you¿ll wonder why you didn¿t think of them.

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  • Anonymous

    Posted February 5, 2010

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Sort by: Showing all of 3 Customer Reviews

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