"The Virtue Matrix", Roger Martin, Nov. 21, 2002, 8:10 a.m.

Roger Martin, Dean, Rotman School of Management, University of Toronto, at "Strategy on the Edge: Charting the course in turbulent times", Strategic Leadership Forum, at the Design Exchange, Toronto, Nov. 21, 2002, 8:00 a.m.

These participant's notes were created in real-time during the meeting, based on the speaker's presentation(s) and comments from the audience. These should not be viewed as official transcripts of the meeting, but only as an interpretation by a single individual. Lapses, grammatical errors, and typing mistakes may not have been corrected. Questions about content should be directed to the originator. These notes have been contributed by David Ing (daviding@systemicbusiness.org) at the IBM Advanced Business Institute ( http://www.ibm.com/abi).

Introduction by Terry Achison and Melinda Kretz, conference co-chairs

Roger Martin, joined 1998 at Rotman School as dean

[Roger Martin]

Why it's great to be here.

Origins: Was giving a talk at the Planning Forum, in Atlanta.

Today, will talk about the Virtue Matrix.

Three motivations for writing the HBR article

1.  Need to cut through the fundamental point of confusion on corporate social responsibility.

Diagram upper left:  Strategic frontier

Diagram upper right: Structural frontier:

How do you know which box you're in?

One of the risks of playing on the frontier (the wild west), it's hard to tell where the frontier is.

2.  Second motivation for writing the book.

3. Sensible motivation for corporation social responsibility.

Need to speak to globalization, and generally being optimistic.

Summary of three motivations:


Are there examples of NGOs where they have been positive?

Why are multinationals better positioned to make a difference?

Thanks by Caroline, SLF

Individual action can bring about change.

Working on a workshop to apply the virtue matrix.


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