What Roger Martin Taught Me About Strategy, Design, and Embracing the Unknown

I recently listened to a fascinating episode of the Finding Our Way podcast featuring Roger Martin—business strategist, former Dean of the Rotman School of Management, and a trailblazer in bridging design and business. As someone who’s always been intrigued by how we navigate uncertainty in our work, his perspective hit me like a lightning bolt. Martin’s take on strategy and design isn’t just thought-provoking—it’s a wake-up call for anyone leading teams, shaping products, or trying to innovate in today’s unpredictable world. Here’s what I took away and why I think it matters for all of us.

The Past Doesn’t Predict the Future—And That’s Okay

Martin kicked things off with a nod to Aristotle, splitting the world into two realms: one where things are predictable (think gravity pulling a pen to the ground) and another where they aren’t (think smartphones going from zero to 5.5 billion in 25 years). Business, he argued, lives in that second realm—where things can be different. Yet, we’re stuck using tools meant for the predictable stuff: crunching historical data, chasing statistical certainty. He put it bluntly: “100% of the world’s data is from the past… the problem with the next six months is there’s no data about it.”

That line stopped me in my tracks. How often do we lean on dashboards and reports to justify our next move, assuming the future will mirror yesterday? Martin says that’s a trap. Instead, we should take a page from designers—imagine possibilities and build the most compelling case for them, even without proof upfront. It’s a mindset shift that feels risky but liberating. What if we spent less time proving and more time creating?

Designing Worlds, Not Just Widgets

Then came the real gem: Martin’s take on TikTok and Hermès. These aren’t just success stories—they’re anomalies that defy the rules of data-driven business. TikTok didn’t crush Instagram with better features or AB testing; it built a “world” people wanted to join—complete with dances, norms, and a sense of belonging. Hermès, meanwhile, skips flashy ads for exclusive events, crafting a social ecosystem so desirable it’s worth more per sale than most tech giants. Martin’s point? Strategy isn’t about perfecting the individual experience anymore—it’s about designing worlds that tap into sociology, not just psychology.

This hit home for me. In my own work, I’ve seen how much energy we pour into optimizing details—UI tweaks, feature rollouts—while missing the bigger picture. What if we zoomed out and asked: What world are we inviting people into? It’s trickier, less controllable, but the payoff could be seismic. Imagine leading a team not to tweak buttons but to shape a community or culture. That’s where the future seems to be heading.

Be the Anomaly—Even If It’s Just in Your Corner

Finally, Martin’s advice for leaders like us was pure gold: “Be the anomaly.” He told a story about turning the Rotman School from a regional player into a global force—not by convincing everyone at once, but by starting in his “triangle” of influence and growing it through results. No data proved it would work; he just imagined it, acted on it, and let the outcomes speak. His tip? Don’t waste energy fighting the system—do something bold where you can, and let success build your case.

I’ve been chewing on this one. How often do we wait for permission or proof before trying something new? Martin’s approach flips that—start small, embrace the uncertainty, and scale what works. It’s not about grand proclamations; it’s about quiet, resolute action. I’m already thinking about where I can test this in my own projects—maybe a pilot, a side initiative—and see where it takes me.

Why This Matters Now

What ties all this together is urgency. We’re in a foggy moment—layoffs, shifting priorities, and a tech landscape that feels less predictable than ever. Martin predicts it’ll take 25 years for business to ditch its obsession with analytics, but I don’t think we can wait that long. The anomalies—like TikTok, like Hermès—are piling up, showing us there’s a better way. As leaders, we’ve got a chance to get ahead of that curve, to be the ones who turn the future into the past, as Martin puts it, by imagining and building it ourselves.

So, here’s my takeaway: let’s stop clinging to yesterday’s data like a security blanket. Let’s design worlds that people can’t resist joining. And let’s have the guts to be the anomaly, even if it’s just in our own corner at first.

I’d love to hear what you think—have you seen this tension between analytics and imagination play out in your work? What’s one bold possibility you’d chase if the data wasn’t there to back you up?