Roger Martin writes that leaders shouldn't have to choose between trying to innovate based on gut reactions or careful analysis. Martin calls his composite approach to developing new ideas "design thinking," a method that begins with abstract consideration of a problem and slowly melds into a data-driven process for implementing and testing new ideas. A reviewer argues that while the ideas in the book may not be as fresh as Martin claims, they still constitute a workable, commonsense approach to problem solving that remains relevant to today's businesses.

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