The Professional Development InstituteTM
Harvard University Global System
Harvard® Planner Group

Alain Paul Martin
Harvard-MIT Trained Leader and Meta-innovation Scientist
Patent Recipient: USA, Canada and Japan
CEO, The Professional Development InstituteTM PDI Inc.
Experienced Educator, Graduate Courses, Leadership, Innovation Ecosystems and Management of Change
Chief Architect, Harvard University Global SystemTM     Strategic Coach for Start-up and Scale-up Entrepreneurs

“Mr. Martin tirelessly invests his energy to leverage his successes and networks into solutions that have a direct, positive impact on the poor... Mr. Martin's management background and extensive experience in advising global leaders, alongside his motivation to eradicate poverty and its ill effects, qualify him to make a uniquely valuable contribution to addressing inequity on a societal level. With demonstrated skills in entrepreneurship, negotiation, and issue analysis, he is precisely the sort of thoughtful, versatile leader we need to advocate on behalf of the poor and underserved.”

Professor Paul E. Farmer, MD, PhD
Chair, Global Health & Social Medicine, Harvard Medical School
Chief and Co-Founder, Division of Global Health Equity, Brigham and Women's Hospital

Cofounder, Partners In Health (www.pih.org)

“Alain Paul Martin has a long and valued association with Teck Metals Ltd. We believe that Alain's teachings go far beyond the typical project management focus on scope, schedule, cost, and, sometimes, quality. Alain delves into topics that project managers working with complex issues or program managers dealing with multiple complex and often inter-related projects need to know about, and must become skilled at, to be successful. These teachings are supported by tools that we and our teams use on a regular basis to move ideas and concepts into well-defined projects that can be managed with conventional project-management tools.” (Praise for Alain Martin written in 2015 by my predecessor, John F. Higginson and I)

“For twelve years including the last six as Director of Applied Research & Technology at Teck Resources, Canada's largest diversified resource company, we have successfully used the fast-evolving Harvard University Global SystemTM in innovation, from idea generation to project management. With it, teams gain a strategic head start, by beginning earlier and going deeper, well beyond its counterparts, such as IDEO, Stage-Gate, TRIZ and other innovation methods and change-management processes (ADKAR), which can effectively feed into it.” (2019)

Dr. Rob Stephens, PhD (Nanotechnology), Entrepreneur
Former Director, Applied Research & Technology, Teck Resources
Past Chair & Director, The Extraction & Processing Division (EPD)
The Minerals, Metals & Materials Society (www.tms.org)

“Alain [Martin] delivered, over a 4-year period, 'Advanced Project and Risk-Management' workshops to our nuclear project managers and Executives at Ontario Power Generation... These sessions covered the complete project-management cycle from project and risk incubation to stakeholder analysis and strategy formulation to operational planning including estimating, resource allocation, budgeting, earned-value planning and progress control. Including myself, the sessions were taken by approximately 200 OPG Project Managers,Sr. Engineers and Executives. Feedback from all sessions were excellent. Course materials and instruction exceeded all of the requirements established by OPG.”

Mark Arnone
Vice-President, Nuclear Refurbishment, Ontario Power Generation

“[We] are a Canadian trade union with a progressive approach to labour relations. We are strong advocates of Alternate Dispute Resolution and Interest-Based Negotiation. [After] participating in a professional-development seminar applying Harvard University Global SystemTM's tools, our executive assistant recommended the services of Alain Martin.

For nearly two years, Mr. Martin has acted as a strategic advisor and a seminar leader, first working with our executive committee, and subsequently with our national board representing 28 branches across the country.

The focus of our professional work has been on exemplary leadership, strategy, governance, strategic alliances, interest-based negotiation, conflict resolution and risk mitigation. Although these topics were effectively addressed in the past, Alain Martin was the first to bring to light the intricate dynamics between them with the support of Harvard University Global System
's extensive library of templates and roadmaps.

Armed with better skills and cutting-edge practical instruments such as the Negotiation Mandate, the Responsibility Chart and Harvard® Creativity Templates, we can, with less guesswork, better simulate and validate each negotiation party's scope and value chain, clarify our respective roles, define the conditions beyond each party's control and explore in-depth a wide range of risk and conflict-resolution scenarios.

We at APOC are fortunate to work with Alain Martin and delighted to recommend his exemplary leadership and negotiation-excellence seminars, as well as his coaching and consulting services.”

Guy Dubois, National President, The Association of Postal Officials of Canada (APOC)

About Alain Paul Martin's book “Harnessing the Power of Intelligence”

“This is an extraordinarily thoughtful and well written book on a topic of great contemporary importance. Its advice is detailed, practical and completely on target.”

Professor Warren McFarlan, Harvard Business School


“Alain Martin integrates strategic planning, competitive analysis, and risk management tools into a powerful framework that provides valuable theoretical and practical approaches to strategy formulation and business risk management. His trenchant advice to 'use competitive intelligence as both a sword and a shield' is particularly relevant in today's competitive marketplace. More importantly, Martin shows how the ethical and responsible use of competitive intelligence can prepare an organization for unprecedented changes in the external environment. This practical book is well worth the busy executives' time.”

Dr. Peter B. Corr, Senior Vice President, Science and Technology, Pfizer Inc

“I have used the framework described in this remarkable book successfully for several years, first, to orchestrate the turnaround of North America's fastest growing casualty-insurance company, and subsequently, to craft a vision and strategic direction of a $75 billion financial institution.”

John Harbour, Former President and CEO, Desjardins Casualty Insurance Group,
and President & COO, Desjardins Confederation

Note: In this video recorded in French in a Montreal restaurant, Mr. John Harbour outlines how he applied the evolving Harvard University Global SystemTM for over ten years. Mr. Harbour's team turned a $100-million Desjardins' subsidiary from a lagger to the leading general-insurance firm in Canada (now a multi-billion dollar firm). Promoted president of Desjardins $78-billion's conglomerate, he applied the System's principles, framework, tools and algorithms to chart the future of the financial institution, now a world leader in cooperative banking. Invited by the premier (governor) of Quebec, to lead the SAAQ, Mr. Harbour's team reversed the rampant casualty growth and saved thousands of lives. Within five years, his team reduced the death rate on highways by 35% and severe accidents by 43%, despite 15% growth in highway traffic.Consequently, the $489 million deficit turned into a $20-million surplus. (testimony in French).

“This book has a range of excellent concepts that are useful to DOD organizations to improve their awareness of internal and environmental factors. This increased awareness could help leaders anticipate emerging issues and concerns to DOD at large. Mid-level leaders should know that the book is really about how an organization can gather and manipulate information that is relevant to their organizations and not get caught in the trap of thinking the book is primarily about intelligence in a military sense. As we operate in increasingly complex environments, information gathering, synthesizing, filtering, and distributing are incredibly important organizational tasks. This book helps people think about and approach the complexity and uncertainty organizations face today.”

Col. Robert J. D'Amico, Office of the Chairman of the Joint Chiefs of Staff, U.S. Department of Defense

“Alain Paul Martin has produced a book that allows decision-makers to improve their ability to understand how intelligence professionals link the dots between collection, analysis and interpretation.”

Ray R. Henault, General and Chief of the Defence Staff, Canadian Forces

“At present, one of the most important strategic management challenges is understanding and enhancing the process of transforming vast amounts of information into useable knowledge. Alain Martin's book is an excellent guide to meeting this challenge. He provides a structure and format that enhances our understanding and creates useable knowledge. I highly recommend that all managers and leaders read this book with a view to gaining informational insights and practical knowledge that can be applied to either everyday or crisis situations.”

George Kolisnek, Director Strategic Intelligence, Department of National Defence

“I sincerely hope incumbent members of the Defence Department will read this book, and that it be used in the instruction of all at military staff colleges, so that application of its guidance will assist all levels of national defence management in “harnessing” the powerful intelligence factors. Not only will the lessons be instructive for all, but also, the book will be an invaluable resource for its research references.”

Brigadier-General Lloyd Skaalen, NORAD's Regional Deputy Commander (retired)



Faculty Leader & Chair, Innovation Ecosystems: Alain Paul MARTIN

Alain Paul Martin, Workshop Leader
  • I am the Chief Executive Officier of The Professional Development Institute PDI Inc. (a catalyst in principled leadership and innovation) thanks to a diverse team of scientists, engineers, economists, educators, clients, assistants, students and an international peer network.

    Our Mission: advance meta-innovation. We distill the knowledge and best practices of innovation science, cognitive neuroscience, psychology, carbon-footprint reduction and system thinking to spearhead innovation waves, that maximize user value and SDG/ESG impact.

  • Chief Architect, Harvard University Global System (for which PDI is Harvard University's licensee). I led the discovery, design and scaling-up a software version of this system, first used by Skanska (Sweden; U.K., Germany, Finland and Saudi Arabia) to better manage $1M to multi-billion dollar projects. Now among our performance-improvement instrument ensembles, this system facilitates creation and scaling of competitive, viable, ecologically sustainable and socially beneficial user-centered policies, products, services and agile organizations. It also speeds up the acquisition of advanced critical skills in innovation and project management.
I am a patent recipient (U.S., Canada and Japan) for the Harvard University Planner, a manufacturing-innovation inventor at Peugeot and an aerospace-award recipient from Bombardier-Canadair, now Airbus.

Skanska's work inspired the search for better ways, to identify, understand and engage pertinent stakeholders (including those invisible but ubiquitous), before, during and after a project or a policy. Since perceptions are a reality in most people's minds, the goal was to capture the myriad of vested-interest perceptions, without omitting those blurred by the fogs of knowledge deficit, disinformation, and extreme surprise events (be they favorable or tragic). With the support of clients and peers, we fine-tuned, the 10F-Harvard® Template, to capture and probe a wide spectrum of stakeholders' positions in a systematic, inclusive yet concise way, readily accessible to professionals and support staff alike.

Building on the trailblazing universal inventions of Joe Becker (Unicode), Louis Braille (Braille Code) and Joseph Fourier, we invented practical mechanisms, which were applied successfully, by international project teams to share and probe project plans and progress reports, across language boundaries, both in small and large multi-billion dollar projects, first at Skanska's engineering and clients sites, then across the tech and non-tech spectra. High-school educated workers are a constituency often left behind in innovation-skills development. Investing in this cohort is not only socially fair, equitable and inclusive, but also economically viable.

The seminal work of Prof. Jean-Marc Jancovici (Mines Paris Tech) inspired us to emphasize eco-responsibility and energy-footprint issues in every task, as indicated in the Harvard® Roadmap for Exemplary Innovation (see below).


During the 2019-2021 COVID pandemics, I chaired three international-foresight panels titled: and “Incubating Antidotes to Exclusion, Disinformation and Inequality”, “ Preparing for the New Pandemics: Lessons from Science & Policy” and “ Sustainable Growth & Scaling through Innovation & Strategic Alliances”. I lead workshops: Harnessing the Innovation Opportunitie of the Strategic, Contextual and Deep Ecosystems” to improve stakeholders' engagement, value incubation, idea generation, energy/carbon-footprint reduction, project management and delivery.

I taught graduate management-of-change courses; and delivered leadership workshops at Bertelsmann, Cap-Gemini, EON, Framingham University, France Loisirs, GE, Harvard University and the Ivy-League's Leadership Summit, MD Robotics, Mohammed VI Polytechnic University, OCP Group, Ontario's OPG Nuclear Power, Teck (Applied Research & Technology), Textron Bell Helicopter, UN University (Tokyo), U. of Québec and governments (Canada, EU, U.S.). Many administrative and executive assistants (EA) feel our EA unique workshops helped them rise to leadership positions.

Volume II Deep Dive into VALUE INCUBATION & Stakeholders' Interests & Ecosystems by Alain-Paul-Martin 
		Foresight My upcoming book “Breakthroughs in Innovation Best Practices” is the first in five-volume eBook series titled “The Art & Science of Innovation”. It builds on the intelligence and novelty lessons learned from opportunity and failure seeds, often unseen or overlooked, during the issue-incubation cycle, including the underlying stakeholders' dynamics and broader implications in business, government and geopolitics. The book features practical instruments and the 10F framework to probe each party's interests (expectations, unsatisfied needs and fears); detect early signs of opportunities and threats before appearing on the scientists' and executives' radars; build the critical mass for change, in order to harness the full strategic value of an innovation. No important project or policy can be planned without aptly accomplishing these tasks, which do improve by a quantum leap, the value of idea generation, structured creativity and design.

I authored articles on strategic policies and on social robots ( Preparing for the Avalanche of Social Robots: Initial Thoughts on the Creation of a World Organization for Safe Collaborative Robots). My book “Harnessing the Power of Intelligence, Counterintelligence & Surprise Events”, was recommended by leading scholars, corporate executives and the intelligence community, as illustrated at www.eharvard.org/intelligence.

In the mining and nuclear-energy sectors, I advised, for 12 years, two directors of Applied Research & Technology at Teck Resources, Canada's largest resource corporation. I led advanced nuclear project and risk-management workshops, training 200 nuclear-power executives, engineers, scientists and project leaders at Ontario Power Generation (4 years).

In finance and banking, Desjardins' President John Harbour, whom I advised for 12 years, praised my role, as the main strategic advisor, in crafting “the vision and strategic direction of Desjardins, a $75 billion financial institution, and (“the world's 2nd strongest bank”, (Bloomberg's ranking at the time). In the general-insurance sector, I coached the executive team to turn Desjardins from a laggard into the industry's flagship through strategic innovations, leapfrogging Zurich and ING; and become “North-America's fastest-growing general insurer in 5 years”, quadrupling sales and raising profit tenfold (CEO's video in French at www.eharvard.org/2020/harbour.mp4).

In the public service, I teamed-up with Mr. John Harbour, twice, at the Quebec financial-markets' regulator (AMF) and to reform the SAAQ, an agency saddled with a $489 million debt, fast-rising deaths and severe injuries, due to highway accidents. I researched the best practices (taught in leading actuarial schools) and governance in precursor jurisdictions from North America to France, Sweden, the UK and New Zealand. Then, I coached the SAAQ strategic team whose decisions saved thousands of lives, in less than 5 years; reducing the death toll (-35%) and severe bodily-injury accidents (-43%), despite a 15% highway-traffic growth; while turning the $489 million debt into $20 million surplus. Mr. Harbour described my 12-year contribution, to Desjardins, AMF and the SAAQ, in strategic thinking and innovation, in a video in French: www.eharvard.org/2020/harbour.mp4.

I advised two prime ministers, for 4 years, on strategic policies and was a non-partisan Executive Member of the Prime Minister's Committee on Government Reform. I advised the UNESCO's director general and authored “Overhauling the UNESCO and Strengthening Its Essence”. I directed infrastructural engineering projects in Africa (660km Highway engineering funded by the World Bank, 2800km microwave-communication infrastructure by CIDA).

I also led other public-health, food-security, bilateral-trade, and energy-and-mining assignments, where complex risks and sensitive multi-party negotiations were of paramount importance, including:
  • The creation, with Dr. Brian Morrissey, of the Canadian Food Inspection Agency to mitigate the undue influence of special-interest groups, and restore the public trust in the inspection system and position the country among the safest trusted exporters;
  • Researching the U.K.'s lessons from mad cow (BSE) and the variant Creutzfeldt-Jakob diseases (vCJD). Consequently, Dr. Morrissey and I led an intensive workshop to prepare public-health executives and scientists nine months before BSE was diagnosed in the country;
  • A proposal accepted by Canada's Prime Minister to defuse the growing tensions between Canada and its Asian trade partners, particularly Japan, following the discovery of mad-cow disease (BSE);
  • Advising the Northwest Territories' NWT's government on large-scale environmental risks in energy and mining, from complex mine reclamations to potential oil and gas disasters in the Territories and the Arctic.
  • Coaching Arctic-circumpolar leaders of Canada's First Nations, NWT government and Russia's Sakha Republic to apply principled negotiation and proactive governance in resolving intra and inter-government issues;
In public broadcasting, building on my experience at Germany's ARD TV network in Berlin, and research of counterparts in democratic countries, I led the creation and launching of CBC Radio Canada's (SRC) news-equity system to excel in impartial delivery and timeliness of news and public-affairs programs, across six time zones; especially during elections, when accuracy and timely reporting are sine qua non conditions for transparency and effectiveness. The operations-research based system enhanced quality assurance, protected the broadcaster's against frivolous suits and strengthened the independence critical to CBC's mission.

In primary and secondary education, building on a pilot experiment with leaders and educators of Massachusetts' school boards and schools, I led workshops focused on system-thinking applications in the education of science, technology, engineering and mathematics (acronym STEM or “STEAM+D”, A for arts), enhanced by a decision-literacy module (“STEM+D”) with inter-disciplinary applications; centering on increasing the science capital (Pierre Bourdieu), reducing complexity and learning to build trust and consensus. Thus, teachers can now gradually prepare K-12 learners to:
  • Validate goals, facts, perceptions and biases; make assumptions explicit; and opt for rational decisions by seeking evidence and logic, as close as possible to the source(s) of expertise;
  • Learn to develop empathy for all stakeholders; hold the high moral ground; seek sustainable and just solutions; address the ever-changing risks and resistance to change inherent in complex issues;
  • Learn, before seeking approvals, to plan with rigor, candor, humility and constructive arguments that resonate with − and inspire the trust of − decision-makers and other constituencies with vested interests in the issue(s), including the voiceless and those with the power to veto controversial decisions.
  • Acquire project-planning, organizational and execution skills with a pragmatic and proven framework and instruments superior to traditional techniques, such as the Critical Path Method.
Misinformation and disinformation (MDI) erode trust and transparency. Both are pressing local and global issues which can affect everyone, and in particular people who may suffer from fear, normalization of deviance, empathic-listening deficit, codependency or asymmetries of decision-making know-how. Degree-granting powers can reinforce positive values and behavior; but face an uphill battle with students who stubbornly cling to MDI production or consumption. Decision-literacy (the +D above) addresses the K-12 need for empathy, the high moral ground, rigor, candor, humility and constructive dialogue to build trust and character, very early in life. Acquiring such lofty and overdue skills accelerate learning by opening the young minds to the immense applications of decision-support tools and the synergy embedded in STEAM disciplines to meet each learner's specific needs.

Education & Professional Development
I am a 2012 Harvard Fellow, Advanced Leadership, and a Harvard Business School's entrepreneurship alumnus (OPM 1997-99). I graduated in Commerce (Quantitative Methods) from Concordia University (Montréal) and studied advanced technology in Lille (France) with internships at Peugeot (manufacturing), ARD (National TV Network) in Berlin, the University of Ottawa (Particle Physics) and Carleton University's Faculty of Engineering (Hydrodynamics Lab).

I acquired skills in system design (4 years at Du Pont and Domtar), system thinking and management of change (MIT Sloan School), Gestalt psychology (Gestalt Institute of Cleveland), and mediation and advanced negotiation for lawyers, at Harvard Law School from which I am certified to teach negotiation in corporations. Learning about economic and social innovations, from life sciences, robotics and infrastructure to safety, education and policy development, is part of my lifetime mission (page 4).

Pro-bono Activities
Active in civil society, I strive to make inclusion, equity, solidarity, energy conservation and ethics an integral part of leadership, innovation, funding, and governance decisions. I am a member of Harvard's Advanced Leadership (ALI) Coalition; held memberships with Harvard Faculty Club, the Sierra Club and the Société mathématique de France (SMF). I led two Harvard clubs for 6 years as president and 10 years as director. I also the funding for CHEO children's hospital, food banks and teamed-up with the French Embassy, Washington (DC) area's alumni clubs (Wharton, Chicago, HBS and Harvard) to support the American Red Cross.

Inspired by Drs. Paul Farmer and Jim Kim in 2008, I led the creation of PIH Canada to harness Canadian generosity for the public health and social justice of the poorest of poor. Creating a duplicate HQ & field operations was the only way to enable tax-deductible donations. Our unique value proposition to enable such deductions in Canada, was to incorporate a charitable PIH Canada; harness the field expertise of PIH while earmarking and subjecting Canada-funded projects to independent Canadian auditing. Thus, we demonstrated to the Canada's Revenue Agency the PIH & PIH Canada differentiation-integration merits: minimizing admin costs and leveraging PIH-field expertise to maximize impact on beneficiaries.

Back to Harvard University three years later, with Bruce Marcus who was my counterpart, as New York HBS Club&apo;s President, we explored replicating PIH-Canada's success story by teaming up with HBS Club leaders throughout the European Union. But the timing was not conducive to such initiative with the Eurozone debt crisis and overwhelming taxpayers debts. I pivoted to help Dean Julio Frenk's drive to endow HSPH with new sources of financing.

I am recognized by Harvard University's president for my “Leadership, Vision and Service”. I was a 6-year president (10-year director) of two Harvard-University clubs. I am also recognized by The Project Management Institute (PMI) for “outstanding contribution to the state-of-the-art of project management”.

® "Harvard" and "Harvard University" are registered trademarks of The President and Fellows of Harvard College.
"Harvard University Global System" was developed independently of Harvard University and is under trademark license.
"Professional Development Institute" is, since 1974, a trademark of The Professional Development Institute PDI Inc.




Top of this page Top of this page

International 
Toll-free: USA & Canada: 1-800-HARVARD (1-800-427-8273). +1-819-772-7777
Monday through Thursday: 9 AM to 4:00 PM, EDT. Voicemail: 24 hours 7 days
 
 
European Distribution Centre for Harvard Planners: WH Smith, 248, rue de Rivoli, Paris,75001
Contact : Sylvie Goffinet  +33 1 53 45 84 40. Métro Concorde.