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 (

“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 (

“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 Chair, Innovation Ecosystems: Alain Paul MARTIN

Alain Paul Martin, Workshop Leader 1. Current Positions

  • Chief executive officer (CEO) of PDI (, a catalyst in principled leadership and collaborative innovation, thanks to a diverse team of scientists, engineers, economists, educators, clients, assistants, and an international peer network. We distill the knowledge and best practices of innovation science, leadership, cognitive neuroscience, psychology, decarburization and system thinking to spearhead innovations, that maximize user value, top and bottom-line results and sustainability (SDG/ESG impacts). Advancing meta-innovation is at the heart of our mission.

  • Chief Architect, Harvard University Global System (for which PDI is Harvard University's licensee): I led the discovery, design and implementation a software version of this System, first used by Skanska (Finland, Germany, Saudi Arabia, Sweden and the UK) to manage $1M to multi-billion dollar projects. Now among our performance-improvement instrument ensembles, this System facilitates the creation and scaling of competitive, viable, ecologically sustainable and socially beneficial user-centered products, services, policies and agile organizations. It also furthers the acquisition of critical skills in innovation and project management.

  • Faculty Chair: I currently teach courses and workshops on exemplary leadership, technical leadership and innovation ecosystems (contextual, strategic and deep/extended), from idea generation and cross-pollination to structured creativity and management of change ( for scientists, engineers, policy makers, team leaders and graduate students, in English and French. I also lead two intensive leadership workshops for executive and administrative assistants (description and video:

  • I taught graduate M.Sc. courses in strategy and management of change; and delivered leadership workshops at ASEA, Asia Productivity Organization (APO Asia), Bertelsmann, Boliden (Sweden), Cap-Gemini, EON, Framingham University, France Loisirs, GE-Jet Engines (Canada, France, U.S.), Harvard University and the Ivy-League's Leadership Summit, Japan's Engineering Advancement Association(Japan ENAA), MD Robotics, Mohammed VI Polytechnic University, OCP Group, Ontario Power Generation (OPG Nuclear Power), Procter & Gamble, Teck (Applied Research & Technology), Textron Bell Helicopter, UN University (Tokyo), Universiteacute; of Québec and governments (Canada, EU, US).

2. Recognitions, Awards, Applied Research and Engineering & Social Innovations

  • Recognition and Awards: I am recognized by Harvard University's president for my “Leadership, Vision and Service” and PMI for “outstanding contribution to the state-of-the-art of project management”. I am a patent recipient (U.S., Canada and Japan), a production-innovation inventor at Peugeot, and the recipient of two aerospace awards from Bombardier-Canadair (now Airbus) for improving aircraft manufacturing. I have also created sustainable organizations (in business, government and NGOs), and practical tools for innovators, decision-makers and other professionals (details below and under Experience). Our Institute (PDI) is a recipient of a Canada's Award for Excellence's Certificate.

  • Harvard University Global System
    Performance-improvement and sustainable-innovation's decision-support suite
    •  The Complete Framework: Vision, strategy, policy formulation and project management, and practical templates
    •  Continuous Risk Management: Proven roadmaps and templates applied across the tech and non-tech spectra
    •  Principled Negotiation: Framework and practical templates to define each party's mandate, role, strategy and tactics
    •  Harvard® Roadmap for Exemplary Innovation: Although there is no universal blueprint for innovation planning, this work-in-progress document charts a work-breakdown-structure option for the Innovation Funnel (in bold below). It is a network of tasks, iterations, support instruments and a hybrid protocol for consideration by innovation teams.
    •  Groundbreaking-Innovation Ecosystem Universe: A work in progress in meta-innovation for teams' consideration.
    • Harvard Innovation Funnel & Ecosystem Universe, Alain Paul Martin
    •  Harvard® Practical Time Management: The Complete Roadmap to validate and seek what matters most in our lives. The roadmap helps us plan and mobilize our scarcest non-renewable resource (time) for a life with a purpose, “a life worth living”.
    •  Harvard® Planners: These patented and affordable Planners help us turn our purpose into value; by proceeding from mobilizing to allocating time to goals, routine obligations and contingencies; and by breaking down goals into daily tasks.

      In space and timesaving, Harvard® Planners outperform the best from competition (Day-Timers®, Quo-Vadis® and The Economist®). Users can reschedule without rewriting details about tasks; and plan up to 10 events/hour without cluttering the next time line, in the pocket-sized version, and much more in larger Planners.

      Every buyer gets the best timesaver and contributes to a worthy cause; Harvard University receives a royalty which goes exclusively to fund student scholarships.

  • Novel Decision-Literacy Module (D) for STEAM: See STEAM+D in Primary and secondary education below or on page 4 of the Alain Martin's Printable-Professional Vitae (PDF Format).

  • 10F-Template: Identifying, understanding and engaging pertinent stakeholders (including those invisible but ubiquitous) is a widespread challenge in complex-change management. Since perceptions are a reality in most people's minds, the first task is 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, I created and fine-tuned, the 10F-Template, to assemble and probe stakeholders' positions in a systematic, inclusive yet concise way, readily accessible to professionals and support staff alike.

  • Multipurpose Mechanisms, Equations and a Coding Structure for Innovators and Project Teams: Learning from the universally-beneficial inventions of Joe Becker (Unicode), Louis Braille (Braille Code) and Joseph Fourier, we invented a practical coding structure, equations and templates for teams, including support staff to master the finest details in project planning (definition, estimating, scheduling, scarce-resource allocation, budgeting and earned value milestones) and progress management. These innovations also fulfilled our goal to permit international project/policy teams to promptly share and probe plans and progress reports, across language boundaries.

    In countless firms across the tech and non-tech spectra, hard-working front-line leaders and executive and administrative assistants are among the high-potential professionals often left behind in innovation-skills development. Users' experience with the above instruments demonstrates that investing in this cohort is fair, equitable, inclusive and economically viable to address talent scarcity and enhance full-team participation, informed collaboration, performance and competitiveness (user-testimonies video:

3. Strategic-Intelligence Publications
Volume I: Meta-Innovation Breakthroughs by Alain-Paul-Martin My upcoming monograph “Meta-Innovation Breakthroughs” 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 monograph features practical instruments and the 10F framework to probe each party's interests (expectations, ambitions, unsatisfied needs and fears); detect early signs of opportunities and threats before appearing on the scientists' and executives' radars; build the time-sensitive critical masses for both change and sustainability, 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 can improve by a quantum leap, the value of idea generation, structured creativity, design and stakeholders' engagement.

My book “Harnessing the Power of Intelligence, Counterintelligence & Surprise Events”, was recommended by leading scholars, corporate executives and the intelligence community, as illustrated at

4. Experience: Strategic Advisor and Innovation & Management-of-Change Coach

In the mining and energy sectors, I advised, for 12 years, two directors of Applied Research & Technology at Teck Resources, Canada's largest resource corporation. At Ontario Power Generation, I led, for 4 years, advanced and intensive nucle'ar project- and risk-management workshops; training 200 nuclear-power scientists, engineers, executives and project leaders (see Mr. Mark Arnone's feedback at the beginning of this document).

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). I also coached the executive team to turn Desjardins' general-insurance subsidiary from a laggard into the industry's leader through strategic innovations, leapfrogging Zurich and ING; as “North-America's fastest-growing general insurer in 5 years”, quadrupling sales and raising profit tenfold (CEO's video in French at Desjardins and Skanska were the “proving grounds” for the incubation of Harvard University Global System.

In the public service, I teamed-up, twice, with Mr. John Harbour 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 U.K. 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 and the SAAQ, in strategic thinking and innovation, in the above video (in French).

I advised two Canadian prime ministers on strategic policies. I also served as 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 led assignments (public health, food security, bilateral trade, energy, mining, infrastructural-engineering projets in Africa, and evaluation of passenger-inspection systems and policies at major Canadian airports), where complex risks and sensitive multi-party negotiations (regional, national and foreign governments, NGOs, corporate, union and First Nations' representatives and professional associations) were of paramount importance. Insights into some of these assignments follow.

  • The creation, with Dr. Brian Morrissey, of the Canadian Food Inspection Agency to improve food security, mitigate the undue influence of special-interest groups, restore public trust in the inspection system and position the country among the safest and trusted exporters;

  • Researching lessons from Mad Cow (BSE) and variant Creutzfeldt-Jakob (vCJD) diseases in Britain. Nine months before BSE was diagnosed in Canada, Dr. Morrissey and I led a public-health retreat to prepare scientists and executives to prepare executives and scientists.

  • A proposal accepted by Canada's Prime Minister to deploy the best scientist to defuse the growing tensions with Asian trade partners, particularly Japan and China, following the discovery of Mad-Cow disease (BSE);

  • Advising the Northwest Territories' (NWT) 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 (First Nations, NWT government, Sakha Republic of the Russian Federation), in principled negotiation skills and Harvard® tools, to explore options to resolve intra and inter-government issues;

  • Directing infrastructural engineering projects in Africa (660km-highway engineering funded by the World Bank; and 2800km microwave-communication engineering by CIDA). Gender equity was among the critical factors.

In public broadcasting, building on research of news delivery in democratic countries, I led the creation of CBC Radio Canada's (SRC) news-equity system; and provided user support in a Federal-election's test run. The goal was 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, arts and mathematics (acronym STEAM), enhanced by an interdisciplinary decision-literacy module (“STEAM+D”). Learning to build trust and consensus; increasing the science capital (Pierre Bourdieu) and reducing complexity are among the new module's benefits. 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 both users and 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; but also the poor and voiceless parties, including minorities and people with a disability;

  • Learn, before seeking approvals, to plan with rigor, equity, mindfulness, 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 not only those with the power to veto controversial decisions, but also the poor and voiceless parties, including minorities and people with a disability;

  • Acquire project-planning, organizational and execution skills with a pragmatic and proven framework and instruments superior to traditional project-management techniques.

Misinformation and disinformation (MDI) erode trust and transparency. Both are pressing local and global issues. They can affect everyone, and in particular people who may suffer from fear, normalization of deviance, empathic-listening deficit or codependency. Degree-granting powers can reinforce positive values and behavior; but face an uphill battle with students who stubbornly cling to MDI production, dissemination and/or consumption. The decision-literacy module (D in STEAM+D above) addresses the K-12's need for empathy, and substantive competencies to validate the facts; contribute to a constructive dialogue and build trust, early in life. Acquiring such lofty and overdue skills helps develop character and leadership; accelerates learning by opening the young minds to the immense applications of decision sciences and the synergy embedded in STEAM disciplines to meet each learner's specific needs.

5. Pro-bono Contribution

Active in civil society, I strive to advance innovation, inclusion, solidarity, exemplary leadership and decarburization practices in funding and governance decisions. I led CHEO children's hospital funding, food banks and teamed-up with the French Embassy and Washington's alumni clubs (Wharton, Chicago and Harvard) to support the Red Cross. Inspired by Drs. Paul Farmer and Jim Kim, I led a Harvard-alumni team that created PIH Canada to harness Canadian generosity for the public health and social justice of the poorest of poor. To enable tax-deductible donations, our unique value proposition , was to incorporate a charitable PIH Canada; leverage the headquarters' know-how and field expertise of PIH (Boston), while subjecting Canada-funded projects to independent Canadian auditing. Thus, we proved to the regulator (Canada's Revenue Agency) the differentiation-integration merits of PIH & PIH Canada teamwork: minimizing administrative costs and leveraging PIH-field expertise to maximize impact on beneficiaries.

I served for 10 years as a director of two Harvard University's alumni clubs. I was also elected, for 6 years, as president of Harvard Business School's club. I led educational events, which concurrently funded pro-bono initiatives to support public-health research, high-school students and communities in need in Africa, Canada and Haiti.

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 authored articles on strategic policies and mentored high-school teachers on Technical Leadership & Collaborative Innovation (see Preparing for Preparing for the Avalanche of Social Robots: Initial Thoughts on the Creation of a World Organization for Safe Collaborative Robots).

Memberships: Société de mathématique de France, Harvard (ALI) Advanced-Leadership Coalition (permanent). Past: Harvard Faculty Club, Canadian Operation Research Society (CORS), Association of Computing Machinery and the Sierra Club.

6. Education Summary

I am a 2012 Harvard Fellow, Advanced Leadership, 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), 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 engineering, life sciences and social innovations is part of my lifetime mission. See page 5 of my CV for details on "Education, Professional Development and Continuous Learning".

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