home | contact us

Strategic Alignment

Flores Letelier, M., Spinosa, C., and Calder, B.
Taking an Expanded View of Customers' Needs: Qualitative Research for Aiding Innovation
Marketing Research, Winter 2000, Vol. 12, No. 4, pp 4-11

Spinosa, C., Bell, C., and Flores Letelier, M.
Extending Scenario Planning into Transvaluations
Futures Research Quarterly, Spring 2005, pp. 5–25.

Strategic Mobilization

Roberto, Michael and Levesque, Lynne
The Art of Making Change Initiatives Stick
MIT Sloan Management Review, Summer 2005, pp. 52–60
This article is available for purchase.

Process Excellence

Turk, Ziga and Lundren, Berndt
Communication Workflow Perspective on Engineering Work
CIB Proceedings 236 (1999)

Person-to-Person Business Process Management
CSC e4 Solution

Donald N. Sull and Charles Spinosa
Using Commitments to Manage Across Units
MIT Sloan Management Review, Fall 2005, pp. 73-81
This article is available for purchase.

Leadership Development and Embodied Leadership

Strozzi-Heckler, Richard
The Leadership Dojo: Leadership as a Path of Awakening

Strozzi-Heckler, Richard (1993)
The Anatomy of Change: A Way to Move through Life’s Transitions
North Atlantic Books, Berkeley, CA

Strozzi-Heckler, Richard (2007)
In Search of the Warrior Spirit (4th edition)
North Atlantic Books, Berkeley, CA

Commitment-based Management (CbM)

Sull, Donald and Spinosa, Charles
Promise-Based Management: The Essence of Execution
Harvard Business Review, April 2007

Davis, Christopher
Listening, Language, and Action
Presentation to The London School of Economics Strategy & Complexity Seminar
November 11, 1998

Ford, Jeffrey and Fores, Laurie
The Role of Conversations in Producing Intentional Change in Organizations
Academy of Management Review, Vol. 20, No. 3, 541-570.

Culture Change

Spinosa, C., Flores, F. and Dreyfus, H.L. (1997)
Disclosing New Worlds: Entrepreneuship, Democratic Action, and the Cultivation of Solidarity
The MIT Press, Cambridge, MA

Back to Top

“...If you try to
manage people in the commitment paradigm with the same rules used for materiel and information processes, you are likely to get into trouble. The verbs are different because the domains are radically different. Many process-based companies have learned this distinction at a very high cost..."

—Christopher Davis,
"Listening, Language,
and Action"

“...To embed change in an organization, managers have to create the conditions that enable employees to take ownership of the new procedures and systems and integrate and apply the key principles of the initiative to the way day-to-day work is done.”

—Roberto & Levesque,
"The Art of Making
Change Initiatives

This MIT Sloan Management Review article is available
for purchase

“...The solution has been shown to be effective in facilitating Six Sigma and Balanced Scorecard improvements, increasing the likelihood of accomplishing
business goals…"

Business Process

© 2007 The Stratam Group