History of Bosserman & Associates
In 1986, Steven L. Bosserman founded Bosserman & Associates, Inc.—a management consulting firm specializing in strategic framing and organizational design. Their primary focus is in sustainable local economic development through strategies that complement emerging trends in markets, technologies, and patterns of work. These strategies establish a healthy and sustainable interplay between global and local economies; distribute power through non-linear interactions and connections within and across organizations and communities; foster adaptive and integrated decision structures; and, converge ideas, energies, resources, and skills into meaningful, collective action.
In 2000, Steve placed more attention on helping enterprises successfully adapt to advancing technologies, extensive globalization, and widespread depopulation of formal corporate structures. His effort concentrated on strategies to form nodes and networks throughout organizations, redistribute power through non-linear interactions and connections, prompt the widespread emergence of “communities of practice” across organization boundaries, and, ultimately, converge ideas, energies, resources, and skills into meaningful and purposeful actions. Co-authored papers on these topics were published through the Midwest Academy of Management in the United States and the Verein Deutscher Ingenieure (VDI) in Germany.
From 1994-2001, Steve co-founded WorkSpan, Inc., a consulting firm specializing in systems change strategies for land-grant universities, foundations, government agencies, and professional societies. Services included: development of internal strategies for change predicated on convening and facilitating conversations that would not occur otherwise; coaching of individuals/teams dedicated to influence organizational performance; comprehensive change strategies for land-grant colleges and systems such as the Texas A&M University System and the Ohio State University, under the auspices of Food Systems Professions Education (FSPE) grants from the W.K. Kellogg Foundation (WKKF); creating models of a “collective leadership” concept developed by WorkSpan, Inc. for practical application within institutions of higher education; running “Leadership for INstitutional Change (LINC)” workshops sponsored by the WKKF; and co-authoring articles on collective leadership and integrated organization structures that were published in Resource, the journal for the American Society of Agricultural Engineers (ASAE).
In 2004, Steve’s interests began to move into the realm of social entrepreneurship with a particular focus on creating and strengthening non-profit, community-based organizations. As a volunteer, he is assisting in the establishment of a chamber of commerce for refugees and immigrants, developing coursework for current and prospective small business owners to use in enhancing their business acumen and skills, and constructing support groups utilizing virtual communication technologies.
- ASAE (now ASABE)
- Brunswick Corporation
- Deere & Company
- Iowa State University
- Ohio State University
- Oregon State University
- Texas A&M University
- University of Nebraska – Lincoln
- University of California – Davis
- University of Minnesota
- W.K. Kellogg Foundation
Grants and Sponsored Research Projects:
- Consultant to the USAID iAGRI Tanzania initiative with The Ohio State University and Sokoine University of Agriculture, 2013-2015
- Consultant to Memes Associates Ltd. in support of sponsored research projects with The Ohio State University, 2012-2013
- Co-Principal Investigator for USDA-Specialty Crop Research Initiative grant with The Ohio State University, 2008-2011
- Co-Principal Investigator for Fund For Economic Future grant with The Ohio State University, 2009-2011
- Consultant to USDA-Value Added Producer Grant with Shagbark Mill & Seed Co., 2010-2011
Together We Can
Steve collaborated with his colleague, Edward A. Hiler, to co-author their book published in 2011, Together We Can: Pathways to Collective Leadership in Agriculture at Texas A&M, which focuses on collective leadership and institutional change within the land-grant system of the United States. This book builds on their shared experiences and learning gained over the past 15 years in a client – consultant relationship and analyzes leadership strategies for institutional change used throughout the Texas A&M University System during the 1965-2005 period. Together We Can is a manual about how to exercise leadership through a range of styles that promote organizational change.