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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Kurec, A. (2014). Strategic Planning Without Strategic Thinking Will Fail.

Clinical Leadership & Management Review, 28(1), 16-21.

Strategic planning forms an integral part of strategic management. This article the author explores the success of strategic planning in relation to strategic thinking. The author feels that a strategic planning that does not involve strategic thinking will fail. The article shows that despite strategic planning is a time consuming, expensive and overwhelming, that many avoid it, it requires motivation and dedication to start the process for one to reap short- and long-term benefits.

To read the longer summary, click here.

Additional articles on strategic planning by Dr. Chaudron are available here.

Balanced Scorecard

Pimentel, L., & Major, M. J. (2014). Quality management and a balanced scorecard as supporting frameworks for a new management model and organizational change.

Total Quality Management & Business Excellence, 25(7/8), 763-775.

Organizations need effective methods to contribute to better outcome and results, whether it is a private or public organization. This article examines the impact of integration of TQM and a balanced scorecard (BSC) into a new management model and the effectiveness of an organization. The article concludes that the inclusion of quality management program and performance measurement program, particularly balanced scorecard results to a new and efficient management model.

To read the longer summary, click here.

Additional articles by Dr. Chaudron on the Balanced Scorecard are available here.

360 Feedback

Shipper, F., Hoffman, R. C., & Rotondo, D. M. (2007). Does the 360 Feedback Process Create Actionable Knowledge Equally Across Cultures?

Academy Of Management Learning & Education, 6(1), 33-50.

360-degree feedback delivers this self-awareness to individuals across an organization by addressing important knowledge, skills, abilities, and other characteristics. This article examines the question whether the 360-feedback process that is used as a management development technique can establish actionable knowledge for a participant enabling learning to take place. While 360-degree feedback is an important process in organizations, most of the organizations have the notion that it applies across culture, but this article shows that it is most effective in cultures with low power distance and individualistic values.

To read the longer summary, click here.

Additional articles on 360 feedback by Dr. Chaudron are available here.


Mesenbrink, J. (2017). Rising Tides: Lifting up employees through training and continuing education is paramount to contracting success.

Contractor Magazine, 64(8), 18-20.

The current changing environment and the introduction of new knowledge and technologies necessitate continuous employee training and development. This paper examines how organizations can lift their employees through training and continuous education. The author regards employee training and development through continuing education as crucial to contracting success. The article argues that it is more valuable to have trained employees with the possibility of leaving the company than having the untrained stay and potentially hurt the company.

To read the longer summary, click here.

Additional articles on training by Dr. Chaudron are available here.

Employee Surveys

De Waal, A. (2014). The employee survey: benefits, problems in practice, and the relation with the high-performance organization.

Strategic HR Review, 13(6), 227-232.

Employee surveys are important tool organizations use to gain feedback on and measure the engagement, performance, and morale of their employees. This article examines the role that employees play in high-performance organization as revealed by employee satisfaction surveys. The article outlines the benefits of employee's surveys as improving employees' satisfaction so that they can help customers better, which result in customer satisfaction. Therefore, the main aim of the employee survey is to enhance employee satisfaction.

To read a longer summary, click here.

For additional articles on employee surveys by Dr. Chaudron, click here.


Lessard, S., Bareil, C., Lalonde, L., Duhamel, F., Hudon, E., Goudreau, J., & Lévesque, L. (2016). External facilitators and interprofessional facilitation teams: a qualitative study of their roles in supporting practice change.

Implementation Science, 11(1), 1-12.

Facilitation forms a powerful methodology for supporting practice change in an organization. This paper examines the roles of facilitation as exercised by both external and interprofessional facilitation teams to foster the implementation of change. The paper concludes that increased understanding of facilitation roles constitutes an asset in training practitioners such as organizational development experts, consultants, facilitators, and facilitation teams. Facilitation also helps decision-makers become aware of the multiple roles and dynamics involved and the key competencies needed to recruit facilitators and members of interprofessional facilitation teams.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Adina-Petruta, P., & Roxana, S. (2014). Integrating Six Sigma with Quality Management Systems for the Development and Continuous Improvement of Higher Education Institutions.

Procedia - Social and Behavioral Sciences, 143, 643-648.

Companies use six-sigma to improve their process. This paper examines ways in which six sigma is applied to higher education and on integrating six sigma with one of the quality management system (the model ISO 9000) to help in developing universities. The authors note that the integration of six sigma and ISO 9000 plays a significant role in the development and success of institutions of higher education.

To read a longer summary, click here.

Additional articles on TQM/Six Sigma by Dr. Chaudron are available here.