A thank you to all of those we met in Abu Dhabi. We are providing this Journal to you as our way of thanks.

Signposts and Indicators our monthly summary of important political, economic, social and technological changes that affect organizations will benefit your long-term decision-making is available.
In this issue: even more political turnover in heads of state; the increasing number of US-based manufacturing jobs; the effects of education on birth rates; and a holographic projector for your cell phone.

We have also created a periodic blog, the Impatient Strategist. Our latest entry is a primer on mergers and acquisitions. You can view it here, and also subscribe to the @OrganizedChange twitter feed.
We have also created an archive of the Journal, where you can see all previous issues. Enjoy!
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Best regards,

David Chaudron, PhD
managing partner
Organized Change
dgc@organizedchange.com
1 (858) 694 8191 voice and Whatsapp
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Strategic Planning

Brand Positioning Strategies for Industrial Firms Providing Customer Solutions

Jalkala, A. M., & Keranen, J. (2014). Brand positioning strategies for industrial firms providing customer solutions. Journal of Buisness and Industrial Marketing, 29(3), 253-264. Doi 10.1108/JBIM-10-2011-0138

Previous research provides little understanding of brand position strategies. This article discusses how firms build a brand positioning strategy that integrates the sale of goods and services. Specifically, findings highlight the importance of building the strategy around key capabilities rather than product attributes or service attributes. The organization needs to identify which capabilities have the most potential in delivering customer value and then match these capabilities with customer goals.

To read the full summary, click here.

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


Balanced Scorecard

Influences of Timeline and Perceived Strategy Effectiveness on Balanced Scorecard Performance Evaluation Judgments

Johnson, E. N., Reckers, P. M. J., & Bartlett, G. D. (2014). Influences of timeline and perceived strategy effectiveness on balanced scorecard performance evaluation judgments. Journal of Management Accounting Research, 26(1), 165-184.

The balance scorecard is a multidimensional performance evaluation system. This article focuses on variables that are often ignored; the presence or absence of an explicit timeline for strategy implementation and the evaluator's perceptions of the effectiveness of the new strategy. It was predicted and found that the absence of an implementation was associated with fixation of lagging performance outside of the direct reports timespan of control. It was also predicted and found that evaluator perceptions of strategy's effectiveness were positively associated with evaluations of strategy-congruent performance.

To read the full summary, click here.

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


360 Feedback

Evidence Based Answers to 15 Questions about Leveraging 360 - Degree Feedback

Nowack, K. M., & Mashihi, S. (2012). Evidenced based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal: Practice and Research, 64(3), 157-182.

360 degree feedback can lead to significant changes in behavior but when done poorly in can lead to a decrease in performance and disengagement. This article reviews the most common questions that are specific to 360 degree feedback interventions. The topics for the questions are purpose and goals, methodology and psychometric properties, and process and implementation. Two questions that are relevant to purpose and goals are: 1) Does 360-degree feedback do more harm than good? 2) Under what conditions and for whom does 360 degree feedback become beneficial?

To read the full summary, click here.

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


Training

Learning Outcomes of a Work-based Training Programme: The significance of Managerial Support

Ellstrom, E., Ellstrom, P-E. (2014). Learning outcomes of a work-based training programme:The significance of managerial support. European Journal of Training and Development, 38(3) 180-197.

Previous research has cited the importance of managerial support for learning outcomes for training and the positive transfer of training. This article discusses education and training of care workers through a work-based vocational education and training program. The design of the study included six service units in elder care. Interviews with managers and care workers were used for data collection. The main findings of the study were that there were both similarities and differences in learning outcomes between the various units analyzed. Participants in all six units reported that training positively influenced their personal development. Three out of the six units showed evidence of positive transfer. The character of the font line manager was found to be a significant condition for the learning outcomes attained and the transfer of training to the job situation.

To read the full summary, click here.

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


Employee Surveys

Tracking Surveys Anonymously: An Alternative to Identified Employee Surveys

Hausdorf, P. A. (2011). Tracking Surveys Anonymously: An Alternative to Identified Employee Surveys. Industrial and Organizational Psychology, 4, 482.483.

Surveys that identify the participant can be linked at the individual level with other organizational criteria such as individual performance metrics, customer satisfaction metrics, and financial outcomes. This article talks about a solution that allows participants to remain anonymous but still have the ability to link to data. This is called anonymously tracked surveys. Anonymously tracked surveys use employee generated passwords as a link to employee survey data over time or with other outcomes. This type of tracked survey is effective because it links employee data across survey administrations.

To read the longer summary, click here.

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


Teams/Facilitation

Facilitation in Management.

Mann, T. (2013) Facilitation in management. Training Journal. 60-64.

This article talks about how facilitation is twofold; a skill for the individual and a business capability. It is often used to identify issues, resolve problems, encourage productive interaction, develop accurate objectives, define the scope of change projects, encourage and empower contributions, and engage stakeholders. Overall, facilitation can support organizations and provide a collaborative work environment and participative when identifying key issues and decisions.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

The Right Approach to Six Sigma Leadership Galli, B. J., & Handley, H. (2014). The Right Approach to Six Sigma Leadership. Industrial Management, 25-30.

This article focuses on leadership development. Teams selected different types of leadership styles due to the complexity of the change management that impacted the team. When change management increased due to complexity, six sigma quality improvement teams relied on shared leadership approaches. The teams further adopted a centralized leadership approach when change management decreased. Therefore, it is important that six sigma team members and their leadership be trained in different change management techniques, and different leadership approaches to maximize the effectiveness of the team.

To read a longer summary, click here.

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