A thank you to all of those we met in Abu Dhabi. We are providing this Journal to you as our way of thanks. Greetings to all those we met on our last trip to the Middle East.

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: the economic affects of the Ukraine crisis; mixed signals for the US economy; does income distribution affect GDP growth; and advances in solar technology.

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.
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Best regards,

David Chaudron, PhD
managing partner
Organized Change
dgc@organizedchange.com
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Strategic Planning

Strategic planning for public and nonprofit organizations :a guide to strengthening and sustaining organizational achievement

Ehrenberg, D. (2014). Forbes.com.

John M. Bryson (John Moore), - ebrary, Inc.

This article guides leaders and managers how to effectively and efficiently plan ahead. The report is divided into two parts; part one explains the importance of Strategic Planning by defining its dynamics and defines the strategic life cycle; part two explains the key steps in thinking and acting strategically, that includes: initiating and agreeing on a process, clarifying mandates and assessing the SWOT analysis.

To read the full summary, click here.

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


Balanced Scorecard

The 'Balanced Scorecard' is more than just a new measurement system.(adapted from 'The Balanced Scorecard: Translating Strategy into Action')

Kaplan, Robert S. ; Norton, David P. Harvard Business Review, May-June, 1996, Vol.74(3), p.S4(3) [Peer Reviewed Journal]

This book seeks to educate business leaders on the different functions of a balance scorecard. The book focuses on four areas: financial objectives, customers, internal business processes; and learning and growth. It aims to explain how it can be used as a measuring tool and later on evolve into a management system.

To read the full summary, click here.

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


360 Feedback

When does 360-degree feedback create behavior change? And how do we know when it does?

Bracken, David W; Rose, Dale S. Journal of Business and Psychology26.2 (Jun 2011): 183-192

This paper examines the mixed results 360-degree feedback has on organizations. After in depth research, the results for the mixed reviews are primarily because of the variation in design features of the process. As a result, four, essential process characteristics were developed that helps influence a successful result. (1) Relevant content, (2) Credible data, (3) Accountability, and (4) Census participation. Moreover, it is critical that you measure the success of the 360-degree feedback and the change it created in your organization.

To read the full summary, click here.

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


Training

Staff training for business process improvement: The benefit of role-plays in the case of KreditSim

Börner, R ; Moormann, J ; Wang, M Journal Of Workplace Learning, 2012, v. 24 n. 3, p. 200-225

The paper examines a case study involving employee role-play in the banking industry (KreditSim). Various groups in both academic and professional environments have conducted this role-play. The authors used five role-play sessions to conduct a survey among the participants and questioned seven facilitators experienced in KreditSim to generate empirical evidence for the effectiveness of such role-plays. Role-play enhanced the methodological, social and communicative learning. It also helps to engage staff members in process improvement efforts.

To read the full summary, click here.

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


Employee Surveys

Achieving change through a best practice employee survey

Strategic HR Review, 2012, Vol.11(5), p.265-271

This paper directs leaders on the most effective and efficient way to conduct surveys by illustrating and exploring findings from a case study. 31 HR practitioners who manage employee surveys within their organizations were surveyed for this study in early 2010. The participating companies are large organizations headquartered primarily in the UK, Germany and the USA. They represent a diverse set of industries including banking and financial services, consumer products, information technology, manufacturing, natural resources, telecommunication/utility services and retail. Findings -Senior leaders are a key barrier and that metrics of survey effectiveness often lack organizational focus. It offers insights and practical recommendations for HR practitioners. In particular, it shows how organizations can improve their survey feedback and action-planning processes."

To read the longer summary, click here.

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


Teams/Facilitation

A manager's guide to virtual teams

Yael S. Zofi (Yael Sara)

New York : American Management Association This paper seeks to educate leaders who are not yet familiar with the new tradition of teams (virtual teams). It focuses on steps to develop an effective virtual team, defining its challenges, how to develop accountability and get deliverables achieved as well as explain the future of virtual teams and its importance with respect to globalization.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Empirical analysis of the relationship between Six Sigma management activities and corporate competitiveness; Focusing on Samsung Group in Korea

Bong Choi ; Jongweon Kim ; Byung-hak Leem ; Chang-Yeol Lee; Han-kuk Hong International Journal of Operations & Production Management, 2012, Vol.32(5), p.528-550

This article is based on a study that tests whether Six Sigma-based management activities improve corporate competitiveness in Samsung Group. The hypotheses tested using structural equation model analysis. Findings - Empirical results showed that Six Sigma activities do indeed contribute to revitalized process management, improved quality, and, finally, lead to corporate competitiveness.

To read a longer summary, click here.

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