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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Strategic Planning and Business Performance of Micro, Small and Medium-Sized Enterprises

Strategic planning has proven to be a critical component successful management within an organization. This paper delves into the effectiveness of strategic management and its positive influence on overall business performance. It examines the interdependence between strategic planning and enterprise performance, extracting empirical data from 3 rounds of surveys sampled within 677 organizations in the Czech and Slovak Republic. Four different hypotheses were applied to this data and congruently, studies found that 2 out of the four were sound enough to be accepted.

To read the full summary, click here.

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

Balanced Scorecard

The challenge of implementing the Balanced Scorecard

The Balanced Scorecard (BSC) is a performance measurement system. Few researchers examines the effects of utilizing the BSC system in medium to small size firms. The BSC is an approach to strategic management which provides a clear description as to what companies should measure to "balance" the financial perspectives. As a performance measurement tool for a firm's management that enables a company to translate the vision and strategy into tangible set of performance measures which can then be applied to leadership teams within corporations. The effectiveness of the BSC system lies in providing the perspective as an enterprise view of an organization's overall performance. This paper walks the reader through a detailed explanation of the BSC and breaks it down into detail while applying the system to an organization.

To read the full summary, click here.

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

360 Feedback

360-Degree Feedback in the Context of Leadership Development in the ADO

This paper delves into the unfolding of complete human capability in the ADO. With a relatively small amount of input, leaders of organizations work to develop their will and feeling systems which directly correlates to effective group dynamics. These particular systems work to develop the underlying systems which act as the underpinning "human" components of leadership development. In examining the role of the 360-degree feedback, this paper proves feedback utility within the transformational process and describes the benefits and limitations of the system for a complete overview of the 360-feedback in the ADO.

To read the full summary, click here.

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


Training and Establishment Survival


The paper established a positive link between the amount of training provided and the survival of a company. Accordingly, there is also a positive correlation between employer training and company performance. The paper also notes that benefits gained from providing training vary with the size of the company and the professions of the people who are trained. For the study, the researchers study several British companies for seven years.

To read the full summary, click here.

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

Employee Surveys

Three Eras of Survey Research

The paper articulates that survey research has witnessed three eras of development - the Era of Invention (1930-1960), the Era of Expansion (1960-1990), and the Current Era where "Designed Data" has been supplemented by "Organic Data" (1990-Present). Even while survey research as a science is facing ambiguity because of the flux in society and the advent of other means of data collection, it is bound to adapt to these changes to survive.

To read the longer summary, click here.

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


Impact of Financial and Non-Financial Rewards on Employee Motivation

The paper states that financial and non-financial rewards are imperative to achieve employee motivation. If employees are motivated, they are more likely to perform better as well as stay with an organization. The paper relied on research conducted among employees of a company in Lahore, Pakistan, to arrive at these conclusions. It further revealed that non-financial rewards can be of various types, including training and development initiatives, insurance policies, transportation, appreciation for good work, as well as several other aspects.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Application of Six-Sigma in Finance: A Case Study

Six Sigma has successfully been used to reduce errors, cycle times, and costs in the manufacturing processes of companies worldwide. Recently, its deployment has expanded to other business functions as well. In this paper, the authors display through a case study that Six Sigma Methodology can be used to drastically increase efficiency and gain the benefits highlighted above even in financial reporting systems. The methodology is implemented within the finance function of a major US defense contractor. Vitally, at the end of the project, significant reduction in cycle time and cost was observed. This was directly a result of the streamlining and standardization achieved in costing and planning for business activities within the current financial management process.

To read a longer summary, click here.

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