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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Telesford, J. N., & Strachan, P. A. (2017). Strategic Sustainability Procedures: Focusing Business Strategic Planning on the Socio-Ecological System in an Island Context.

Sustainable Development, 25(1), 35-49.

As an management activity in an organization, strategic planning use used to set priorities, focus energy and resources, and strengthen operations among other activates. This article shows how organizations can put more emphasis on strategic planning that focuses on the system of addressing challenges that come from over-dependence on the social-ecological system. The authors find out that strategic actions help to optimize how businesses exchange material, energy, and waste flows (MEWFs).

To read the longer summary, click here.

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

Balanced Scorecard

Lonbani, M., Sofian, S., & Baroto, M. B. (2016). Balanced Scorecard Implementation in SMEs: Addressing the Moderating Role of Environmental Uncertainty.

Global Business & Organizational Excellence, 35(3), 58-66.

Organization leaders have used balanced scorecard (BSC) to spearhead their initiatives. This article examines how small and medium enterprises can use the balanced scorecard to address the moderating role of environment uncertainty. In most case, as the author argues, balanced scorecard has been largely implemented in large enterprises, not in small and medium enterprises (SMEs). BSC is not as formal in SMEs as it is in large enterprises; however, it is important in both types of enterprises.

To read the longer summary, click here.

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

360 Feedback

Bracken, D. W., & Church, A. H. (2013). The" new" performance management paradigm: capitalizing on the unrealized potential of 360 degree feedback.

People and Strategy, 36(2), 34-41.

Over the years, 360-degree feedback has evolved as a tool for measuring performance. This paper looks at how 360 feedbacks have evolved as a new performance management paradigm that capitalizes on the unrealized potential of 360-degree feedback. The authors concluded that 360-degree feedback has evolved to a stage where organizations need to use its potential fully to drive individual performance and broader culture change. 360-degree feedback is linked to accountability, credibility, and alignment in performance management. It offers better fairer information for decisions.

To read the longer summary, click here.

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


Padmasiri, M. D., Sandamali, J. G. P., Mahalekamge, W. G. S., & Mendis, M. V. S. (2018). The Relationship between Training and Development and Employee Performance of Executive Level Employees in Apparel Organizations.

International Invention of Scientific Journal, 2(01), 12-17.

Employee training is focused on teaching and communicating with employee's instructions and or information to improve their performance. This paper links employee training with development and employee performance in executive level. The authors suggest that organization should build a correct and logically substantial mechanism to select the employees who definitely participating to the training program. Management need to be established a widely spread evaluation scheme to enhance performance of employees according to the organization objectives.

To read the longer summary, click here.

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

Employee Surveys

Pritchard, K. (2014). Using employee surveys to attract and retain the best talent.

Strategic HR Review, 13(2), 59-62.

Employee surveys have been promoted as vehicles that can facilitate an understanding of work-related attitudes and thereby inform managerial interventions designed to enhance employee job satisfaction and "engagement." This paper looks at how organizations can use employee's survey to retain the best talent. An organization does that by understanding how they are perceived eternally as employers and how regularly tracking the opinions of staff can ensure the best talent are engaged and stay with an organization.

To read a longer summary, click here.

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


Aronson, Z. H., Dominick, P. G., & Wang, M. (2014). Exhibiting Leadership and Facilitation Behaviors in NPD Project-Based Work: Does Team Personal Style Composition Matter?.

Engineering Management Journal, 26(3), 25-35.

Team facilitation combines skill and art to help teams reach their objectives. This paper looks at the relationship between project team composition attributes and project team member's team leadership and facilitation behaviors, drawing from the literature on similarity-attraction effect. Team facilitation behaviors include those actions individuals take successfully to facilitate rapport, such as managing conflicts, supportive communication, helping others and acknowledging contributions.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Hill, J., Thomas, A. J., Mason-Jones, R. K., & El-Kateb, S. (2018). The implementation of a Lean Six Sigma framework to enhance operational performance in an MRO facility.

Production & Manufacturing Research, 6(1), 26-48.

Six Sigma is a methodology used to improve business processes by utilizing statistical analysis rather than guesswork. This paper looks at the novel implementation of an integrated LSS framework and outlines how it was used to identify the factors that affect supply chain performance in an aerospace Maintenance Repair and Overhaul (MRO) facility. The authors concludes that the Six Sigma approach is beneficial for organizations as it is aimed at achieving sustained customer satisfaction through its continual focus on customer needs.

To read a longer summary, click here.

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