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

A happy 4th of July, and a joyous Ramadan to all.

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 Tea Party scalded; Bondholders 1, Argentina, 0, a better way to insert gene, and mixed signals on manufacturing and sentiment.

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Strategic Planning

Scenario Planning Strategic Planinng Change Management

The Seven Startup Metrics You must Track

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

This article talks about focusing on your business and growing it to the next level. This can be completed by using the correct metrics to monitor success. This metrics can be categorize by sales, customer and finance. Overall, the metrics used should be specific to your business.

To read the full summary, click here.

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

Balanced Scorecard

The key to management: A balanced scorecard

Marks, G. (2008). Forbes.com

Using the balanced scorecard helps companies focus on strategy and results rather than the task at hand. The authors talks first about establishing key metrics for success. He further details how to create a balance scorecard by hand for smaller companies who want that immediate quick win. .

To read the full summary, click here.

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

360 Feedback

The 7 Reasons Why 360 Degree Feedback Programs Fail

E. Jackson (2014). Forbes.com

The 360 degree process takes into account your direct peers, your direct report and your boss. They all provide feedback on you, specifically your strengths and weaknesses. The process allows everyone to improve in key areas that might limit their career path at the company or their progression to achieve business results. The article talks about the ways in which 360 feedback fail, specially the reasons for the failure.

To read the full summary, click here.

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


Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations.

Sung, S., & Choi, J. (2014). Journal Of Organizational Behavior, 35(3), 393-412. doi:10.1002/job.1897

In this article, Sung and Choi examine three types of learning: individual, interpersonal and organizational. The authors propose that the three types of learning can further be moderated by an organizational climate that supports and promotes innovation. Six different hypothesis were tested using a stratified and random sample with a final sample including 260 businesses. Firm size, corporate training expenditure and financial support for education were shown to be predictors of innovative performance. In addition, corporate training expenditure was found to be a positive predictor of two types of learning; interpersonal and organizational. On the other hand, when examining the individual learning practices, it resulted in a non-meaningful predictor of innovation. The analysis demonstrated that learning practices when it comes to the individual are not associated with innovation whereas interpersonal and organizational learning practices have shown to provide a necessary condition for organizational innovation.

To read the full summary, click here.

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

Employee Surveys

Write-in comments in employee surveys

Borg, I., & Zuell, C. (2010). Write-in comments in employee surveys. International Journal of Manpower, 33(2), 206-220.

The authors state that there is limited research on open-ended comments on employee surveys. Comments were analyzed by frequency, wordiness and tone. It was found that 40% respondents who completed online surveys provided written comments. Those who provided comments did so with a negative tone and those comments that increased in wordiness were also negative. The authors also found that dissatisfied employees and wrote more negative comments.

To read the longer summary, click here.

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


Team work engagement: A model of emergence.

Costa, P. L., Passos, A. M., & Bakker, A. B. (2014). Team work engagement: A model of emergence. Journal of Occupational & Organizational Psychology, 87(2), 414-436. doi:10.1111/joop.12057

The authors present a model for teamwork engagement. The model includes team inputs and team outputs with mediator variables predicting the engagement of the team. The first two propositions the authors highlight are: 1) Teamwork engagement is characterized by vigor, dedication and absorption and 2) Teamwork will be a function of work structure along with individual, team, and task characteristics.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Adoption of Six Sigma DMAIC to reduce cost of poor quality.

Prashar, A. (2014). International Journal Of Productivity & Performance Management, 63(1), 103-126. doi:10.1108/IJPPM-01-2013-0018

Prashar demonstrates in this article how to use six sigma to identify and reduce costs. The methodology used was six sigma's Define-Measure, Analyze-Improve-Control (DMAIC). This methodology provided a systematic way to obtain the root cause of failure with in a company's product line. By identifying the root cause, the company was able to create improvements which resulted in cost savings.

To read a longer summary, click here.

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