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nameimg David Chaudron, PhD
managing partner
Organized Change
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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Kylaheiko, K., Puumalainen, K., Sjögrén, H., Syrjä, P., Fellnhofer, K. (2016). Strategic planning and firm performance: a comparison across countries and sectors.

International Journal of Entrepreneurial Venturing, 8(3), 280-295.

In this article, the researchers use data from2500 organizations in both developing and developed countries to determine the relationship between strategic planning and organization performance. The authors empirically examine the consequences of strategic planning and determine when it produces the best results for a firm. Globalization, the speed of change in business environments, and turbulence challenge the firms both in developed and emerging economies. The developed economies have transformed even more from the industrial era to the knowledge and service era while emerging economies thrive with industrial growth in traditional industry sectors and raw materials production. A company's the ability to plan strategically still counts as a competitive advantage-enhancing asset. The same is also true in service industries where competition is not very fierce due to not yet fully liberalized world markets and local/regional monopoly forces based on economies of scale and scope. According to the authors, after a thorough review of the current literature on the effectiveness of strategic planning on the firm performance, there lacks ambiguity in previous results as well as the theoretical background. However, they found out that strategic planning as a capability or resource promotes the performance of the firm; therefore, they regard it as a driver of corporate success. Most organizations engage in strategic planning to secure their competitive advantage and performance. The authors think that this topic is highly important from the perspective of production economics in view of its new and theoretically grounded approach to drastic change processes the world economy is currently facing.

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

Balanced Scorecard

Zin, N., Sulaiman, S., Ramli, A., & Nawawi, A. (2013). Performance Measurement and Balanced Scorecard Implementation: Case Evidence of a Government-linked-Company.

Procedia Economics and Finance, 7, 197-204.

In this article, the authors examine how organizations in Malaysia use the balanced scorecard to get to their desired transformation. They examine the role of management accountants and the critical factors for the successful implementation of the BSC model in a selected Malaysian government-linked company (GLC). It is important for organizations and governments to select an appropriate and effective performance tool not only to evaluate performance but also to help management assess strategic plans and minimize planning errors. Developed by Kaplan and Norton (1992; 1996; 2001), the Balanced Scorecard was the GLS's choice of measurement tool as it uses a comprehensive approach and a framework that incorporates both financial and non-financial measures. The authors show that as a strategic management tool, the BSC facilitates the translation of the organization's vision and strategic objectives into operational measures and critical drivers. The integration of both financial and nonfinancial performance measurement within the four perspectives contributes to a "balanced" approach to the monitoring of organisational performance. Balanced scorecard helps in improving:

• Top management commitment

• Communication channel

• Information technology

• Change of organisational culture

• Role of accountants

The authors found out that management accountants played crucial and multiple roles in BSC's implementation and will advance knowledge to successfully implement a management accounting innovation within the local context.

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

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

360 Feedback

Das, U. Panda, J. (2017). The Impact of 360 Degree Feedback on Employee Role in Leadership Development.

Asian Journal of Management, 8(4), 962.

In any organization, leadership development is very important, and this article examines the impact that 360-degree feedback has on the role of employees in developing leadership. The authors note that 360 degree feedback has gained popularity as a performance management and career development tool in the organizations and it is a useful development tool for employees who are in a management role, and also used to help people be more effective in their current roles, and also to help them understand what areas they should focus for development. Unlike other approaches of performance appraisal, the 360-degree feedback provides the feedback from all aspects from seniors, supervisors, subordinates, peers, suppliers, customers for an individual, the same individual will also rate himself and then match the performance from others rating. Therefore, The 360-degree feedback gives a clear picture of the employees and also helps to know strength and weakness, which is useful for people growth and development of employees. Performance appraisal systems have several plans and help organizations in setting performance goals, supporting employees' self-esteem, and setting clear scenarios. Modern appraisal systems are made up of upward feedback, team assessment, self-review assessment, peer assessment, and direct supervisor feedback. The authors describe 360-degree feedback as a process through which many sources- subordinates, direct supervisors, peers, customers, and even the individual under assessment provide their feedback on an individual's job performance in an attempt to obtain a balanced and rounded view of the performance. The authors conclude that 360-degree feedbacks are very important for employee's leadership development.

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


Rodriguez, J. Walters, K. (2017). The importance of training and development in employee performance and evaluation.

World Wide Journal of Multidisciplinary Research and Development, 3(10): 206-212

Employee execution is critical to any association and it is the duty of hierarchical pioneers to know about the significance of training and development's effect on the execution and assessment of employees. As a result of its significance, it impacts the main issue of an association. In this article, the authors look at the significance that employee training and development has on the assessment and execution of employees in an association. Concurring the authors, Employee training and development helps the association and employees in accomplishing different goals, for example, enhancing the feeling that all is well with the world, resolve, employee commitment, and general abilities important to play out a specific occupation. As indicated by the authors, organizations try to be effective through separated projects, services, abilities, and products. Be that as it may, such components should be imagined, created, actualized, and managed by very much prepared people. Endeavours on employee training and development show that organizations are underwriting on high potential employees, as well as on people who can focus on accomplishing larger amounts of duties. Training and development is a capacity inside Human Resources administration used to satisfy the holes amongst present and expected execution. Employee training and development happens at various levels of the association and helps people in achieving different goals. Employee training and development is a standout amongst the most critical sparks used to encourage the two people and organizations in accomplishing their here and now and long-haul goals and destinations. The authors infer that Employees are the most profitable resource of the association as they assume liability for upgraded consumer loyalty and nature of products and services. Without appropriate training and development openings, they would not have the capacity to achieve their undertakings at their maximum capacity.

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

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

Employee Surveys

SSaari, L., Scherbaum, C. (2017). Identified Employee Surveys: Potential Promise, Perils, and Professional Practice Guidelines. Industrial and Organizational Psychology, 4(04), 435-448. Employee surveys have changed over the time in how it is performed and used. In this article, the authors discuss n identified surveys, describe under what circumstances they may be uniquely beneficial, and highlight potential concerns with them. The authors have noted that over the past 50 years, employee opinion surveys have become a regular part of organizational life for many employees. The practice of surveying has also evolved as employee surveys have expanded and evolved in their use. Various changes include:

• The impact of technology on survey practices

• The increased realization that employee attitudes, as measured by employee surveys, can be statistically related to other important organizational data

Technology developments have enabled another linkage analysis approach involving the collection and retention of individual identifying information as part of an employee's survey responses and this type of linkage research is conducted at the individual level with other individual-level HR-type data. Surveys can be:

• Non-identified surveys that do not include individual identifiers and demographic and other information are collected within the survey itself.

• Identified surveys that involve collecting and retaining a unique identifier on each employee taking a survey

Identified surveys uniquely beneficial in linking employee opinion survey data to a variety of other human resource and organizational data and conducting analyses to test research questions can lead to useful, data-based insights. The authors recommend various professional practice guidelines when conducting surveys which include:

• Developing guiding policies

• Inform clearly

• Not coercing

• Identify protection

• Use data responsibly

• Defining duty to warn

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


Ebersöhn, L., Ferreira-Prévost, J., Maree, J., & Alexander, D. (2007). Exploring facilitation skills in transdisciplinary teamwork.

International Journal Of Adolescence And Youth, 13(4), 257-284.

In this article, the authors examine facilitation skills in the transdisciplinary teamwork. They describe the facilitation skills relevant to asset-based transdisciplinary team collaboration within an Early Childhood intervention social setting in rural KwaZulu-Natal. The authors describe the conceptual framework of the underlying study, the methodology and the findings, the facilitation skills that have been identified, and the values, attitudes, complimentary and knowledge approaches that were deemed necessary by the participants for the successful and effective utilization of these facilitation skills. According to the authors, the process of collaboration has evolved over the years from uni-disciplinary teams to transdisciplinary teams, where team members share a common conceptual framework. The key components of a transdisciplinary model include:

• Many disciplines

• Flexible boundaries and consensus decision-making

• Integrating families in the process of assessment

• Planning implementation and evaluation, recognizing their ultimate authority

• Coordinating a core person to incorporate team decisions and integrate goals of another discipline into a treatment program; shared meaning, synergy and cohesion, understanding different terminologies, relevant concepts and working with families unique to the team.

The use of effective facilitation skills is a sine qua non to overcome any hindrances or barriers and to ensure successful mobilization. Communication is a skill needed to convey correct messages and to ensure that misunderstandings are avoided in a team. It is through communication that a common vision is nurtured and the team guided through decisions and challenges, enabling each member to acquire and apply qualities needed. The authors conclude that a trans-disciplinary approach strives not only for a spirit of partnership, but acknowledges and realizes the individual differences between team members.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Swain, A., Cao, Q., & Gardner, W. (2018). Six Sigma success: Looking through authentic leadership and behavioural integrity theoretical lenses.

Operations Research Perspectives, 5, 120-132.

In this article, the authors concentrate on broadening the current understanding of the relationship that exists between six sigma success and leadership characteristics. The authors describe Six Sigma as an administrative innovation, a business improvement strategy for greater customer satisfaction, better organizational performance, and also as a culture change effort that reflects a drive towards competitiveness and profitability. The success of Six Sigma has been attributed a lot to the top management and transformational and visionary leadership theories have been advanced to contribute to a more realistic view of top management. According to the authors, authentic leadership fosters:

• Self-awareness

• An internalized moral perspective

• Balanced processing of information

• Relational transparency

Six Sigma aims to develop a learning environment. Trust is very relevant to Six Sigma, as Six Sigma implementation involves a significant change in organizational culture and building an organizational climate based on trust between the leader and employees can yield benefits for the organization in the long term. The author concludes that employee engagement has long been perceived as a key to an organization's success and competitive advantage; some even consider it to be essential for organizations striving for success in the dynamic environments that face modern businesses.

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