It was a pleasure meeting in Riyadh and Jeddah on my last trip.

For some of you, this is the first Journal you are receiving. It is free of charge, and it summarizes articles on strategic planning, training, employee surveys, teams, the balanced scorecard, 360 feedback and Six Sigma. It comes to you monthly. You may of course unsubscribe at any time.

Dr. Chaudron, our managing partner, was interviewed for Slack magazine on effective meetings. The link is here.

We have started our periodic blog, called the Impatient Strategist. Please join the conversation.

We'd like to ask a favor of you. To build on the success of the Journal, could you forward this email to two or three colleagues?

We are interested in your comments and feedback. Please click here to do so.

Best regards,

nameimg David Chaudron, PhD
managing partner
Organized Change
1 (858) 694 8191 voice and Whatsapp
dchaudron Skype

Strategic Planning

Scenario Planning Strategic Planinng Change Management

Gratton, P. C., D.B.A. (2018). Organization development and strategic planning for non-profit organizations.

Organization Development Journal, 36(2), 27-38.

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

Organization Development (OD) is the study and practice of organizational change through human systems, as driven by humanistic values. Several Non-Profit organizations (NPOs) in the United States have been facing growing challenges related to finances and fund raising, technology implementation, increased competition and human resources management. Research has shown that NPOs generally do not use a very important organizational tool that would help them address these issues and plan for the future i.e. strategic planning.

The author identifies the gap in the literature related to the use of strategic planning as an OD tool in NPOs and tries to address this gap. The paper provides an overviews of NPOs and the discipline of OD, lists the areas of challenge in leading NPOs, and outlines when and how Strategic planning should be used in NPOs as an OD intervention. The author provides a structured strategic planning process.

Many NPOs are so caught up in their day-to-day operations that they are ill equipped to manage the strategic and systemic changes required for them to thrive in the future. To address these issues, this paper recommends OD intervention through the use of strategic planning as a way to help NPOs achieve greater success.

Balanced Scorecard

Malagueño, R., Lopez-Valeiras, E., & Gomez-Conde, J. (2018). Balanced scorecard in SMEs: effects on innovation and financial performance.

Small Business Economics, 51(1), 221-244.

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

The balanced scorecard (BSC) is one of the managerial practices most frequently used by large and small and medium sized enterprises (SMEs). In the last decade, implementation of the BSC within SMEs has improved considerably. Most empirical research on the consequences of using the BSC has been conducted in large firms, and assumptions about the benefits of BSC for SMEs are not based on quantitative empirical evidence.This study draws on the small business, organizational control and innovation literature to explain the effects of the use of BSC by SMEs.

This study conducted a survey of 201 SMEs in the food and beverage sector in Spain to investigate the effects of SME's use of BSC in terms of financial performance and innovation outcomes. The study shows that firms who use BSC for feedforward control obtained better financial performance and higher levels of exploitative innovation. The study also found that in more established SMEs, the positive effect of BSC on perceived and attained financial performance is stronger.

360 Feedback

Kryscynski D, Reeves C, Stice-Lusvardi R, Ulrich M, and Russell G. Analytical abilities and the performance of HR professionals.

Hum Resources Manage. 2018; 57:715-738.

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

HR professionals role has evolved throughout history, from "personnel administrators" and "industrial relations professionals" in the 20th century to "HR managers" and "people managers" in the 21st century. Recently there has been an increasing focus on workforce analytics and the importance of using workforce analytics in helping HR professionals to be more useful business partners. HR professionals may need to become more data savvy and develop analytical abilities if they want to contribute meaningfully in the business.

This study conducts a research using 360 feedback surveys from 1147 HR professionals in 449 organizations to have an analyses of individual level analytical abilities to their job performance and are there differences in this relationship by industry, company and job-level factors. The results show the HR professionals with higher analytical abilities also have higher perceived job performance. The results also indicate that the strength of this relationship varies by some job roles. Thus, HR professionals who have higher analytical abilities likely create more value for their companies.


Izaskun Rekalde, Jon Landeta, Eneka Albizu, Pilar Fernandez-Ferrin, (2017) "Is executive coaching more effective than other management training and development methods?",

Management Decision, Vol. 55 Issue: 10, pp.2149-2162

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

The firms and executives are aware of the importance of training for performing managerial tasks, They generally accept that there is a positive relationship between executives' skills intensity and their contribution to the firm's success. This paper presents an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a comparison with other known training and development methods.

This study collected data from 100 managers who participated as coaches in an EC process and 236 HR managers provided their opinions in this study who are promoters of their company's executive training and development actions, The results suggest that EC is an effective management training and development method (MTDM). The study also confirms that it is more effective than the rest of the techniques analyzed in relation with sustained and observable management behaviour changes.

The study contributes evidence regarding behaviour addressed in EC processes, a feature that has received little analysis in the academic literature. This study breaks new ground by comparing the results of this method with other MTDMs in terms of their degree of effectiveness in attaining observable and lasting behaviour changes.

Employee Surveys

Sievert, H., & Scholz, C. (2017). Engaging employees in (at least partly) disengaged companies. Results of an interview survey within about 500 German corporations on the growing importance of digital engagement via internal social media.

Public Relations Review, 43(5), 894-903.

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

The world is getting increasingly disengaged, where PR professionals and communicators are targeting to have better connections among individuals, as well as meaningful engagement, companies and their corporate communications also play a role in engaging people in order to realize improvements. Companies need to engage their employees, at the very least in order to boost employee loyalty and productivity. This study looks at employee engagement using digital medias.

In this paper, the authors present the results of the study that deal with employee engagement in German companies.This study is conducted in three steps, starting with an intensive analysis of existing studies, followed by a short qualitative study as well as a broader quantitative main study carried out using an online questionnaire which was filled by 1011 participants, 800 of which work directly in a company of 500 different companies.

The results show that there is an relation between the use of internal social media and fostering stronger employee engagement, while a minimum of existing trust based employee engagement is necessary in order to successfully establish these tools. Therefore, "digital employee engagement" can only function as at least partly "blended employee engagement".


Lessard, S., Bareil, C., Lalonde, L., Duhamel, F., Hudon, E., Goudreau, J., & Lévesque, L. (2015). External facilitators and interprofessional facilitation teams: a qualitative study of their roles in supporting practice change.

Implementation Science, 11(1), 97.

Additional articles on teams by Dr. Chaudron are here.

Organizations can use team facilitation to manage and support change as it is a powerful approach. This paper aims at understanding the facilitation roles exercised by both external facilitators and interprofessional facilitation teams to foster the implementation of change. The authors describes facilitation as an approach used by appointed individuals, which teams can also foster, to build capacity and support practice change.It also helps decision makers become aware of the multiple roles and dynamics involved and the key competencies needed to recruit facilitators and members of interprofessional facilitation teams.

Six Sigma

Gosnik, D., & Hohnjec, M. (2009). Selection criteria for six sigma projects in slovenian manufacturing companies.

Organizacija, 42(4), 137.

Additional articles by Dr. Chaudron on Six Sigma are here.

Literature has shown that successful six sigma implementation is related to proper six sigma project prioritization and selection. This study looks at the selection of six sigma projects in manufacturing companies in Slovenia, Europe and is the first study in this domain carried out in Slovenia. The study aims to identify the criteria which are considered for prioritization and selection of six sigma projects and how six sigma projects are selected. The research aims to find the role of different levels of management in identification and prioritization, tools to identify, and key criteria for six sigma projects selection.

Only 21 companies participated in this study, the sample size is a limited because of the number of companies who have implemented six sigma so far in Slovenia. The results suggest that Slovenian manufacturing organizations tend to select six sigma projects based on criteria such as customer satisfaction, connection with a business strategy financial benefits, and growth of the organization. Several tools and techniques such as quality cost analysis, brainstorming and interviews are used to identify and priorities projects. Identification of the most commonly used criteria to select six sigma projects can help practitioners to select projects based on multiple criteria by using tools and techniques identified in this study.