A thank you to all of those we met in Abu Dhabi. We are providing this Journal to you as our way of thanks. We welcome all of our new subscribers and friends we met at the US-Saudi Business Opportunities Forum.

We welcome all of our new subscribers and friends we met at the US-Saudi Business Opportunities Forum.

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 further fracturing of the Syrian opposition; mixed signals in the US economy; why Mexico lags in innovation; and how to make a computer with a little carbon.

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Strategic Management of Intellectual Property: An Integrated Approach

Scenario Planning Strategic Planinng Change Management

Iii, W. W. F., & Oberholzer-gee, F. (2013). Strategic Management of Intellectual Property: 55(4), 157-184.

The findings in Iii, W. W. F., & Oberholzer-gee, F. (2013) support that many IP-related assessments are of strategic significance, and they must not be given to specialists who tend to be little involved in strategy formulation and application. Also, early and continuous communication between executives, lawyers, and engineers are critical to recognizing the best opportunities for deploying IP. Lastly, managers believe all too often that the best technique of using IP rights is to suppress competition.

To read the full summary, click here.

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

Balanced Scorecard

Balanced Scorecard at Attributes: Key Determinant and Perceived Benefits

Shutibhinyo, W. (2013). Balanced scorecard attributes: key determinant and perceived benefits, 7(2), 1-9.

Exploring the Balanced Scorecard (BSC) Shutibhinyo, W. (2013) found that top management's support was the key element when it came to implementing each BSC attribute. Additionally, all BSC attributes were perceived as the source of benefits in various aspects- overall benefits, planning, control and communication. These findings should encourage firms to implement the Balanced Scorecard since the adoption of merely one BSC attribute was proven to improve organizational performance.

To read the full summary, click here.

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

360 Feedback

A Long-Term Study of the Impact of a 360 Feedback Process on Self-Others' Agreement and Performance

Academy of Management Proceedings. Retrieved from http://medcontent.metapress.com/index/A65RM03P4874243N.pdf

Understanding of 360 feedback by Shipper, F. (2010) is the comparison of self-evaluations of skills to those by others in turn will help individuals understand themselves as others see them which in turn will motivate towards self-improve. Findings by Shipper, F. (2010) supports the use of the 360 feedback technique for developing managers.

To read the full summary, click here.

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


When Big Brother Is Watching: Goal Orientation Shapes Reactions to Electronic Monitoring During Online Training

Journal of applied psychology, 98(4), 642-57. doi:10.1037/a0032002

As stated in Watson, A. M., Foster Thompson, L., Rudolph, J. V, Whelan, T. J., Behrend, T. S., & Gissel, A. L. (2013) web-based training (WBT) at the workplace is becoming more popular now than ever before because the benefits it offers to both employees and employers. Individuals with high-performance goal orientation (i.e., PPGO and APGO) showed higher levels of evaluation anxiety than those with low-performance goal orientation. When e-learners believed they were not being monitored, APGO and PPGO were unrelated to assessment apprehension and skill attainment. However, when e-learners perceived EPM was taking place, learners high in APGO and PPGO experienced higher levels of evaluation apprehension, which in turn led to lower performance on the skill attainment measure. Given that individuals with high levels of evaluation apprehension demonstrated lower levels of learning, the role of goal orientation in the design of training programs should be considered

To read the full summary, click here.

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

Employee Surveys

Six Things You Need to Know About Strategic Employee Surveys

Wiley, B. J. W. (n.d.). Six Things You Need to Know Employee Surveys.

Six things you need to know about strategic employee surveys by Wiley, B. J. W. (n.d.) states that employee engagement is not everything - measuring the characteristics of the high performance organization along with employee engagement is critical and that content is king. Also drivers of employee retention have been fundamentally the same for the last 15 years. Wiley, B. J. W. (n.d.) follows it up by asserting that following up is critical and often overlooked therefore engagement levels and survey scores improve when managers are held accountable. Concluding with leadership that sustains improvement in survey results year over year possess specific characteristics.

To read the longer summary, click here.

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


It's Only Temporary: Time Frame and the Dynamics of Creative Project Teams

The authors found that in comparison to creative team projects with a fairly longer time frame, creative group projects with a shorter time frame are more likely to be time oriented toward the present, are less likely to be immersed with their task and work with a more heuristic style of information processing. Moreover, time frame was confirmed to moderate the negative effect of team conflict.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Application of Six Sigma and Quality Management Ideas to the Development of Mission Statements.

Looking at the application of system thinking and quality management concept into mission visualization Yeung, S. M. (2013) found that no matter the mission statement, product/ service; research/teaching or becoming a balanced institute, system thinking and quality management concepts can help measure mission statements thus motivating performance of faculty members and students leading to institutional transparency and accountability for their constant growth.

To read a longer summary, click here.

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