Gabazira's blog

The Effectiveness-Lab

Can CLASS be ascribed to organisations as it’s to humans? Series 2 of 2

At the end of series one, we promised to outline research and evidence regarding the manifestations of classic organisations.

And other than pretend that we can teach organisation class, we opined that working backwards from manifestations of class at organisations, leaders can use indicators of class, to streamline management approaches and again the elusive class status at the organisations they lead

“…advanced technologies can deliver dramatic improvements, but ultimately, it’s the human element that spells success.” McKinsey

For the above, we rely on research from McKinsey to elaborate the characteristics of classic and indeed, high performing organisations. Our job is to outline the character of such entities and yours, as the leader and manager, is to work how to get your OD. jigsaw together, to attain such class status

What shows that an organisation is class?

There are many variables that influence class at the organisation. They range from a deep mastery of process, organisational configuration and the ensuing sustenance of structure, to mastering operating dynamics. According to McKinsey, high-reliability-organisations pay attention to all three fundamentals.

We at the Effective lab opine that while McKinsey is spot on in regards to what makes an organisation super reliable, a key fundamental, and one we rank number one on the journey to being class is: putting people first. When you fix the people aspect at the firm, all other variables to attain class follow.

Class organisations recognise that it’s soft than hard variables, that drive the organisation to the top. And organisations that are at the top of their industry have worked hard to employ the right people, plus work hard to turn the people into great advocates/defenders of the brand and work.

These employees wake up wanting to go work for the organisation, will go the extra mile to do right and good – class organisations are loved by the people that work for them. They, in turn, convince those others on the outside of the organisation to love the brand.

Vital elements in the OD. fabric of class organisations

  • People are their most valuable asset
  • People development is a critical investment in their financials and is not sacrificed to the cost-cutting basket during tough times
  • People are paid well and in many instances, 15% above the industry average
  • They develop clear KPIs for performance-based compensation and bonuses
  • Communication and coordination skills are strong amongst the managers as well as other staff
  • They have well-defined career paths

And it may be noted that organisations are certified as a class above the others, only when they attain nearly all of the above elements and can sustain the status for many years

Get to work, please!






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About Me

Apollo B. Gabazira is an Ugandan OD. junkie fascinated by matters that render organisations/individuals effective or not. He blogs on effective leadership and management. He is a devoted green-farmer and breeds the Ayrshire cow at Nakabugu, Luuka district, Uganda. Apollo is quite effective at what he chooses to do.


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