Design
Design is the glue that ties together the vision as defined by the organisation’s Leader, Strategic intent, as well as the Human-resources that work hard to realise the vision and strategic intent. Without effective Design – Strategy, People, and Leadership, however good they are, will not create value and wealth for the organisation.
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It’s more than organizational design – the 4 manipulatives
Apparently, HR management is the last remaining source of competitive advantage. Organisations have crafted cutting edge strategy, design and implemented cutting-edge businesses processes, some of them deploying the best ERP’s, and hired the very best in leadership positions and on their teams. In effect, they have managed so well all the four OV’s, but still,… Continue reading
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Organisational design and culture – silent partners
This blog twins design and culture and discusses how one influences the other. It’s only fair that we remind everyone the definition of organizational culture. Organisational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the… Continue reading
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Organisational design type – the two choices
In the last four blogs of this Design-OV sub-series, we have discussed in reasonable detail the drivers of organizational design. The generational influence, strategy, process, and people all have to be considered in tandem when dealing with OD design matters. You don’t want to disregard any of these four factors. We now shift our attention… Continue reading
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Demystifying organizational design – people (3)
The third and last primary factor influencing organizational design is ‘people.’ Many of you will ask what people have to do with designing an organization structure. After all, people usually come to organizations as workers and have no choice but provide their skills under whatever structure the C-Suite or Owners choose. People are hired and… Continue reading
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Demystifying organizational design – process (2)
Last week’s blog ended with the question: What else influences the design of organizational structure? Well, we now delve into the second element that affects the architecture of organizations – process. What is a process? A series of activities undertaken to achieve a particular end When we discuss organisational configuration, process is the invisible aspect.… Continue reading
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Challenging traditional organisational structure design – strategy (1)
This blog is the first of three that discuss the fundamentals of designing a useful organisation structure. The focus this week is Strategy and how it influences design. Organisation structure design is more-than plotting an organisation structure. If design were a simple mental exercise, organisations would not trip like they do on an aspect so… Continue reading
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Is your organisation’s structure now a generational affair?
Those of you that want a gander at what has gone wrong at companies today should take a keen interest in this organisational Design (architecture) organisational-Vital (OV) series. OD traditionalists will tell you that to design a viable structure for the organisation, calls for juxtaposing: organisational purpose vs the process that attains the goal, and… Continue reading
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Uganda 2020: steering towards middle-income-country status – effective thinking?
Every time we visit home, Uganda, we recall what we have been told was and perhaps still is the potential of our country versus its status-quo and future. I was in Uganda last weekend, and while having breakfast at one of Kampala’s hotels, I was given for my breakfast reading a copy of ‘The Sunday… Continue reading
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As CEOs and their teams ‘Zig’ customers ‘Zag’ – holistic customer satisfaction still elusive – 2 of 2
This week’s blog, the second of a two series sequel, focuses on the ‘inside-out’ customer perspective – the so-called internal customer. The ‘Inside-out’ perspective deals with relationships and value-addition-contracting between: Departments Managers Individual employees (co-workers) Sister firms that form part of a conglomerate And other Internal Partnerships There are two sides to understanding the ‘inside-out’… Continue reading
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As CEOs and their teams ‘Zig’ customers ‘Zag’ – holistic customer satisfaction still elusive – 1 of 2
When it comes to customer satisfaction, it is clear that as CEOs and their marketers ‘zig’, clients ‘zag‘. Check the meaning of zig-zag and you will get many descriptions of the word – for example, meandering, sneaky, winding, crooked, twisty, curvy, wavy, what else? This week the Effectiveness lab turns its attention to an interesting… Continue reading
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.
Gabazira's blog 