Blog series one and two, The end of ‘Gestapo’ accounting, delved into the role of ‘You the leader’ in changing and leveraging the emerging accounting paradigm, as well as the strategy to institutionalise such a paradigm at the organisation. This… Read More ›
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.
Maamas – Mother’s day greetings and facebook
Our May blogs: The DNA of the Disorganised, When Planning becomes a waste of time, The Spare tyre; when do we need spare? discussed various aspects of order and disorder. When does order or disorder lead to effectiveness and efficiency… Read More ›
The spare tyre; when do we need spare? – Series 2 of 2
Series 1 of 2, ‘The spare tyre; when do we need spare?’ delved into the always vexing subject – spare body parts. Series 1 ended on an open note. Open conclusions denote complexity of the issue at hand. The effectiveness… Read More ›
The spare-tyre: when do we need spare? Series 1 of 2
You must be wondering why the Effectiveness-lab of all things, has decided to discuss the vehicle spare tyre. Whenever we have spare parts, including body organs, we do not worry about unwanted stoppages in life. Business and human activity shall… Read More ›
Employee performance optimisation – Series 4 of 4
The last three blogs in this ‘Employee Performance Optimisation’ series focused on individual and team performance optimisation, as well as the strategy for delivering the two optimisations. This blog, the fourth and last in the series, focuses on the organising structure for… Read More ›
The INGO modus-operandi: hyper supermarket, Department store, or Boutique? – Part 3
Friends, here comes the third and final blog in the series. Together, we have traversed INGO configurations over the last three weeks from the INGO being a hyper supermarket, departmental store and finally boutique. We have also oriented this blog… Read More ›
The INGO modus-operandi: Hyper-supermarket, Department store, or Boutique? – Part 2
The first blog in this series of three (3) concluded that the INGO, at least in the East-Africa region, mostly operates like a hyper-supermarket. A hyper-supermarket, with all the territorial and diverse product range characteristics of this private sector giant. It… Read More ›
The INGO modus-operandi: Hyper-supermarket, Department store, or Boutique? – Part 1
This is the first in a three (3) series blog, that discusses the modus-operandi of the International Non-Government Organisation (INGO), specifically in the East African region. This first blog in the series explores how the orthodox INGO operates in this part… Read More ›
Is the East Africa Civil Society Organisation a recycled INGO?
Is the Civil Society Organisation (CSO) in East Africa a mere extension of the northern-INGO and its problems? I returned from my Christmas break ready to follow developments in the INGO vs. local civil society effective-partnership dialogue that I blogged on… Read More ›
Pitfalls to an effective national civil society business-model – wake-up call for the INGO!
My blog last week (https://gabazira.com/2014/12/07/effective-africa-civil-society-business-model-still-elusive/) delved into the vexing subject of an effective national civil society business-model. Recently, I attended a two day national civil society meeting organized by a leading International non-governmental organization (INGO) in Rwanda. The theme of the meeting, that… Read More ›
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