Organisational Culture
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Should we work for organisations whose culture orientation is the same as ours?
This week we discuss organisation vs. individual culture dilemma. Should we work for organisations that share the same culture orientation as us? And, what is on offer for organisation culture? Mono or poly culture? Traditionally, culture at organisations tends to go one way or the other. It’s perceived as a black or white affair. It’s… Continue reading
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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… Continue reading
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Organisation-culture hygiene mischief – Series 2 of 2
It’s apparent from series 1 that organisational culture is a vital part of an organisation’s machinery and its optimal functionality. You can’t choose, if you are a smart leader or owner, not to pay attention to culture and its hygiene issues. It’s an inbuilt ingredient in your organisation’s eco-system. More often than not, attaining the… Continue reading
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Organisation-culture hygiene mischief – Series 1 of 2
We start with the definition of culture: …organisational culture is “the shared basic assumptions, values, and beliefs that characterise a setting and are taught to newcomers as the proper way to think and feel, communicated by the myths and stories people tell. You all have either occasionally or severally uttered, mumbled or used the word… Continue reading
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Innovation at companies: often touted but lacks the right toolbox – Series 1 of 2
We recently stumbled upon a McKinsey article on innovation, leadership and organization culture – and couldn’t help but reminisce about the many attempts at innovation by ourselves as individuals, but also, other people that we interact with professionally For starters, innovation has many names and allusions: thinking out of the box, creativity, pushing boundaries, Blue Ocean thinking,… Continue reading
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You are simply a statistic at work – right?
While standing in the queue for my visa interview at the American Embassy in Nairobi, on a chilly July 1st morning, I read from the embassy public TV that the quintessential CEO of Safaricom Kenya, Bob Collymore, was dead. I had never met the gentleman, professionally or socially, he didn’t know me, and I didn’t… Continue reading
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What CEOs can learn from film producers
We are currently reading an interesting book – Design thinking for school leaders by A.Gallagher and K.Thordarson. The book explores how sustainable change happens in traditionally unchangeable education industry in the USA. Apparently – there is much that contemporary change agents can learn from ‘film producers’. Producers get stuff done effectively and efficiently. A film… Continue reading
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Diversity not a mere tick-box exercise – corporate optics 1 of 2
There may be no other country on earth, where diversity and inclusion – at every level, but more so the corporate and political spheres where power and influence are vested in the hands of a privileged and powerful class, are as contentious as the USA. The white vs. colored and diversity-at-the-workplace debates continue unabated in the… Continue reading
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Effective managers are ever keen to ‘right’ a wrong
Even those people that believe are perfect, fail. We all do wrong – only that to some people, accepting wrongdoing is wrong. Not accepting one’s wrongs equates to not learning from our actions. At the effectiveness lab, we call such people professional-dwarfs. Those of you with access to the youth, especially the Z-generation, please teach… Continue reading
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Do you have the ‘GAFA’ factor at your workplace?
GAFA means Google – Apple – Facebook – & Amazon. It’s not an exaggeration to write that these four companies not only control the global economy but are, moreover under insignificant oversight by the governments that should control them, causing industry changing disruptions. Facebook, as we have learned recently knows more about individuals than individuals… 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 