Strategic choices – INGO
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Benefit of hindsight and COVID-19 crisis – PLANNING in comatose
From a rumour in China to an epidemic, then pandemic – and now, ensuing global pandemonium Traumatised by the COVID 19 global crisis – we have gone back in time and looked at the blogs we have written at the Effectiveness-lab and what can we say? That with the benefit of hindsight – we told… Continue reading
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The phony International development narrative – Series 2 of 2
Upon reading the Effectiveness-lab’s phony development narrative series 1, my development peers hang me out to dry. Some did not take well the attribution of the enduring state of peasantry and poverty in Uganda, to the International NonGovernmental organisation (INGO). The Effectiveness-lab stands by its position i.e. that the INGO in Uganda has failed the poor… Continue reading
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The phony International development narrative – Series 1 of 2
Just like many of you have a soft spot for your immediate family and birthplace, I do have one for Uganda and specifically, my village Nakabugu in Luuka district. So much so that when I am in Uganda, I find myself not only reminiscing about the enduring poverty the majority of my fellow countrymen and… Continue reading
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Internal-accountability as a soft-marketing tool
In last weeks’ blog the Effectiveness Lab discussed soft-marketing and the efficacy and value it brings to companies, via high quality and targeted customer services. We asked why companies, and some colossal corporates at that, spend millions on hard-marketing and miss the fact that in high-quality and consistent customer service, comes extremely effective marketing. We shared my… Continue reading
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The Power of Soft-marketing
In this first blog of 2016 at the Effectiveness Lab, I want to share some experience that got me to question why companies spend millions of dollars on advertising every year. Apparently, the annual global advertising spend currently stands at $573 billion. While Africa and I assume Kenya’s share of the global marketing expenditure may… Continue reading
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Development and its strategy-myopia monologues – series 4 of 4
Series 3 of Development and its strategy-myopia blog concluded with the question: Does your International Civil Society Organisation (ICSO) have the architecture to effectively house and sustainably operate a critical-configured organisation? The Effectiveness Lab in this final series of the strategy-myopia monologues explores the subject of organisational architecture. To define the ICSO identity and strategic intent… Continue reading
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Development and its strategy-myopia monologues – Series 3 of 4
Series 2 of the Strategy-Myopia monologues explored the International Civil Society Organisation (ICSO) identity and showed how identify-compliance can enhance viability at the ICSO. Stopping strategy-myopia monologues at the ICSO starts with defining and complying to identity – hard I know, but ICSO’s do not have any choice, but comply. There are rewards that await ICSO’s… Continue reading
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Development and its strategy-myopia monologues – Series 2 of 4
In this second series of the strategy-myopia monologues, the Effectiveness Lab shifts its attention towards an important but often overlooked aspect of a viable organisation, identity. In series one, the Effectiveness Lab asked whether the International Civil Society Organisation (ICSO) should bother defining strategy at all. After all, lacking capital resources, all the ICSO can… Continue reading
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Development and its strategy-myopia monologues – Series 1 of 4
Why are development and its party-goers so fascinated with keeping with ‘what they know’ and not ‘what they don’t know’? Quite a blind spot and one would imagine that it is only a matter of time before the industry is brought to its knees. To my surprise and at times happiness, the industry continues to… Continue reading
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Effective HR: why organisations should look outside and not inside
Have you observed that, increasingly, the HR function at the modern organisation is requested to recruit staff for other functions, but by the time such staff are selected, their skills are no longer a requirement for the organisation? That is how quickly change happens at the modern organisation. How can HR be effective in a… 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 