Are organisational structure and hierarchy dying on their feet? Series 2 of 2
It’s funny that as we write series 2 of this blog, the very hypothesis that we put before you in series 1 is under scrutiny. With COVID19 ravaging the globe, have we ever been in a time where military-like organisation configuration is so much in demand to reign in worried, desperate but also errant citizens?… Continue reading
Are organisational structure and hierarchy dying on their feet? Series 1 of 2
Are structure and hierarchy at the organisation, like we have known the ‘OD-twins’ since our days at school and at work, dying on their feet? Structure/Hierarchy is so synonymous with the modern organisation that the moment we set foot into any organisation, the thing you witness first at the reception centre, apart from the furniture… Continue reading
Management recession: time for an Organisational Effectiveness (OE) function? Series 3 of 3
Last week, we sold, and pretty hard at that, the case for the Organisational Effectiveness (OE) Tsar. Companies were encouraged to re-look at the art of running business via a new lens. It can’t be business as usual. Are we losing the plot? However, we all have to address one problem before getting excited by… Continue reading
Management recession: time for an Organisational Effectiveness (OE) function? Series 2 of 3
It is apparent from Series 1 that the ongoing management-recession at firms needs a fix. And that the fix may be as simple as ‘functionalizing’ effectiveness i.e., making organization-effectiveness (OE) a formal function like finance, HR, etc and appointing a weighty honcho for the function So – would having an OE Tsar address the recession… Continue reading
Do you demonise bureaucracies?
At the Effectiveness lab, we are acutely aware that organizational architecture (read: structure) impacts the efficiency, effectiveness and ultimately, the overall efficacy of organizations that purport to be in the business of value-creation. Whether you are in business for money or charitable cause – paying attention to matters ‘value-chain’ is non-negotiable. If the value-chain of… Continue reading
Are you the ‘management-forensics’ leader type?
This blog discusses management-forensics. We know that for many people, anything forensic equals crime. Well, at the Effectiveness lab, we define management-forensics as the deliberate practice to investigate value-addition enablers and killers at companies. Those things that significantly add or not, to your bottom line or the impact of your work for the not for… Continue reading
The organisation-development X-ray (ODX)
It has been eleven (11) months since we wrote the first blog of the Effective organisation – organisational vitals and bionic balance series. We have written over forty (40) blogs on the subject. We set out to answer the question: what makes an organisation effective and how does one measure an organisation’s effectiveness? The Effectiveness lab… Continue reading
Blending Leadership, Strategy & Design Organisational-Vitals
This blog concludes the Design Organisational Vital (OV) sub-series. The blog delved into matters related to the architecture of organizations. Something that many view in isolation from its peer OV’s (Leadership, Strategy, & People). As discussed in the Effectiveness lab’s earlier series, It’s vital to understand, at every stage of this Effective organization series, the… Continue reading
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
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
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.