Life in a Matrix

As we have seen in previous posts on managing multiple bosses, one of the most fundamental skills of matrix management is the ability to manage “upwards” to reconcile and trade off between competing priorities from different matrix managers.
The ability to challenge people who are hierarchically more senior than you differs between cultures and this can cause […]

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A matrix organization structure solves nothing. It is just a reflection of internal and external complexity. The matrix structure acknowledges that there are multiple and sometimes competing priorities and  shows them in the reporting structure of the organization.
Whether that structure succeeds or fails is dependent on matrix management - how well people work together in […]

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Good trip to Brussels this week to work with a virtual team at Coca-Cola.
One of the challenges we have seen in a complex matrix environment is how to get your message through the mass of interruptions and distractions at work. We think that there is too much poor quality communication to the extent that it is hard to […]

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Matrix organization structures are designed to deliver complex products and services by linking up organizations and resources across distance, cultures and timezones.
Often this can lead to harmonisation (even one-size-fits-all solutions) but it does not have to be this way.
It is easy to talk about satisfying (even “delighting” - a phrase that normally makes me cringe) […]

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In the previous post we looked at how matrix organization structures were introduced to increase flexibility in the way we access resources and get people to work together. 
In order to get increased flexibility we give up some of the clarity and certainty that came from single unified reporting relationships. It is important to realize that this […]

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As we have seen in other posts, a matrix organization structure does introduce (or recognize)  a higher level of complexity and some distinct people management challenges, so why do organizations do it? There must be significant advantages to a matrix structure that outweigh the matrix people management challenges.
Matrix organization structures were introduced over 50 years […]

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I just spent an enjoyable couple of days at a HR conference for a major international bank. It’s always good to see the issues that people are discussing and a great by-product is the chance to see some other conference speakers and learn from them.

I was speaking on matrix management which seemed to go well […]

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The final part of our big picture of the issues we see working and leading in complex and matrixed organizations is the area of Community.
Building community in large organizations has become much more difficult and expensive. We are in multiple locations and time zones, we are more diverse and have less time to build and maintain […]

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Our next practice area on working in complex and matrixed organizations is that of communication, After years of hearing that communication is the solution to every problem, we have learned that communication can often be a big part of the problem rather than the solution.

Just one example - our speed survey participants tell us they get […]

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The 4th trend we see in managing in matrix organizations is a move toward higher levels of central control. This tends to lead to lower levels of empowerment and slower speed of response in companies with matrix organization structures.
There are many factors in complex companies that subtly undermine confidence and trust - when people do not […]

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