Loading ...In our experience there are some predictable problems in working in a matrix organization structure - some of these are unfairly blamed on the matrix structure (it makes an easy scapegoat) and some are a function of working in such a complex environment.
What are the most difficult 3 issues for you personally in your matrix - pick 3 from the list in the poll at the side of the page (you may need to scroll down), if your answer is “other” please leave a comment and we can add popular ones to the list of questions.
I will add some content about the top issues as the blog and debate develops - I would like to hear your views too
11 responses so far ↓
1 Tony // Feb 8, 2008 at 4:33 pm
How do you define a matrix?
2 admin // Feb 8, 2008 at 4:53 pm
To me a matrix is just a reflection that the business environment is complex.
Companies that used to be organized hierarchically with strong functions reporting vertically through the organization recognized that they were operating in silos and not able to coordinate across the business to serve global customers or to share learning or expertise across their business.
Having recognized that function, geography, customer, product etc… are all important they just reflected this in their structure. Now people have solid (strong) or dotted (weaker) line reporting relationships to multiple bosses.
Of course this solves nothing, it just creates a structure within which people have to work out the right answer on a daily basis.
3 Rod // Feb 8, 2008 at 10:31 pm
How can I deal with different people asking me for things to whom I dont report and whose demands are often contradictory
4 admin // Feb 9, 2008 at 7:56 am
Yes, difficulties are often a combination of alignment issue and multiple reporting lines (solid , dotted and even non-existent lines can exercise a pull) I will come back to this theme in later posts
See the post below on alignment - can you think of any examples you have experienced?
5 Gerard // Feb 13, 2008 at 10:47 pm
My company ( a very well known global organisation ) recebtly hired an international consultancy to help us structure ourselves globally. I was interviewed as part of this along with many colleagues. My company has now introduced a ‘matrix’ structurte……all makes sense at a high level but seems a lot more difficult to actually implement and many of us feel unsure of what we should do. We are working harder it seems just to stand still.Is this normal in the early phases or am I missing something here?
6 DJ // Feb 13, 2008 at 10:56 pm
What I am always asked is just what is this thing called a Matrix, how long had it been around and like with all organizational structures … what is next? Also people tell me they are told they are in a Matrix, do not understand what has changed that is from being in a Matrix plus it does not feel that Senior Management feels and understand my pain and my challenges in working in a Matrix environment.
7 Wendy // Feb 14, 2008 at 11:43 am
We don’t have a formal “matrix” structure where I work, but we do have lots of what we call “horizontal teams” working together (used to be called cross-functional teams before the terms had to be made to sound more funky!) I recognise all the same issues you’re talking about…especially the competing priorities. I used to have just one boss telling me(sorry, “suggesting”) what to do, but now I seem to have dozens of them, one for each project I’m on. I seem to spend half my life reporting to each of them about what’s happening, and the only time I can do my own work is is my own time.
8 Kevan Hall // Feb 14, 2008 at 4:23 pm
Good comments - a matrix certainly does introduce complexity, or rather reflects the complexity that is already there in the environment.
It takes some different skills to be effective - a higher level of comfort with ambiguity, getting things done without traditional authority etc.. You can see some free articles about this here
It is surprise that the matrix structures have been around for 50 years, it seems to be having a resurgence at the moment! They were first used, we think, in complex military/aerospace projects.
As to what is next I think the next developments is for the matrix to become much more “open” to collaboration across boundaries, outside the organization etc.. Enabled by collaborative technologies that are now becoming mainstream.
Big questions will be raised on intellectual property, ownership and how to make money in a more open model
Wendy - it sounds like your company is in denial, you have a matrix way of working but don’t reflect it formally in your structure - this happens a lot. I even know a couple of companies where the word “matrix” is banned!
Irrespective of what we call the structure this more flexible, multi-stakeholder working leads to a proliferation of people with a “finger in the pie” which can be frustrating.
In my book I try to encourage people to actually cooperate less in order to get things done in a matrix - otherwise everyone gets involved in everything.
9 Rod // Feb 28, 2008 at 4:41 pm
I have dotted line relationships to three managers all who ask me for things that are not aligned sometimes and all the while my solid line boss tells me that he is the priority! If I satisfy one, I upset the other two. So I am either wrong or very very wrong!
10 m kantus // Mar 18, 2008 at 9:42 am
I wanted to know the relevent of non alignmen after the cold war
11 Kevan Hall // Mar 18, 2008 at 3:46 pm
I think you got us mixed up with a discussion about political non-alignment. This post is about objectives alignment within complex companies - cant think of any relevance of our ideas to the cold war.
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