Matrix management
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Transcript of Matrix management
What is the matrix organization
Poor organizational design and structure results in a bewildering morass of contradictions: confusion within roles, a lack of co-ordination among functions, failure to share ideas, and slow decision-making bring managers unnecessary complexity, stress, and conflict. Often those at the top of an organization are oblivious to these problems or, worse, pass them off as or challenges to overcome or opportunities to develop.
Gil Corkindale, HBR
What is a matrix organisation?
Why are matrix organisations designed/chosen?• Distribute decision making• Force collaboration across disciplines/divisions
Your stories
Force field analysis
Good things Bad things
Pitfalls of the Matrix • People are not focused on clear customer or mission centred outcomes• Too many responsibilities, diffusion of
focus• Too much Stasis, internal stakeholder
focus• Nobody can make a decision - Fall
into consensus decision making• Too much admin/bureaucracy/
layering - Over regulation• Culture clashes• Politics• Tendency towards anarchy• Follow the leader org design
Being an effective manager is a matrix organisation• Adopt a matrix to solve a real problem
• Middle manager from different teams must collaborate on important business goals
• Co-ordination and collaboration cannot be achieved through soft approaches alone
• Keep conflict out of the system
• Make sure there are intrinsic reasons for collaboration
• Make sure goals, KPIs and rewards systems are aligned
• Keep the matrix as simple as you can.
• The less dimensions in the matrix the better
• Keep line management simple, avoid dual line reporting as much as you can
• Once you commit, commit
• Don’t use dotted lines, don’t make one line manager more important than another in the hierarchy
• Make sure that all lines are equally important, capable and represented
• Ensure shared goals, rewards etc, are clear across the whole organisation
• Keep up the messaging about shared mission and purpose
• Escalation should be the exception
• Senior managers need to delegate sufficiently
• Local decisions need to be supported
Herman Vantrappen, HBR
Agile techniques for Matrix Organisations
Reading• Problems of Matrix Organizations• Revisiting the matrix organization• Making Matrix Organizations Actually Work• Managing Effectively in a Matrix• Structured Networks: Towards the Well-Designed Matrix• Making Matrix Structures Work: Creating Clarity on Unit Roles and Res
ponsibility