Make your Matrix really work

Author: Kevan Hall

Do you want to make your Matrix organization really work?

Many organizations have introduced Matrix organization structures to reflect the reality that local, global, product, customer and job function priorities are all important. The matrix reflects this with multiple reporting lines to geography, function and business group so individuals may have 3 or 4 bosses all competing for their time and attention.

But a matrix does not solve this problem of competing priorities - it just recognizes it and reflects it in the structure. Unfortunately, after drawing the elegant organization chart, this is the point when the strategy consultants usually walk away - good luck with making this complex system work.

A matrix creates divided loyalties with multiple bosses and objectives, managers have to get things done without traditional line authority in an ambiguous environment and a virtual organization, this is not business as usual

Our top 3 tips for dealing with your matrix

First - recognize that the matrix is not necessary for everyone in the organization. 80% or more of people, even in the largest global companies, have purely local jobs - they work in manufacturing, retail, local sales or office jobs focusing on local customers - so protect them from the unnecessary complexity that the matrix produces in these roles. This enables you to focus resources on the "Matrixed middle" the 15% of people who do need the skills to manage constantly changing priorities. See more about the Matrixed Middle in our book Speed Lead

Second - realize that the matrix is a framework for ambiguity and constant change. Today's right balance of decision on priorities may not be right for tomorrow. As a result, flexibility and capability are more important than fixed and elegant solutions. People capability to cope with this is the key requirement. Companies often over-invest in inflexible systems that prevent responsiveness and change, and under-invest in people capability.

Third - focus on alignment at a senior level - in a Matrix the lives of senior managers (the top 5%) may not change much, they may still only have one boss and one focus, it is lower down in the organization that people feel the competing pressures. Alignment of objectives is critical to making this work. In the absence of alignment expect a lot of escalation of decisions back into the hierarchy - this is a sign that you have not given people the skills and confidence to manage trade-offs.

If objectives compete or are unclear in a matrix it is the person in the middle who often makes the decisions on priorities - make sure they have the information and skills to do this effectively.

The questions that our participants most often ask us about being successful in a matrix include

• How do I live with responsibility and accountability but without authority?
• I have multiple bosses and I feel overworked and unable to escalate effectively - what can I do?
• How can I function effectively within a business structure that lacks clear reporting lines and when I continually have to get things done with people in other departments?
• How can I best influence someone when separated by distance culture time and technology?
• How can I improve my personal effectiveness, my worth and my profile in a business that is increasingly facing "global" challenges requiring international co-operation?
• Why do we have to do it differently -- the previous structure seemed far easier, and more effective?
• How can we reduce disagreements and eliminate unnecessary conflict in the organization?

If you recognize these questions, take a look at our "Skills for Matrix Working" training and pass a copy of this email to your boss or HR advisor to find out more about our training and consulting in this area.

The secret to giving senior managers the confidence to let people operate the matrix is to build people capability and leadership in the middle of the organization - drawing the lines on the organization chart is not enough.

Good luck - do it quickly

Last updated: 16/05/07 04:13pm