Entries by Debbie Marshall-Lee

Fewer, better meetings in matrix organizations

Our training participants in matrix organizations tell us they spend an average of two days per week in meetings and 50% of the content is irrelevant. The HR team in one global gaming giant we worked with were surprised when the results of an in-depth training needs analysis and training programme on thriving in the […]

Fancy a virtual coffee?

A field study with 43 global R&D teams from a top five Fortune 500 petroleum firm found that spontaneous communication played a pivotal role in moderating the level of interpersonal and task conflict in distributed virtual teams, through stronger shared identity and shared context. So how can we encourage spontaneous communication, shared identity and shared […]

Cultural and behavioural challenges are the biggest barriers to digital transformation

Jeff Bezos briefly topping the world’s richest person list symbolizes just how far reaching Amazon now is. Amazon is, and always has been, a company driven by data and powered by software. It’s seemingly unstoppable rise is just one example of how digital firms are leading the way, with more traditional firms desperately trying to […]

Too many teams in matrix organizations

One of the most revelatory insights for our participants in matrix organizations is when we share that in complex matrix organizations, only a few types of work are best performed by teams[i]. Indeed corralling people to work in teams when the outcome required doesn’t suit this way of working can sometimes even be dangerous. One […]