I read an interesting blog post on whether Apple had outgrown its traditional organisational structure The article asks why Apple struggles to maintain focus on a full line of personal computers and PC peripherals, alongside its phones and tablets, following its apparent downgrading of some of these product areas. It recognizes the value of its […]
About Kevan Hall
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Entries by Kevan Hall
There have been several studies recently that reinforce the importance of multifunctional breadth in reaching the top in modern organisations. See my previous blog Matrix management is the secret to great leadership development? Such is the complexity and integration of these organizations, that it is hard to be successful at senior levels without a broad […]
I guess many of us have been reading recently about the rise of “post truth” politics. Post truth or post factual politics is defined by Wikipedia as “a political culture in which debate is framed largely by appeals to emotion disconnected from the details of policy, and by the repeated assertion of talking points to which factual rebuttals are ignored.” We […]
I’ve been reading a few blogs and articles recently about work automation. The consensus seems to be that this will soon have a major impact on employment, particularly in jobs which have traditionally been considered too highly skilled to be automated. Roles that are primarily about following rules and systems such as being an estate […]
A recent Harvard business review article Organizations Can’t Change If Leaders Can’t Change with Them revisits the relatively high failure rate of transformation efforts reported by McKinsey, and proposes that leaders need to start by focusing less on their organizations and more on themselves. This is very evident in our work with senior groups leading […]
Matrix management often gets criticized for increasing complexity. Accountability without control, influence without authority and multiple team membership does have its challenges; but it looks like being exposed to these is the secret of a successful leadership career. A recent Harvard business review article quotes a Deloitte study of executives from more than 2,000 organisations. They […]
At our last global team meeting we took some time to review our purpose and vision. The spur to do this was a continuing evolution in the work we do and the feedback we received from our clients and participants. We took the time to reflect on this and also to think about what motivated […]
I was delivering a keynote speech to a supply chain meeting at Lego-Land Denmark recently, an interesting and fun location for a meeting. The session before mine ended with a Q&A for a relatively new group of leaders who had come in to manage a more integrated supply chain organization. This was the first meeting […]
When we work with people in increasingly connected matrix, network and virtual organisations we get a lot of questions about reporting lines – what are the benefits and best balance of solid, dotted or just virtual lines. People obsess about the nature of their reporting lines and what they mean. This focus on reporting lines […]
When we work with organisations new to matrix management, one of the key requests from their people is to improve the clarity of their goals and roles. This can lead to what we call the clarity trap. In this situation we have introduced a multidimensional structured way of working, such as a matrix or network […]
Ideas, training & consulting for people who lead, manage or work in matrix, cross functional or networked organization structures.
Ideas, training & consulting for leaders, teams and individuals in virtual, remote and extended teams.
Ideas, training & consulting for people working in global or international organizations or partnerships, and across cultures or time zones.