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 […]
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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 […]
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 […]
One of the key themes in our matrix management training is how we manage clarity and ambiguity. One of the tools we use is called “islands of clarity”, it helps people build greater clarity in their own goals and roles. It’s a simple process that begins with people identifying what is not clear about how […]
In a matrix organization the structure incorporates multiple dimensions – usually including the business unit, the function and the geography – sometimes more. Each of these entities has their own agendas and priorities and generates their own initiatives. In the early stages of a matrix, each of them usually trying to clarify its role and […]
One of the key objectives in many matrix organization implementations is to release resources tied up in the traditional vertical silos of function and geography. This requires a certain amount of centralization as these resources are brought into a central pool for allocation. Many experienced managers feel a loss of control as the resources they […]
As a fairly pragmatic Yorkshire man who has been around for a few years I am not given to constant rushes of enthusiasm :-); but I have to say I am genuinely excited by some of the recent developments in technology and organization. I just finished Kevin Kelly’s new book “The Inevitables” about the key […]
In our work with leading organisations on matrix management we regularly encounter a number of myths and assumptions that often hold people back in managing the matrix successfully. It’s important to dispel these as they can lead to people waiting passively for “normal service” to be resumed or for senior leaders to fix a problem […]
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.