Activist investor Nelson Peltz recently released a 93-page white paper detailing his campaign for change at Procter & Gamble. He places a lot of the blame on what he describes as their insular culture and “stiflingly” bureaucratic matrix management system. He then proposes structural change to resolve the issue. It’s common for companies early in […]
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“Billionaire hedge fund manager Nelson Peltz calls P&G a suffocating bureaucracy” run the summer headlines – with Peltz blaming P&G’s matrix structure for its current woes and launching a proxy shareholder fight. However as we’ve said many times here before, it is not the matrix structure that is the problem it is the ways of […]
I was talking to some HR people in tech start-ups in California recently and they told me that, as organisations start to scale up and become more complex, they regularly hear from engineers who are frustrated. These engineers don’t wish to be “corporate” and threaten to leave to avoid the increasing complexity. At the same […]
Finance quote from @Euan on Twitter the other day “It is easier for organisations to digitise their dysfunctions than it is to face up to them.” It is very true and the conversation we are already having several of our clients. Our speciality is matrix and virtual working and digital initiatives that supercharging this way […]
I was recently working with a client where some individuals were feeling like – in our words – Matrix Victims. Their company had transitioned from a family-owned and operated hierarchy into a matrix organization and they were feeling that they no longer had the ability to move quickly – one of the strengths they felt […]
We all send hundreds, or even thousands, of emails and chat messages a day. Across a large global organization that leads to a constantly deepening network of connections. But do you know who are the key ‘hubs’ within your department or global organization – sending and receiving the most emails and connected to the widest […]
For the different regions of a global organization it can feel like drive to implement a matrix is something being done to them by a (typically) New York or London HQ. The local L&D/OD managers (in Asia, Eastern Europe or the Middle East) tell us they often feel powerless – with central HQ making decisions […]
I was in San Francisco last week and visited a couple of CEOs in silicon valley. During our conversations both of them identified particularly successful projects within the matrix organisations as great examples of collaboration. In both cases these were discrete projects to deliver a new product or process and they set up dedicated teams that […]
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 […]
Only 14% of companies feel their internal processes for collaboration and decision making are working well, according to a 2016 study by Facebook for Deloitte[i]. How to improve this? Simplify. In our experience, far too often people in a matrix organization feel obliged to involve lots of people in decisions or cc hundreds in on […]
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