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 […]
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In our work on complex matrix organisations we often hear about the challenge of creating goal clarity. Indeed, it can be challenging when you have multiple bosses and work on multiple teams to reconcile competing goals and prioritize accurately. However sometimes it’s much easier than this. We ask people in our workshops to name the […]
This blog is a reflection on leadership learning by a British Army Officer on an expedition that saw a team of 7 individuals complete a 210 mile trek across the Sierra Nevada Mountain range, with an ascent change of 24,000m, taking 13 days. At different parts of the trek the group experienced negativity within it […]
It’s hardly surprising that, as someone who spends their professional life helping organizations think internationally and breaking local silos and parochial thinking, and as someone who runs an international business based from the UK, I voted to remain. However that’s democracy and those of us in business who pay for everything will have to find […]
Overcoming the problems and pitfalls Many of our clients use the term “CoE’s” meaning either “Centres of Excellence” or “Centres of Expertise”. This is a way of organising where people with similar expertise, clustered in an organization, cut across traditional (usually national or regional) boundaries. Where it is being done For example, Human resources are […]
We had some press coverage in the UK recently about the negative effects on children of unwarranted praise. It found that children who were given praise for average, below standard work, actually developed lower work standards. In the TV interviews that accompanied the story it was clear that these children also tended to know that the […]
There is an old saying that “culture eats strategy for lunch” and culture is the collective mindset of the organization. It is both influenced by and made up of the mindsets of the individuals within it. In many industries at the moment the shared competitive environment leads to very similar strategies Healthcare organizations have to […]
Two of the biggest objections that senior managers raise in moving to a matrix organization are “how can I be accountable for something I do not control?” and “how can I influence without authority?” Whilst at first these sound like reasonable concerns and they do create challenges for leaders, it is interesting to dig behind […]
We were delighted this week (on Wednesday, trade day) to have been able to attend Farnborough International Airshow -the aerospace industry’s showcase event – where consultant Phil Stockbridge caught up with some of the companies participating in the Sharing in Growth program. The Airbus A380 (photographed) caught our attention – very special. To quote people […]
Many organizations introduce matrix management in order to break the traditional vertical silos of (usually) functions and geography. They seek improved cross-functional communications and cooperation and better sharing of the resources that were formerly locked up in local ‘silos’. But the silos are very powerful. Most people still see their careers as within the functional […]
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