I have been working with a couple of clients recently on ways to systematically decentralize decision making in order to increase the agility of their matrix organization structures.

There are many pressures in matrix management that tend to lead to an increase in central control. But if this happens it tends to make the matrix inflexible and companies experience high levels of escalation.

In order to balance this trend, progressive companies are learning that they need to equip their people with the knowledge, skills and attitudes necessary to make decisions further down into the matrix.

But empowering people to make local decisions can make more senior managers feel uncomfortable, particularly if they do not know or trust the people further down the organization who they are expected to empower.

A matrix organization requires decentralized decision making, and decentralized decision making requires trust.

We have developed a systematic process with 3 phases

  1. building capability
  2. building confidence
  3. establishing the right level of support

By doing this in a  managed way we can make managers confident to empower people who are competent to be empowered.

Find out more about our matrix management training.

Does your organization support decentralized decision making, if so – how?

About the author:

Kevan Hall Kevan Hall is a CEO, author, speaker and trainer in matrix management, virtual teams and global working. He is the author of "Speed Lead - faster, simpler ways to manage people, projects and teams in complex companies, "Making the Matrix work - how matrix managers engage people and cut through complexity", and the "Life in a Matrix" podcasts, videos, cartoons and blog. He is CEO and founder of Global Integration. Company profile: .

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