Eight trends in matrix management #6 Less structure more skills
We expect matrix organizations in the future to become more sophisticated and constrained in their use of the matrix. As understanding of matrix management grows, the complexity of dual reporting in the matrix structure will be limited to the ‘matrixed middle’ and to two or three reporting levels within the organization.
Organizations will begin to realize that the formal structure does not deliver results. It is the networks, communities, teams and groups and how they work together in the matrix that are far more important.
Companies moving to a matrix organisation structure often invest far more resources in the development of strategy, structures and systems than they do in skills. Increasingly, as the rate of change increases in many businesses, a formal organizational structural response to change becomes too slow. Organizations with large, global systems often find that, whilst these deliver the benefits of standardization and common information, they can also be slow and hard to change.
Increasingly matrix organizations will rely on the way people work together to give them the flexibility they need to respond quickly to change and the need for innovation.
Some management, teams, and working skills specific to the matrix will become even more important to organizations’ ability to be agile and flexible.
- Find out more about matrix management skills
- Benchmark your matrix team
- Find out about Kevan Hall’s new book, Making the matrix work
This post is part of the Eight Matrix Management Trends series of posts by Kevan Hall.