Regular readers will know that our research shows a drift towards increasing central control in many matrix organizations and also that matrix organizations require decentralized control to function.

Too much management control?

Too much management control?

There are many small factors that subtly undermine trust in matrix organizations – distance, cultures, timezones and communicating through technology can all create or magnify misunderstanding and many managers respond by getting more involved and tightening control.

If your organization feels like the one in the cartoon then you need to put in place a systematic process to increase empowerment and enable local decision making. If you don’t then eventually all decisions will be escalated to the centre – causing delay, cost and dissatisfaction.

On the other hand, it is hard to empower people you don’t know can do the job or don’t really trust. Thats’ why it needs to be a systematic, managed process and not just an exhortation to increase empowerment again.

Find out more about how to do this

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: .

Contact us now to find out more or speak to one of our specialists