Continuing our blog series looking at reasons to introduce a matrix structure. This week we look at improved global or regional projects & systems as one of the key drivers.
A common driver of the move to a matrix organization, and hence matrix management, is the desire to have common systems and projects. This can be driven by any number of factors, often cost and efficiency savings. By consolidating different IT systems and ways of working, we should be able to find the ‘best way’ to cooperate and to make savings in our IT budgets.
And when projects which drive the value in an organization are in themselves inherently global, we often have no choice but to organise around them.
“During the second quarter, we continued our strategic focus on aligning processes and systems to achieve our ‘One Company’ strategic objective,” “We made significant operational strides towards achieving our vision of unified processes across IDG by completing the IT systems conversion in our Midwest and Northwest regions. I am very excited about the near-term impact of completing our ‘One Company’ objectives and developing a matrix organization that enables process improvements, as well as standardization of our procedures.”
Charles A. Lingenfelter, IDG president and CEO, 2006
A matrix, by definition, places greater focus on horizontal activities, whether these be on-going workflows or projects, short or long-term. It gives the project managers or system owners a formal right to resources in the organization rather than leaving them to persuade the vertical ‘owners’ of resources to cooperate.
If these horizontal projects or systems are significant drivers of value in an organization, matrix management in these areas is likely to make sense.
If matrix structure is of interest, you may be interested in the one day open access course looking at Matrix Structure at Ashridge Business School on June 19 2012.
To find out more aboutmatrix management, contact Global Integration.
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