This is the rather striking title of an article which appeared in the Harvard Business Review in July/August 1990 – nearly 25 years ago. What makes it so interesting is that we at Global Integration have also reached many of the same conclusions – independently it seems. This article speaks on a topic that has […]
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This month’s People and Strategy magazine took a good hard look at matrix management in it’s ‘Perspectives’ section, calling on some of the brightest thinkers in the field to respond to an article by Global Integration’s CEO, Kevan Hall, based on his book, “Making the Matrix Work: How Matrix Managers Engage People and Cut Through […]
From time to time a participant on one of our leadership training programs asks the question “What’s the difference between leadership and management?’. It’s an old question, and not a question I’ve ever really been interested in. To me, it sounds like the kind of thing that is relevant to an academic but not very […]
For our readers who don’t speak English as a native language, ‘two for the price of one’ is an expression meaning buy one, get one free, and refers to the fact that this blog post isn’t just one post, but two! Because the ever busy Kevan Hall, CEO of Global Integration and author, most recently, of […]
In our virtual teams training [Ed: at Global Integration], we often talk about the right balance of trust and control for a team. We run an exercise with a grid on the floor asking people to move around in answer to different questions about their personal preferences and their response to different business situations. When […]
We are excited to reveal that we are now able to offer our training in Russian, following the appointment of a new training associate, Dan Spatz. Dan joins us from Mars, where his career spanned nearly two decades and all of the continents. He is now based in the USA, having just returned from Russia, […]
Today’s Matrix Monday post looks at an article by Love, Priem and Lumpkin: “Explicitly articulated strategy and firm performance under alternative levels of centralisation.” This article asks an interesting question: does the explicit articulating strategy to organizational members improve performance? It also considers whether this differs depending on the level of centralization of the organization. To […]
The top reason that most companies give for introducing a matrix organization structure is to break through the traditional vertical silos of function and geography and unlock resources that can then be shared across the organization more effectively. However, none that I know of have chosen to abandon function and geography entirely – and there […]
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