Continuing our series on appraisals in a matrix….. How should we structure goals and measures of success? Many organizations have a tradition of strong, ‘SMART’ goals and measures*. These measures were often based on clearly defined roles and functional measures. In a matrix, we have multiple streams of leadership and competing goals and need to balance […]
Share this page:
The first part of our series on appraisals in a matrix….. What is the process and who does what? What happens if there is a dispute? A matrix does introduce ambiguity and we need to get people used to this. However, people do seem – understandably – to be very uncomfortable with not knowing who […]
Performance management and appraisal in a matrix organization structure is different. We may have more than one boss and our colleagues are likely to be in multiple locations, perhaps even different countries and time zones. Our HR processes need to adapt to this new reality. Performance appraisal fundamentally changes in a matrix because there are many […]
Missing some of our posts? Wanting to stay informed? We have some great news for you. You need never miss a post again! RSS feed Our ‘RSS feed’ has been updated. Please accept our apologies if this was giving you an odd message or calling you problems. Our technical lifesavers have cured the problem and […]
Phil Stockbridge blogs in response to a question posed to us by a business partner this week: The transition in an organization from multi-local or international to “Global” is often accompanied by the development of a truly international management cadre. In our books and previous blog posts, we have often referred to the “Global Group”. […]
As part of our continuing series of paper reviews, known as “Matrix Monday”, today John Bland takes a look at an article on virtual teams. In his article “Enhancing Effectiveness on Virtual Teams”, Gregory R Berry of the Central Connecticut State University examines why traditional skills are insufficient in creating successful virtual teams. For Berry, […]
Yesterday Steve Ballmer announced a major reorganization at Microsoft. (Copy of email: here) It’s a fascinating case study in the thinking that leads an organization to become more connected horizontally across the divisions, functions and geographies. The email announcement to all employees carefully doesn’t mention the word matrix, which is interesting in itself, as this […]
One of the many challenges for our participants is understanding different cultural conceptions of leadership and in particular responsibility and accountability. One of the key cultural differentiators is that of Individual (where accountability is commonly associated with specific persons) versus Group (where it is is more often diffused amongst a team or organization). Since many […]
A senior leader from the healthcare industry described his matrix structure at one of our workshops recently as “sacrificing focus for synergy”. It’s a phrase that neatly sums up the need for balance in a matrix. The historic, simple ‘vertical’ structure of functions and geography gave focus and efficiency within their narrow silos. But business […]
Can trust be overshadowed? The short answer is yes, it potentially can. I recently picked up a study done on the impact of trust in global virtual teams by Jarvenpaa, Shaw and Staples which provided some of the usual trust suspects but also highlighted another angle for me: that trust can potentially be overshadowed by structure. […]
Ideas, training & consulting for people who lead, manage or work in matrix, cross functional or networked organization structures.
Ideas, training & consulting for leaders, teams and individuals in virtual, remote and extended teams.
Ideas, training & consulting for people working in global or international organizations or partnerships, and across cultures or time zones.