Entries by Kevan Hall

Matrix and remote working increase engagement

A recent article in the Harvard Business review “Engagement around the world, Charted” by Matt Perry showed, among other findings, that working remotely increased engagement. The more days people worked remotely, the more engaged they were, with people working 4 or 5 days a week remotely almost twice as engaged as people who don’t work […]

Helping Sarah or the planet?

I was in Denmark last week working with and visiting a couple of our clients there. Both of them do a great job of finding and communicating the purpose behind what they do and why people work there. Vestas make wind turbines and keep their people focused on the message of sustainability. They are also […]

Managing multiple bosses and teams

Most people in large organizations today work in a world of multiples. We may have more than one formal boss with solidarity and dotted reporting lines. A Gartner survey in 2015 found 85% of people worked on multiple teams. We also probably engage with multiple stakeholders who have some input into our activities. It raises […]

Is alignment possible in a complex company?

When we work with training participants in matrix and other complex organizations they consistently ask for better alignment of their goals. But in in a complex multidimensional world is it even possible to be fully aligned? Clearly at the highest level it is desirable to have a clear strategy and a common focus. But even […]

Don’t let agile create silos

Agile working brings many advantages in focused and rapid delivery, learning and iteration. However, we need to make sure that this focus doesn’t lead us into creating new “agile silos”. Some examples from our recent client work An agile team in software development protecting its autonomy and the purity of process by being unwilling to […]

Where does a matrix organization add value?

A matrix organization structure does increase complexity and so we should only use it where it adds sufficient value to overcome these additional costs. Many organizations initially take the matrix too far down into the organization. This video is about identifying specifically where the matrix adds value, and where it does not. We have identified […]

Decision making too slow

In our work with complex organizations it’s a common complaint that decision-making is too slow. We see two main problems 1.Too many people are involved. Many organisations have not done the work to define who should be involved in decisions or are too collaborative in their approach, feeling that everyone needs to be involved in […]