Matrix management gone too far?
One of the common problems we see in our matrix management training and consulting is that matrix management is taken too far down the organization.
We worked with a financial services organization last year who wanted to implement matrix management in an organization of 1500 people. By the time we had identified the people who had purely local jobs (80 -90% of people in even the most global organizations) and the people in the middle who managed them, we identified less than 100 people where matrix management would add value and be necessary.
This is a fairly common picture, we have seen first line managers in manufacturing with matrix regional roles. Matrix management adds additional complexity, so if it does not add value it just adds cost and confusion.
Limiting matrix management is one of the key skills in a successful matrix implementation. it simplifies the structure and allows us to focus resources and attention on building the skills of the smaller number of matrix managers who really need it.
Educate yourself further with a few more or our online insights:
25 years of experience learning with a range of world class clients
We work with a wide range of clients from global multinationals to recent start-ups. Our audiences span all levels, from CEOs to operational teams around the world. Our tools and programs have been developed for diverse and demanding audiences.
Tailored training or off the shelf modules for your people development needs
We are deep content experts in remote & virtual teams, matrix management and agile & digital leadership. We are highly flexible in how we deliver our content and ideas. We can tailor content closely to your specific needs or deliver off the shelf bite sized modules based on our existing IP and 25 years of training experience.
For more about how we deliver our keynotes, workshops, live web seminars and online learning.