Why simplifying your matrix is essential for modern organisations

Many organisations assume that adding more coordination, more reporting lines, or more cross‑functional visibility automatically improves performance. But experience shows the opposite: complexity grows faster than capability. The third part of this series focuses on how effective organisations focus on simplifying their matrix—creating just enough structure to support collaboration while avoiding the hidden costs of unnecessary coordination.

Why does matrix working become more complex over time?

Even when companies start with simple coordination mechanisms—informal teams, shared processes, or local decision‑making—matrix complexity tends to increase steadily. Global accounts expand, customer demands become more integrated, and internal standards rise. As a result, organisations add layers of reporting, specialist roles, steering groups, and cross‑functional teams to maintain consistency.

Leaders rarely remove structures, but they frequently add new ones. This creates overlapping priorities, diluted accountability, and operational friction. Simplifying your matrix involves challenging these assumptions and designing only the connections you genuinely need.

See more about the key matrix management challenges and solutions in our comprehensive guide to matrix leadership.

A real example: how one global account evolved

A major client initially purchased locally, requiring minimal coordination across countries. As the client matured, they began seeking unified pricing, global visibility, and common terms. In response, the company formed a virtual team to harmonise decisions. When the client later demanded a single global point of contact, the organisation appointed a formal global account manager. Over time, the role gained influence, eventually moving from a dotted‑line coordination role to a solid‑line reporting structure.

Once the company consolidated global financials, it became clear that the account was strategically significant. This triggered further globalisation: a dedicated global account organisation, full P\&L ownership at the global level, and a sharp divide between global accounts and local‑only customers.

This is a classic pattern—matrix structures deepen as customer, regulatory, and operational pressures evolve.

Why simplifying your matrix regularly matters

Matrix structures are now the norm for large organisations, but structure alone solves little. What unlocks real performance is the capability of people working within the matrix: clarity of roles, shared accountability, confident decision‑making, and strong lateral collaboration. When teams lack matrix skills, the structure becomes bureaucratic rather than enabling.

Simplifying your matrix is not about removing all complexity. It is about identifying the minimum viable connections that allow teams to coordinate effectively without slowing the business. This includes reducing redundant reporting lines, eliminating duplicated committees, aligning incentives, and focusing collaboration where it truly adds value.

Where should organisations start?

The most effective starting point is identifying the networks, communities, teams, and groups that are genuinely required—not simply inherited. From there, leaders can redesign interactions, streamline governance, and develop the matrix‑working skills that enable people to thrive in cross‑functional environments.