Matrix across borders

Matrix Management Briefing & FAQ's

Issues which we address in our Executive Briefing

• What is Matrix Management?
• How did Matrix Organisation and management evolve and how is it different to functional organisational hierarchies?
• What are the benefits of Matrix Management and Organisation? 
• What are the pitfalls of Matrix Management and Organization? 
• How do you go about designing a matrix management Organisation?
• What are the key stepping stones you will employ to ensure your first attempt at designing and implementing the Matrix Organisation is ‘right first time’.
• What organisational diagnostics or health checks do you need to undertake before committing to a change programme in matrix Management?
• How important is the culture, leadership and behaviour change to making Matrix Management and Organisation work?
• How can the implementation of matrix management rejuvenate a tired and slow moving business?
• How can Matrix management be the solution to post acquisition integration?
• What organisational design issues have to be confronted in the early stages of Matrix re-organisation?
• How do you design and equip the organisation with the right structure and reporting relationships to make Matrix Management work?
• What is the optimum reporting relationship for your specific organisation? 
• How do you manage teams reporting into functional silos and into core customer processes?  How do you develop teams to operate with ambiguity?  
• How do you quickly resolve conflicting interest amongst politically minded functional silos?
• How do you develop cooperative win-win relationships among different functional teams?  What are the core business process issues which have to be resolved?
• How do you reward people for working to functional and process responsibilities across the organisation? 
• What are the key issues in performance management? 
• How do you manage the transition? How do people react to change during a period of introducing Matrix management? 
• What communications strategy best supports the introduction of the matrix Organisation?
• What resistance to change do you envisage experiencing during a Matrix re-organisation?

Go to FQA's on Change Management››

Driving Matrix as the Dominant Culture

Increasingly, effective organisations are those which can anticipate and respond to change faster than their competitors.  The Matrix form of Organisation and Management is central to any organisation surviving in these difficult years.

I have worked on Matrix projects of various sizes for many years from 'Genetics to Auto-Finance' - from the 'Process Flow Industry to 'Engineering and the Manufacturer of Construction and Agricultural equipment.  I have experience working across borders in Europe and the USA. 

My expertise is in driving change in difficult circumstances.  The time to fix the roof is when the Sun is shining not when it is raining. Not all organisations take preventative action when they should and when experiencing growth and expansion. 

All organisations must invest in reviewing their operational capability to deliver results.  I provide that input and partner clients and customers to ensure that change is implemented and rapidly impacts bottom line results.

I use the application of OD and behavioural sciences to use Matrix Organisation to resolve business problems and enable the organisation to move to the next level of performance.  

In my approach to Matrix Management we can concentrate on the really critical strategic issues to the detailed tactical issues.

Strategy to KPI's

If required, I focus on Strategic Analysis to Leadership Development, from 'Soft' Due Diligence to Customer Management,  and Coaching to create a Matrix Culture with the Top Team and motivating High Potentials to lead change in the business.