Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.
Revolutionizing the Customer Experience_ Innovating and Scaling within Enterp...Product School
During this session, learn insights and best practices from Margaret Ryan, Amex's VP of Emerging Payments Product Management, on delivering meaningful product experiences within a large organization, leveraging Amex’s journey to partner with Google to provide customers with a virtual card number (VCN) autofill experience–which completed its roll out in March of this year.
Forming a team takes time, and members often go through recognizable stages as they change from being a collection of strangers to a united group with common goals. Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these stages. When you understand it, you can help your new team become effective more quickly.
Revolutionizing the Customer Experience_ Innovating and Scaling within Enterp...Product School
During this session, learn insights and best practices from Margaret Ryan, Amex's VP of Emerging Payments Product Management, on delivering meaningful product experiences within a large organization, leveraging Amex’s journey to partner with Google to provide customers with a virtual card number (VCN) autofill experience–which completed its roll out in March of this year.
Feature Prioritization Frameworks by Spotify Sr PMProduct School
Main takeaways:
-Why Feature Prioritization is Important?
-Overview of the popular prioritization frameworks: Rice, Value vs. ---Effort, The MoSCoW Method, Kano, Opportunities
-How to use frameworks?
-Tips and Tricks
Elke strategie start met het bepalen van formuleren van een visie en een missie. Een missie geeft richting, bepaalt doelen, biedt houvast bij dagelijkse activiteiten en communiceert waar de organisatie voor staat. Deze veelzijdigheid maakt het lastig om een goed passende, alomvattende missie op te stellen. Hoe formuleert u een goed doordachte missie? En wat zijn modellen en werkvormen voor een optimaal visie-, missie- en strategietraject?
Designers and Product Managers_ Leveling Up Product Development and Each Othe...Product School
This talk will focus on the practical ways in which product managers can collaborate and communicate effectively with designers to create successful products. It will explore the unique perspectives that designers bring to the table, the challenges that may arise when partnering with product managers and will offer practical tips for overcoming them.
Disagreement between individuals or groups within an organization, that may have an impact on the overall functioning of the organization.
click here for more info https://motiveap.blogspot.com/2019/08/organizational-conflict-meaning-sources.html
Building Better Tech: The Product Manager's Role in Infrastructure & Platform...Product School
Engineering platform and infrastructure teams can benefit immensely from having dedicated product managers on board to drive outcomes and ultimately help those teams deliver on the most impactful initiatives while spending less time on interruptions and distractions. In this session, you will learn what makes engineering platform product managers different from feature team product managers (spoiler alert: it's basically the same, start with the customer and work backwards from there, but different in that we kick things up a few notches), how product managers can add value, build trust, and get established on strong engineering teams, and finally, how to love life as a product manager on these teams!
Team Building (Comprehensive) PowerPoint Presentation 150 slides with 4 diagr...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of team building
• Etymology – team (4 points)
• Etymology – build (2 points)
• Basic team concepts (3 points)
• Characteristics of a team (5 points)
• Why teamwork? (3 points)
• Why teams work graphic
• Conceptions of teams (15 points)
• Intrinsic team elements (19 points)
• Team development stages (5 points +2 charts)
• Team development stages Diagram
• Why teams work (25 points)
• Structuring your team (19 points)
• Leader responsibilities (15 points)
• Team building (12 points)
• What effective teams do (14 points)
• Team development stages (4 points)
• Group building behaviors (27 points)
• Arriving at a consensus (4 points)
• Obstacles faced by teams (14 points)
• Conflict (13 points)
• Conflict avoidance (5 points)
• Constructive criticism (16 points)
• Accepting criticism (8 points)
• Overcoming obstacles (14 points)
• Evaluating performance (17 points)
• Team performance curves (6 points)
• Team performance curve graphic
• Evaluating performance graphic
• Major changes (2 points)
• Remember (6 points)
• Actions steps (16 points)
Colonel John (Richard) Boyd (January 23, 1927–March 9, 1997) was a United States Air Force fighter pilot and military strategist of the late 20th century, whose theories have been highly influential in the military and in business.
How to Prioritize as a Product Leader by Salesforce Dir of PMProduct School
How do some Product Managers drive innovation while others get mired in the day to day? The answer cuts to the core of product management: prioritization.
Alexander taught how to be a true Product Leader by separating the urgent from the important, balancing today's demands against tomorrow's goals, and realizing nothing is indispensable - but everything has consequences.
How to Manage a Platform Product by Yelp Product ManagerProduct School
In this presentation you will learn what a platform product manager does, how to build platforms that delight your customers and learn more about the rewards and challenges of platform product management.
Feature Prioritization Frameworks by Spotify Sr PMProduct School
Main takeaways:
-Why Feature Prioritization is Important?
-Overview of the popular prioritization frameworks: Rice, Value vs. ---Effort, The MoSCoW Method, Kano, Opportunities
-How to use frameworks?
-Tips and Tricks
Elke strategie start met het bepalen van formuleren van een visie en een missie. Een missie geeft richting, bepaalt doelen, biedt houvast bij dagelijkse activiteiten en communiceert waar de organisatie voor staat. Deze veelzijdigheid maakt het lastig om een goed passende, alomvattende missie op te stellen. Hoe formuleert u een goed doordachte missie? En wat zijn modellen en werkvormen voor een optimaal visie-, missie- en strategietraject?
Designers and Product Managers_ Leveling Up Product Development and Each Othe...Product School
This talk will focus on the practical ways in which product managers can collaborate and communicate effectively with designers to create successful products. It will explore the unique perspectives that designers bring to the table, the challenges that may arise when partnering with product managers and will offer practical tips for overcoming them.
Disagreement between individuals or groups within an organization, that may have an impact on the overall functioning of the organization.
click here for more info https://motiveap.blogspot.com/2019/08/organizational-conflict-meaning-sources.html
Building Better Tech: The Product Manager's Role in Infrastructure & Platform...Product School
Engineering platform and infrastructure teams can benefit immensely from having dedicated product managers on board to drive outcomes and ultimately help those teams deliver on the most impactful initiatives while spending less time on interruptions and distractions. In this session, you will learn what makes engineering platform product managers different from feature team product managers (spoiler alert: it's basically the same, start with the customer and work backwards from there, but different in that we kick things up a few notches), how product managers can add value, build trust, and get established on strong engineering teams, and finally, how to love life as a product manager on these teams!
Team Building (Comprehensive) PowerPoint Presentation 150 slides with 4 diagr...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of team building
• Etymology – team (4 points)
• Etymology – build (2 points)
• Basic team concepts (3 points)
• Characteristics of a team (5 points)
• Why teamwork? (3 points)
• Why teams work graphic
• Conceptions of teams (15 points)
• Intrinsic team elements (19 points)
• Team development stages (5 points +2 charts)
• Team development stages Diagram
• Why teams work (25 points)
• Structuring your team (19 points)
• Leader responsibilities (15 points)
• Team building (12 points)
• What effective teams do (14 points)
• Team development stages (4 points)
• Group building behaviors (27 points)
• Arriving at a consensus (4 points)
• Obstacles faced by teams (14 points)
• Conflict (13 points)
• Conflict avoidance (5 points)
• Constructive criticism (16 points)
• Accepting criticism (8 points)
• Overcoming obstacles (14 points)
• Evaluating performance (17 points)
• Team performance curves (6 points)
• Team performance curve graphic
• Evaluating performance graphic
• Major changes (2 points)
• Remember (6 points)
• Actions steps (16 points)
Colonel John (Richard) Boyd (January 23, 1927–March 9, 1997) was a United States Air Force fighter pilot and military strategist of the late 20th century, whose theories have been highly influential in the military and in business.
How to Prioritize as a Product Leader by Salesforce Dir of PMProduct School
How do some Product Managers drive innovation while others get mired in the day to day? The answer cuts to the core of product management: prioritization.
Alexander taught how to be a true Product Leader by separating the urgent from the important, balancing today's demands against tomorrow's goals, and realizing nothing is indispensable - but everything has consequences.
How to Manage a Platform Product by Yelp Product ManagerProduct School
In this presentation you will learn what a platform product manager does, how to build platforms that delight your customers and learn more about the rewards and challenges of platform product management.
How to be more effective in a functional or a matrix organizationfreshswdm
Describes the characteristics of functional and matrix organizations, and gives a number of concrete things to do to be more effective in a particular type of organization.
Managing the Restructure Aftermath: 4 Things You Must Do Right AwayCathy Cassidy
Access the video webinar recording: http://optin.matrixmanagementinstitute.com/webinar-managing-the-restructure-aftermath
The restructure of an organization is not the most fun aspect of HR leadership; however, it is often a necessary strategy for businesses to take.
So, Now What?
This complimentary webinar focuses on important topics that organizational development and training staff deal with at least once (and given the current trend) often three to five times in their career.
You'll Learn How To:
- Explain how to prepare leaders to understand the restructuring changes
- Describe new ways staff needs to work together
- Identify how senior leaders can operationalize the new structure
- Describe tips on creating a leadership development strategy
TMA World Viewpoint 26: Matrix Organization Best Practices - Extending Your C...TMA World
The matrix structure is a well established organizational mechanism for managing people, products and projects across multiple geographies.
Effective leadership in a matrix environment requires us to achieve a balance between exercising direct leadership authority whilst simultaneously conveying indirect leadership influence across organizational boundaries.
This TMA World presentation explores eight practical approaches you can role model as a leader to support the effectiveness of your people working in a matrix environment.
For more advice on how to thrive in the borderless workplace, including working in complex, global environments, contact us today: enquiries@tmaworld.com
Surviving in a Matrix: Simple Techniques for Effective Project Management in ...Dr. Thomas Juli
In this webinar (first given on 2 October 2014) I introduce a simple, yet very pragmatic approach to structure, plan and set-up a project in a matrix organization with strong line management and a weak project culture. I explain the need and value for developing a compelling project motivation, vision and objectives. I outline how to engage stakeholders in building a work package structure, outlining a project organization, implementing an early warning system for plan deviations, establishing risk analysis and management. Last but not least, I elaborate on how to cultivate continuous learning in a matrix organization.
Value chain business models: The case of two centralized slaughter slabs esta...ILRI
Presented by Daniel Kasibule, Zachary Nsadha and Kristina Roesel at the pre-evaluation workshop of the ILRI Uganda Smallholder Pig Value Chain Development Project, Kampala, Uganda, 25 August 2014.
New Models of General Practice: Practical and policy lessonsNuffield Trust
Nuffield Trust policy researchers Rebecca Rosen and Stephanie Kumpunen present findings from our upcoming report on large scale general practice models.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
1. These models/frameworks can be used to enhance your project management and process improvement projects.
2. A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 24 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Szpekman's Communication Framework
13. The Johari Window
14. The ADDIE Model
15. The Conscious Competence Learning Model
16. Kirkpatrick's Four-Level Training Evaluation Model
17. The PDCA Cycle
18. Six Sigma Quality Improvement (DMAIC)
19. Business Process Redesign (BPR)
20. Xerox Benchmarking Model
21. Project Management Body of Knowledge (PMBoK)
22. PRINCE2 Project Management
23. Managing Successful Programmes (MSP)
24. Management of Risks (M_o_R)
The boston consulting group (BCG) matrix - strategic implementation - Manu M...manumelwin
The Boston Consulting Group (BCG) matrix is the best-known approach to portfolio planning. Using the matrix requires a firm’s businesses to be categorized as high or low along two dimensions: its share of the market and the growth rate of its industry.
• Matrix structures combine the benefits of traditional functional & product / service based structures. In a matrix reporting channels form a grid, and employees typically report to both a functional leader as well as a product or service based leader.
• Prior to adoption, an organization should understand the advantages and challenges associated with the matrix structure, as well as how such structure would address the specific needs of the current and future business. Matrix structures have several advantages over conventional one, such as flexible allocation of resources, increase information flow & increase employee autonomy. However, in addition to being extremely difficult to implement and sustain, matrix structures can incur greater overhead costs and increase internal competition for limited resources.
• If an organization decides to adopt a matrix , then it should be aware that, to succeed, the transition will require significant investment of both time and effort. Simply adopting a matrix structure is no guarantee for success, and such fundamental changes to an organization are not made swiftly. Organizations should acknowledge that changing cultural attitudes and norms, increasing levels of emotional intelligence and awareness, and developing effective training for employees and leaders are all critical components in maximising a matrix structure’s potential success.
• Organizations also should give thought to how they will navigate the unique challenges associated with successfully adopting a matrix structure, such as the increased potential for misaligned goals, unclear roles, responsibilities , ambiguous authority, the lack of matrix guardianship and silo- focused employees.
11th paper from the BetaCodex Network, on organizational structures and how they interact. This paper was previously entitled "The 3 Structures of an Organization". It was renamed February 2013.
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Organize for Complexity, part II (BetaCodex13) Niels Pflaeging
How to make work work again. How to break the barrier of command-and-control, and create the peak-performance, networked organization.
Illustrations by Pia Steinmann
The brain new world - insights for organisations and strategyThe BrainLink Group
We seek to understand organisations and their strategy by using the brain as a metaphor. In this sense, the organisation not only HAS a brain, but in many respects, it IS a brain.
1.The Common Types of Organizational Structure.pdfBelayet Hossain
What are the common types of organization structure?
The internal formal framework of a company that indicates all of the ways that the management is connected together and how the bureaucracy is conveyed, is called the organizational structure.
https://itphobia.com/the-common-types-of-organizational-structure/
This is the slide deck that goes along with this video: https://www.linkedin.com/pulse/business-idea-validation-7vs-simple-algebra-models-eric-tachibana
Warning: I don't think the slides make much sense without watching the video :)
This was a workshop done for the DBS Hotspot Accelerator program. The intent is to provide guardrails for new accelerator mentors who may have never mentored start-up teams and want to learn from all my many mistakes.
An Intro to the Financial Services IndustryEric Tachibana
The Financial Service Industry is one of the most attractive industries to target if you are a consultant. However, when selling into, or delivering for, Financial Services Institutions (FSIs), it is useful to have some understanding of how FSI business models work, and the unique requirements that drive their IT strategies.This deck is a living document that hopes to act as a primer for consultants who need to support FSI clients, but who may not have prior experience in the sector.
Making the most of your start up mentor workshop - dbs hotspot acceleratorEric Tachibana
This is a workshop for DBS Bank HotSpot Accelerator Program. It was built to help start-up founders select the right program mentor and get them off to an effective start!
Rethinking Annual Performance as WorkshopsEric Tachibana
Each year millions of line managers do performance reviews with each member of their team. Reviews are tricky, risky, and difficult to run as structured conversations, which is how they have always been run. This deck proposes that managers replace conversations with workshops, which are easier to run, generate more insights, and less likely to cause bad feelings as focus turns from attack-defend to collaborative problem solving.
This deck hopes to help workshop facilitators up their game. It argues that presentations are less effective than workshops as a means of teaching adults and gives some ideas of how to convert presentations into workshops
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. PRACTICAL
MATRIX MGMT
Selena Sol presents…..
selena@selenasol.com
http://www.linkedin.com/pub/eric-tachibana/0/33/b53
http://www.slideshare.net/selenasol
because having no plan sucks
2. MANAGING IN THE MATRIX - INTRO
Despite the fact that so many organizations have adopted the matrix approach,
misconceptions about matrix management are rife in today’s organizations, and those
misconceptions have two seriously detrimental effects.
First, firms are losing money. A matrix is a very specific organizational structure tool that
is extremely powerful when used correctly and in specific circumstances. When used
improperly, or used in the wrong context, however, the tool can have a zero, or even a
negative, return on investment. Think of using a power saw to cut doilies – great tool,
wrong purpose.
Second, great people are frustrated and alienated. The matrix structure can be
extremely empowering, flexible, and can effectively drive innovation, but more often
than not, improper usage creates politics, frustration, and confusion. Great people who
are unhappy, at best, leave. At worst, they cause other great people to leave with them.
Since my role at work is heavily matrixed, I have been thinking a lot about how to make
my matrix more effective and efficient. Here’s where I am in my thinking....
3. MANAGING IN THE MATRIX – ORG STRUCTURE 101
The basic assumption around organizational structure is that we can maximize
performance and minimize problems if we get the right formal arrangements between
employees through specialization and division of labour.
With that said, structure both enhances (makes the firm more efficient) and constrains
(like a human skeleton or a building’s frame, certain assumptions and possibilities are
‘built-in’ and insurmountable) and no single structure is ‘best’ across all contexts.
Finally, there will always be a basic structural tension between how to allocate work
(differentiation) and how to coordinate roles and units once responsibilities have been
parcelled out (integration).
That’s all I want to say on org structure theory – I prefer to get quickly into real-world
matrix management. However, before that, although people have been using org
structure since there were more than 2 people, management thought on the topic really
began with Fredrick Taylor’s, “The Principles of Scientific Management” and a motley of
works by Max Weber. Finally, Henry Mintzberg’s, “The Structuring of Organizations”, is
pretty foundational. So if you are interested, in more than my 30 second crib notes, read
those dudes.
4. MANAGING IN THE MATRIX – 3 FORMS OF ORG STRUCTURE
OK, there are definitely more than three forms of org structure. However, in my
experience, there are three forms that pretty much cover 85% of the real-world
circumstances a corporate manager would face, so those are the only ones that I want to
spend time with in detail. The three forms are:
· Hierarchies
· Cross-functional ad-hoc Networks
· Cross-functional long-standing Matrices
To understand matrices, you must understand hierarchies and networks as well, so we’ll
start there.
5. MANAGING IN THE MATRIX – FORM 1 OF 3 HIERARCHIES
CONTROLLING IN A HIERARCHY
The predisposition to create hierarchies in any social group must be deeply embedded in human DNA, as they exist
absolutely everywhere.
Hierarchies work by implementing a chain of command. Strategic intent is driven down the chain by clearly defining roles
and responsibilities and crisply communicating marching orders. Compliance is ensured up the chain by incentivizing
strategically-aligned behaviour (either with cash or the lash) - roughly, the boss tells you what to do and, either rewards you
for doing it, or fires your butt if you don’t. In the corporate environment, hierarchies often define Lines of Business (LoB)
and are represented universally as “org charts”.
When they work, hierarchies are exceptionally powerful, as any field general can tell you. If they are well-oiled, they
maximize the value of specialization and minimize the chaos of collaboration. However, if a hierarchy lacks clear roles,
marching orders, and strategically-aligned incentives, the whole shebang comes crashing down.
Unfortunately, even if the General or CEO erects a healthy and well-oiled hierarchy, while marching orders can descend
through hierarchies at a rapid pace and with high fidelity, hierarchies are not very good at working together. As a result,
hierarchies are not very good at organization-wide innovation, and are very tied to the personality quirks of those at the
tops of the chains.
These shortcomings were described by many corporate sociologists in the 1960’s through 1980’s who were describing the
“over the wall” problem that was contributing to the demise of American product innovation. In VERY summarized form,
when you need two LoB’s to coordinate, let’s say Marketing and Engineering, your speed and fidelity dramatically dissipate
as command, communication, and control bottlenecks at the top. The result is products that cannot be marketed and
marketing that is not related to technical reality because the two LOBs never talked. The LOB’s, in modern jargon, have
become “silos”.
This speed and fidelity problem was unacceptable by the time globalization took hold in the 1970’s, with the requirements
of hyper increased innovation speed and an environment of uber-competitiveness. The problem became even more acute
with the mass networked communications and technology convergence in the 1990’s.
What was needed was an organizational structure that allowed sub-levels of peer hierarchies to work together directly, and
outside the traditional chain of command.
The solution was the cross-functional team, represented through a Network organizational structure that was pioneered
formally by NASA during the Space Program of the 1960’s and used effectively by Disco-era pioneers Dow Corning, Xerox,
DEC, and Citibank.
6. MANAGING IN THE MATRIX – FORM 2 OF 3 NETWORKS
INFLUENCING IN A CROSS-FUNCTIONAL AD HOC NETWORK
Thirty years later, Managers in the noughties will find networked org structures as second nature as managers found hierarchies in the
fifties.
In networks, cross-functional teams are brought together on an ad-hoc basis to solve organizational problems, maybe, for example, the
development and launch of a new product. Typically, a Project Manager will lead a team made up of representatives from multiple
LOB’s such as Sales, Marketing, Legal, Compliance, Engineering, Manufacturing, Support, etc.
Networks are powerful because they are so flexible, responsive, and innovative. Cross-functional teams can gather the best, and most
appropriate, Subject Matter Experts from all areas of the company, quickly assemble them in a structure where they can be maximally
creativity, and return them to their original teams once the task is complete (or form a new SWAT team for a new task).
Just as Hierarchies require clear roles, marching orders, and aligned incentives, Networks have their own success factors. Specifically, for
a Network to work, participants must be adept at organizational influence and win-win negotiation. If Network participants lack
these basic skills, the result will be discord. To that end, all managers should check out Roger Fisher and William Ury’s, “Getting to Yes”
and Robert Cialdini’s, “Influence: The Psychology of Persuasion”. These topics cannot be covered here, so managers should just Amazon
those titles for commute reading.
However, as recorded by Tom Peters and others, almost as soon as Networks were established, problems emerged.
A tricky dynamic is unleashed when a significant number of resource-consuming cross-functional teams start competing with one
another for talent, money, and infrastructure. In addition, when employees begin relating simultaneously to one another vertically,
horizontally, and diagonally, effective control is even more difficult. Although, as mentioned above, Networks can overcome some of
these conflicts with good Influence and Negotiation skills, there is a special situation in which Networks crash and burn – when the
participants in the Network have structurally misaligned goals.
There are several common situations including:
· Networks spanning Global and Regional needs
· Networks spanning vertical Lines of Business and cross-cutting Horizontal “staff” services or functions (like IT Controls, Programme
Management, Marketing, or Business Management functions spanning across multiple technology or product verticals)
· Networks spanning multiple customer types such as “Large Multinationals”, “Small-to-mid sized Business”, or “Consumers”
In these cases, even if the players are all mature in influencing and negotiations skills, and even if they are all “good” people who are
looking out for the firm in addition to themselves, conflict is inevitable because the players’ very goals are misaligned.
For example, Regional teams are formed to meet localized, unique regional business goals. Global teams, on the other hand, strive to
balance global requirements and standardize on a single platform. Today, International firms have no choice but to grow both interest
groups simultaneously. As such, they need a way to balance and direct this irresolvable structural tension. The solution is the Matrix.
7. MANAGING IN THE MATRIX – FORM 3 OF 3 MATRIX
A Matrix is a special case of a Network org structure that balances the speed, flexibility, and creative power of Networks with the command and control
capability of a hierarchy. The key benefit of matrices is that they resolve the issue of managing stakeholder conflicts caused by structurally misaligned goals
by 1) erecting a shared compensation model, 2) clarifying rules of engagement of all Matrix Stakeholders, and 3) defining an explicit process for conflict
resolution.
The Basic Matrix
The Matrix is usually represented using a 2-dimensional grid with axes for Matrix Stakeholders and Matrix Activities. Matrix Activities include all the cross-
functional work that must be completed through the matrix. Matrix Stakeholders are individuals who have an interest in the outcomes of the Matrix Activities.
There are 5 broad types of Matrix Stakeholders:
STAKEHOLDERS DESCRIPTION
Matrix Actor • The person completing the Activities on behalf of the Stakeholders.
Line Manager • Formal “HR” boss of the Matrix Actor.
Matrix Manager • “Also” the boss of the Matrix Actor, however, often has goals that are structurally misaligned with the Line Manager.
• Can be more than 1, but should be no more than 2.
General Stakeholder • Has an interest in the outcome of matrix activities, but with interests aligned to the Line Manager, or distant enough that
misalignment has little or no impact.
Matrix Apex Manager • The least senior manager into whom the Line Manager and all the Matrix Managers roll up
Using these definitions, consider the Global versus Local issues faced
by a Country Head for a consumer brand conglomerate raised earlier.
In this example, a Country Head is responsible for various activities
specific to their country including Sales, Brand Management, Local
Product Development, etc. Typically, Country Heads across a region
will roll up to a Regional COO who has P&L responsibility for, and
compensation based upon, all the countries in the region. So a
Singapore Country Head would roll up to an Asia Pac COO. In
addition, to ensure that Global Brand and Marketing interests were
upheld locally, the Country head would also have a matrix
management relationship to the Global Marketing Head. He would
also oversee Compliance, Legal, HR, product development functions
as well as multiple local product line teams regionally, who would
also have Global counterparts.
8. MANAGING IN THE MATRIX – MATRIX BY EXAMPLE
Using these definitions, consider the Global versus Local issues faced by a Country Head for a consumer
brand conglomerate raised earlier.
In this example, a Country Head is responsible for various activities specific to their country including Sales,
Brand Management, Local Product Development, etc. Typically, Country Heads across a region will roll up to
a Regional COO who has P&L responsibility for, and compensation based upon, all the countries in the
region. So a Singapore Country Head would roll up to an Asia Pac COO. In addition, to ensure that Global
Brand and Marketing interests were upheld locally, the Country head would also have a matrix management
relationship to the Global Marketing Head. He would also oversee Compliance, Legal, HR, product
development functions as well as multiple local product line teams regionally, who would also have Global
counterparts.
9. MANAGING IN THE MATRIX – THE PROBLEM OF STRUCTURAL MISALIGNMENT IN A MATRIX
However, if each country were to have free reign to market and brand the company’s products in
the way that best met their customer’s needs (a good thing, right?) or to redevelop product
functionalities or product platforms to meet localized requirements (a good thing, right?), then the
global brand would fracture (oops!). As a result, even if regional revenue expanded, global costs
would expand faster and global revenue might drop as the Brand devalues and the product line
becomes unsupportable by operations.
This is what we mean by structural misalignment. It is not that actors are political, selfish, greedy,
opportunistic, or devious. It’s just that the market demands that the company is schizophrenic. We
need to be globally coordinated to enjoy economies of scale and scope, but locally unique and
responsive to be competitive on the ground.
Whatever the case, the Country Manager is going to be in a very uncomfortable situation. His two
bosses, the Regional COO and the Global Marketing Head, are going to be giving him conflicting
instructions, and both will be “right”.
10. MANAGING IN THE MATRIX – RESOLVING THE STRUCTURAL MISALIGNMENT PROBLEM
So how does the Matrix Actor deal with multiple bosses in conflict? In a Network, he/she would
simply use Organizational Influence and Negotiation skills. However, in a Matrix, his/her bosses are
defined as being at least sometimes structurally at odds. As a result, the Matrix Actor is torn. Good
Influence and Negotiation skills will get the manager part way to a happy job, but, since we cannot
assume that all managers will be super-managers, this alone will not realistically suffice.
What would you do? Lacking any governance, any sane Matrix Actor would go with either the boss
who pays them or the boss who yells the loudest. Either way, the matrix has failed to deliver
results.
This, then, is the crux of the solution. To resolve structural misalignment problems, the Matrix Apex
Manager must implement one structural change, one relationship change, and one procedural
change to ensure governance.
1. Align behaviour through compensation
2. Ensure that leaders lead
3. Get everyone to agree on clear rules of engagement
I’ll quickly cover these, but would recommend managers browsing the Jay Galbraith library.
Galbraith is a true Matrix veteran with excellent and down-to-earth advice.
11. MANAGING IN THE MATRIX – STRUCTURAL MISALIGNMENT FIX (STEP 1 OF 3)
Step One: Align behaviour through compensation
The purpose of a Rewards System is to motivate employees to execute the behaviours that support organizational goals.
The design of the system must address two components:
First, the types of performance that are needed to support the strategy and the behaviours that underlie that
performance must be clearly defined and understood across the board. In a Matrix, performance should be viewed in
terms of both objective financial or operational performance ‘and’ subjective collaborative behaviours – the WHAT and the
HOW.
Second, the performance management process must generate the information that is required to measure these
behaviours and arrive at a full and fair assessment of performance. A full and fair process entails collecting information
from all the people who are able to observe the person’s performance. It also involves an open discussion and analysis of
the performance data in order to arrive at a decision for promotion or bonus.
The least effective performance management process is one wherein the boss collects the information, makes the
assessment, and decides on the bonus; this approach does not result in a full and complete assessment. In today’s matrix
organizations, wherein employees engage in lots of international projects and across many cross-cutting activities, there is
no way that the boss has anywhere near the necessary performance data. In addition, the boss will have a natural and
reasonable bias for deliveries and behaviours aligned with his/her Line of Business. The Regional Country head will be
focused on regional net income, not reduced global R&D costs.
The better performance management process is one in which the two bosses on either side of the matrix jointly evaluate
the Matrix Actor. As part of this process, it is key that Matrix Managers are afforded special rights in the compensation
process. At a minimum, they must have a meaningful impact on compensation caps and floors, and be consulted heavily
throughout the process. At best, they should have direct and quantitative impact on compensation and career
management. That is, for example, even if the line manager wants to promote, if the matrix manager rejects, the
promotion should be aborted. The Rewards System is NOT a substitute for managers’ responsibility to Influence and
negotiate – it, appreciating that we are all people, supplements influence and negotiation providing a safety net under the
matrix. Finally, ideally, this process should be policed and overseen by HR.
12. MANAGING IN THE MATRIX – STRUCTURAL MISALIGNMENT FIX (STEP 2 OF 3)
Step Two: Ensure Leaders Lead
Second, the Matrix Apex Manager at the top of the matrix must define an explicit process for conflict
resolution and encourage managers to use it ‘jointly’ when necessary. Now, this does not mean setting up a
new cross-functional division for Matrix Management. I think that one of the reasons Matrix structures failed so
stupendously in the 1980’s was that they put way too much process around the Matrix. In fact, all that is required
is that a Matrix Apex Manager sits down with the Line Manager and the Matrix Managers regularly to resolve
decision bottlenecks where the Line and Matrix Managers simply cannot agree. These bottlenecks should not be
seen as failures or ‘bringing problems to the boss’. Instead, they should be appreciated as a normal and natural
part of the process. We should not pretend conflict does not exist, we should just be more mature about how we
work together to resolve it. If we don’t, natural conflicts will still arise, but they will be acted out and resolved in
dysfunctional ways.
And, once again, it is worth reminding that Matrices are subsets of Networks and Networks join distinct
Hierarchies. As such, putting in place matrix-friendly compensation and conflict-resolution processes does not
remove the need for managers to implement Network and Hierarchy best-practices. Thus Organizational
Influence and Win-win Negotiation skills as well as clear roles, marching orders, and aligned incentives are still
required of all staff working in a Matrix.
Finally, while leaders must lead, followers must take responsibility for being led. If the Matrix Actor sees or
senses a potential conflict driven my misaligned goals, he or she must proactively escalate issues and ensure
that the Matrix and Line managers set aside time to resolve the issue. A passive Matrix Actor has only herself to
blame.
13. MANAGING IN THE MATRIX – STRUCTURAL MISALIGNMENT FIX (STEP 3 OF 3)
Step Three: Get everyone to agree upon clear rules of engagement
Finally, for a Matrix to work, the responsibilities of all Stakeholders must be clearly defined. Matrix roles and rules
of engagement come together in the LACI diagram. This valuable tool clarifies who is involved with what
decisions. LACI is an acronym that refers to:
14. MANAGING IN THE MATRIX – LACI DEMO
To demonstrate the LACI tool, let’s consider a global
Capital Markets organization in which delivery is
divided into 1) Lines of Businesses, 2) Regions, and 3)
Staff Functions. Further, let’s consider the LACI roles of
a Regional Business Manager for the Equity Line of
Business in the Asia region. The following
organizational chart should give a sense of the
relationships.
Management LOB standards and
processes (Global Equity Business
Manager) and 3) Ensure Cross-LOB
Regional standardization and reporting
(Regional Cross LOB Business Manager).
15. MANAGING IN THE MATRIX – APPENDIX
APPENDIX: SUMMARY
The following table summarizes the key points above: