{"id":20661,"date":"2012-06-06T00:00:00","date_gmt":"2012-06-06T00:00:00","guid":{"rendered":"http:\/\/global2020prd.wpengine.com\/insights\/why-matrix-flexibility-through-faster-decisions\/"},"modified":"2026-02-17T14:08:54","modified_gmt":"2026-02-17T14:08:54","slug":"why-matrix-flexibility-through-faster-decisions","status":"publish","type":"post","link":"https:\/\/www.global-integration.com\/insights\/why-matrix-flexibility-through-faster-decisions\/","title":{"rendered":"Enable flexibility through faster decisions"},"content":{"rendered":"

One of the key reasons to introduce a matrix is to enable flexibility through faster decisions<\/a> – but does it work? Here is a typical matrix announcement<\/p>\n

With immediate effect, the company separates responsibilities for the core brands and supports the regional leaders with strengthened and consistent teams of area specialists such as finance & control, IT, purchasing, HR, sales & marketing, revenue management, and technical development.<\/em><\/p>\n

An optimized organization with clear responsibilities will improve our portfolio management.<\/em><\/p>\n

We aim to work in an efficient and profitable way, to be fast responding and quick decision making. We are confident that our optimized organization structure and the adaptation of a more decentralized management approach will help us to boost both performance and profitability.<\/em><\/p>\n

Within the new areas, all support structures are operated in a matrix type organization with the position heads reporting hierarchically to each Area Vice President and functionally to the central Vice President of the relative function.<\/em>
\n Rezidor EMEA 2012<\/strong><\/em><\/p>\n

Like Rezidor, many organizations introduce matrix management because they think it will enable flexibility through faster decisions.<\/p>\n

This presents an interesting paradox. Unified command and control and strong vertical reporting should lead to faster decisions. Yet in a matrix, many more people can be involved in the decision-making process \u00a0– which adds complexity and usually takes longer.<\/p>\n

However, if the critical decisions you are trying to make have strong multifunctional, multi-geography or multiproduct implications, you have no choice but to involve a range of people in the decision-making.<\/p>\n

In the Rezidor case, the matrix at least provides a structure for involving people.<\/p>\n

Does if work?<\/h2>\n

The matrix itself however does not speed up decision making. <\/strong>Interestingly slow decision making is also one of the hardest challenges in making matrix management work affectively it requires a high level of clarity on decision and involvement rights<\/a>.<\/p>\n

It is the behaviours and ways of working that will bring the accompanying speed. See more about these in our detailed guide to matrix management<\/a>.<\/p>\n

 <\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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