{"id":20679,"date":"2012-08-07T00:00:00","date_gmt":"2012-08-07T00:00:00","guid":{"rendered":"http:\/\/global2020prd.wpengine.com\/insights\/three-steps-to-simplify-your-matrix-organization-structure\/"},"modified":"2026-02-13T12:37:50","modified_gmt":"2026-02-13T12:37:50","slug":"three-steps-to-simplify-your-matrix-organization-structure","status":"publish","type":"post","link":"https:\/\/www.global-integration.com\/insights\/three-steps-to-simplify-your-matrix-organization-structure\/","title":{"rendered":"How to make the matrix simpler"},"content":{"rendered":"

lot of matrix literature focuses on organization structure and how we can make the matrix simpler. It is an obvious difference and a concrete topic to study and describe but in a matrix organization<\/a> the structure itself solves nothing.<\/strong>\u00a0 A formal structural response to change tends to be slow and inflexible.\u00a0 The rate of change in many organizations is faster than our ability to change structure.<\/p>\n

True flexibility requires flexible networks and ways of working that enable fast response \u2013 it is the quality of matrix management skills, matrix teams and matrix working that means the difference between success and failure.<\/p>\n

Why structure is a distraction in the matrix<\/h2>\n

An over- focus on structure can lead to constant reorganizations in the search for the ‘magic bullet’ structure that will solve all of our problems. Not only do these structural reorganizations rarely work, but they also actually make things worse by disrupting the networks and relationships that actually get things done.<\/p>\n

When we have got two, three, or maybe more reporting lines in a matrix organization, we are moving beyond the limits of structure. These lines are no longer helping us to get things done.<\/p>\n

We do not get more flexibility by adding more structure.<\/strong>\u00a0 So how can we make things simpler and still reach our objectives without unnecessary structure? Start by making sure we only use the matrix where the value is higher than the complexity it brings.<\/strong><\/p>\n

Three critical groups to make the matrix simpler<\/h2>\n

In Making the Matrix Work<\/a>,<\/em> I wrote about three distinct groups within any large, complex organization.<\/p>\n

\"simplify<\/p>\n

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  1. The global group<\/strong> \u2013 the small number of leaders at the very top of the organization who head up major business units, regions and functions. These individuals tend to report directly to the CEO. They do not have multiple reporting lines above them.\u00a0These are the people who should consistently take a global view of issues. Even in the most international organizations they will be less than 5% of the total population.<\/li>\n
  2. \u00a0The locally loyal<\/strong> \u2013 the people who have purely or largely local jobs. These are the people who work in factories, shops, offices and service centres. Even in highly integrated global organizations, these people are the vast majority of our employees \u2013 typically 85% or more of our people.\u00a0These are jobs where the matrix really has little relevance and only introduces complexity. These people may work as part of global systems or share information with colleagues in other cultures, functions and locations, but co-ordination of their work can be achieved through shared workflow or systems, or even virtual teamwork, and doesn’t require the complexity of multiple bosses.<\/li>\n
  3. \u00a0The matrixed middle<\/strong>, the leaders in the centre of the organization who bridge the gap between the global group and the locally loyal. Typically, no more than 10% to 15% of your employees, this group are critical to the success of your matrix. These are the people that have to navigate the complexities of matrix management<\/li>\n<\/ol>\n

    This is great news! Many organizations come to us thinking they have a problem that affects the whole organization and quickly learn that it’s a much smaller issue than they feared. It is a valuable realization that 85% or more of your people can and should be insulated from the matrix.<\/p>\n

    Here is an example from a company I used to work in. The structure is relatively flat but not particularly unusual. The organization worked off a typical ‘span of control’ of eight people.<\/p>\n

    The structure looked like this.<\/p>\n