{"id":21275,"date":"2017-05-09T00:00:00","date_gmt":"2017-05-09T00:00:00","guid":{"rendered":"http:\/\/global2020prd.wpengine.com\/insights\/why-cant-people-make-decisions-in-global-matrix-organizations\/"},"modified":"2026-02-17T13:53:30","modified_gmt":"2026-02-17T13:53:30","slug":"why-cant-people-make-decisions-in-global-matrix-organizations","status":"publish","type":"post","link":"https:\/\/www.global-integration.com\/insights\/why-cant-people-make-decisions-in-global-matrix-organizations\/","title":{"rendered":"Simplifying decisions in global, matrix and cross-functional organizations?"},"content":{"rendered":"

Only 14% of companies feel their internal processes for collaboration and decision making are working well, according to a 2016 study by Facebook for Deloitte<\/strong>.\u00a0 No wonder there is so much interest in simplifying decisions.<\/p>\n

In our experience, far too often people in a matrix organization feel obliged to involve lots of people in decisions or cc hundreds in on emails \u2013 just in case. But all that does is slow the matrix down<\/a> and take away the agility that most modern matrix organizations crave. From an individual\u2019s perspective there are a wealth of academic studies showing that information overload leads to people being distracted, confused and making poor decisions.\u00a0 And collaboration overload tends to fall most heavily on our high-performers.<\/p>\n

Indeed the third most requested thing from employees across the globe is \u2018simplifying decisions to enable quick decision making<\/strong>\u2019, according to Mercer\u2019s 2017 Talent Trends survey of 7,500 Executives, HR professionals and employees in 38 countries and 20 industries.<\/p>\n

Three key types of decisions<\/h2>\n

When striving for agility, McKinsey recommends companies divide the decisions they have to make into three types:<\/p>\n