{"id":21495,"date":"2020-02-17T00:00:00","date_gmt":"2020-02-17T00:00:00","guid":{"rendered":"http:\/\/global2020prd.wpengine.com\/insights\/dont-do-your-matrix-management-training-in-silos\/"},"modified":"2026-02-07T13:44:44","modified_gmt":"2026-02-07T13:44:44","slug":"dont-do-your-matrix-management-training-in-silos","status":"publish","type":"post","link":"https:\/\/www.global-integration.com\/insights\/dont-do-your-matrix-management-training-in-silos\/","title":{"rendered":"Why you can’t do your matrix management training in silos"},"content":{"rendered":"

Organizations today increasingly expect people to work horizontally across functions, geographies, and business units. Yet many matrix management challenges arise not from structure alone, but from the interfaces between teams, processes, and silos. That\u2019s why effective matrix management training is essential \u2014 not just for one function, but across the entire enterprise.<\/p>\n

At Global Integration, we deliver a wide range of matrix management training program<\/a>s that help people collaborate across traditional vertical silos. Many organizations begin with a single function or region requesting help. While this builds skills and confidence locally, the real challenge emerges when teams try to work effectively across boundaries with colleagues who haven\u2019t yet been trained.<\/p>\n

\u201cIt\u2019s extremely difficult to improve matrix working by focusing on only one part of the system. It is the opposite of joined up thinking\u201d<\/em> Kevan Hall<\/strong><\/p>\n

Why local improvements aren\u2019t enough<\/h2>\n

Some functions or geographies recognize the need for new ways of working earlier than others. HR and IT often transition first, while many sales teams (apart from global accounts) remain locally driven because that is often where the customers are.<\/p>\n

Another constraint is that HR business partners<\/strong>, who often commission training, typically hold budgets limited to their own silo. They want to solve problems across the matrix but can often fund development only in their area of responsibility.<\/p>\n

The obvious long\u2011term solution is to build capability at scale<\/strong>, across functions and geographies. But aligning budgets, priorities, and timing can be difficult. As a result, many organizations choose to begin with the area experiencing the most pressing challenge, then expand once early wins have been achieved.<\/p>\n

How matrix management training scales in practice<\/h2>\n

Once a team or function gains early traction, it becomes easier to spread new ways of working to adjacent groups. We frequently support organizations by running interface workshops<\/strong>\u2014targeted sessions focusing on key cross\u2011functional relationships where collaboration is critical.<\/p>\n

This approach works especially well in:<\/p>\n