energizing breakthrough performance

Matrix Management Systems Implications

Author: ; Published: Aug 15, 2011; Category: Cross-Functional Teams, Matrix Management; Tags: None; No Comments»

As the matrix structure is implemented, top executives often develop dissatisfaction with systems they have used in the past or systems that they need but simply don’t have yet.  Most often this is because legacy systems — be they performance management or financial management — were designed for use with a traditional vertical hierarchy.  Plus, legacy systems are often picket-fence systems, neither integrated nor interoperable with one another.  When you unleash the power of the horizontal organization, a spotlight shines on a glaring lack of information needed to manage horizontally.  What’s more, the matrix structure imposes new information requirements for successful vertical management.

None of this should be cause for alarm.  In working with dozens of organization through the process of matrix management design and implementation, none were satisfied with their legacy systems and all of them initiated system changes or additions.  In other words, you are in good company in discovering that the new structure will need to be aligned with new systems, as well as with new strategies.  Indeed, you should be alarmed if you don’t perceive such a need.  The typical areas needing revamping relate to financial management, performance management, staff assignment, and staff competency tracking.

Share These icons link to social bookmarking sites where readers can share and discover new web pages.
  • Print
  • email
  • blogmarks
  • Digg
  • del.icio.us
  • Facebook
  • Google Bookmarks
  • Mixx
  • LinkedIn
  • NewsVine
  • StumbleUpon
  • Technorati
  • TwitThis
  • YahooBuzz