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Five Not-So-Easy Pieces of
Matrix Management

If you are reading this, you may well have read my article, Matrix Management: Method, not Magic, which we posted on this site prior to this one. If you haven't read that article, I recommend that you read it prior to consuming the paragraphs that follow.

I have been gratified and stirred by the response to the original article not only from active clients in industries as diverse as pharmaceuticals, biotech, utilities, software development, and government, but also from B-school graduate students and corporate executives, particularly executives from American companies heading up overseas operations. Traditional models of organization, e.g., departmentation by product, customer, function, etc., are just plain running out of breath. Traditional models are increasingly out of step as more work is done in looser arrangements that are somewhat amoebic, networked and teamed. Matrix management helps organizations make an orderly and understandable transition to faster, more agile arrangements.