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Hot Intersections (cont'd)
I advocate displaying your matrix organization as a simple array of horizontal and vertical lines (Please see article, Matrix Management: Method, Not Magic for a display). Why? A straightforward helicopter view of all of the interfaces (or intersections) among horizontal teams and functions permits the executive to identify more clearly those areas where:
-
Considerable strategic importance abounds
- Decision disturbances are expected, e.g., budgetary shortfalls, policy
conflicts, dueling priorities, decision strangulation, groupthink, misaligned
objectives, etc.
- Operational challenges are likely, e.g., staffing problems, infrastructure
constraints, e.g., shortages of particular specialists, laboratories,
ships, planes, plant capacity, etc.
- Breakthrough opportunities for synergy and/or integration await exploitation
- Substantive alignment areas where budgetary/programmatic alignment with
Headquarters and/or Global Corporate Initiatives present harmonious advantages
- And More…
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