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In meeting recently with the CEO of a major Midwest company, I became aware of yet additional implications of the term, “matrix management.” The CEO was adamant that he was not looking to “matrix the entire organization from stem to stern” and he was concerned that my use, or for that matter, anyone’s use of the term “matrix management,” conveyed the connotation that every nook and cranny of the enterprise would be affected. Following this encounter, it occurred to me then that I should recap my conversation with him and briefly address the possibilities of customizing matrix management to suit a spectrum of organizational needs and preferences. I have discussed these possibilities in greater depth while delivering many sessions of our Matrix Immersion Training, but it seems like the right time to communicate the fundamentals more widely with the hope that more people will appreciate the flexibility of matrix management.

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