Navigating the layered matrix

Matrix organization or a matrix team in its simplest form is a structure where teams are set up based on both function and product. It refers to structures where resources report into multiple managers. This concept originated 35+ years ago, in the airlines industry and was adopted across IT, Consumer goods, consulting sectors. It is now giving way to a “layered matrix” structure where a resource is not only accountable to multiple managers but they are also DEPENDENT on multiple specialists to deliver on their job. Figure above is the simplest representation of this work arrangement, I have followed this up with sample jobs to explain it better. Here dependence does not refer to a reporting relationship.

Sample Job A: a project manager who is reporting to the vertical business head as well as to a sales leader, and is dependent on Subject matter experts to achieve their goals

Sample Job B: a HR manager reporting to Head of HR and business leader and is dependent on Learning and development team, immigration team to drive employee engagement

Sample job C: a global recruiting specialist reporting to Head of recruiting and Business Leaders and is dependent on recruiters spread across regions to deliver results

Based on my experience of working in matrix teams as well as partnering with managers who operate in a similar structure, I am sharing few learning on leveraging the matrix structure to make an impact, without getting lost in the maze. I truly believe that operating in a matrix environment is a complex task, hence this is definitely not a comprehensive list!

• Leverage the blurred lines –Even in the best possible scenario where individual roles are well defined, confusion on ownership will be a part of the mix. Instead of getting frustrated over the lack of clarity, leverage it by taking the initiative to lead projects or tasks especially in grey areas.

• Project management is a competency in matrix structure – project management refers to our ability to clearly define milestones, report progress and manage critical path for the completion of strategic tasks ( wiki definition : Project management is the process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems). While working in a layered matrix structure there is a greater need to employ reporting and tracking tools for driving ownership in the diverse interfaces.

• Develop trust early – while navigating through deliverables in a matrix structure it’s very easy to deprioritize relationship building. In my experience relationship building with partners is a key step in being successful in this structure. Needless to say, trust is the foundation of any successful partnership however in a matrix environment it is very critical for you to impact and influence peers.

• We are all in this together – empathy towards your matrix partners who might be looking for the same answers as you is paramount in this journey.

• Learn from specialists – identify the experts in the group whom you can depend on and leverage them more. Working with a group that will have generalists and specialists is one of the best advantages of a matrix structure, it will broaden your learning horizons.

• Culture always rules – this is especially true if you are working in a matrix structure spread across countries. Learn a few basics on how the principles of getting buy in, pushing back on tasks , debating views and brainstorming vary across cultures and maneuver conversations accordingly.
  

What has been your experience with working in a matrix environment? How have you handled this maze of increased flexibility and accountability?

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