Developing Collaboration and Operating in a Matrix Structure

Ensuring collective, cooperative management

A matrix organization is one where managers report to two bosses, rather than the traditional single boss, and where there is a dual rather than a single chain of command. In some matrix organizations there are dual command responsibilities assigned to functional departments (e.g. marketing, development, HR, finance) and to product or market departments (e.g. China). Other matrix structures are split between area-based departments and either products or functions (e.g. between London and HR).

A key question is: why use matrix management? Matrix structures are effective when it is important to be highly responsive to two sectors at the same time; for example, a specific market and group of products. They also work well when there is uncertainty or rapid change in a business or when there are constraints on resources.

This toolkit is written for people who operate across business divisions in a matrix management structure. It explains how to: develop influencing skills, increase cooperation and collaboration across business divisions and operate successfully within a matrix management structure. 

Length: 11 pages 

Contents:

Benefits of Collaboration

Action Checklist: Succeeding in a Matrix Management Structure

• Adopt a matrix mindset and build a shared vision
• Develop personal flexibility and resilience
• Put the overall interests of the business first
• Get to know your colleagues
• Keep colleagues informed
• Build a strong team
• Overcome resistance to collaboration
• Encourage openness
• Reconcile tensions
• Create alignment and ensure consistency

Avoiding Problems – this section explains how to avoid the pitfalls and problems that can be encountered when collaborating across business boundaries.

Action Checklist: Developing Influence and Collaboration

• Improve listening and empathy
• Build positive relationships
• Avoid or overcome friction
• Provide feedback

Best Practice: Productive and Unproductive Behaviour When Asserting Your Views and Influencing

Key Questions

Dos and Don’ts

Further Action

Further Information

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