Maximizing Execution and Innovation in a Matrixed Organization

by Jon Hughes and Liz Rayer

There’s nothing new about matrixed organizational structures. They have been the norm for decades. But the passage of time has not lessened the challenges associated with working in a matrix — or with making a matrix work. Multiple reporting lines and a lack of dedicated staff, teams that form and dissolve as initiatives are launched and completed, and the need to work with other who have different goals, priorities, and operating procedures often lead to decision-paralysis, delayed execution, conflict, and frustration. No wonder the matrixed organization is often referred to as a place where anyone can say “No” and no one can say “Yes”!

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