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Organizational Effectiveness Study

This global benchmarking study analyzes organizational structure and dynamics, the challenges of working in highly-matrixed organizations, and contrasting approaches to influence within organizations. The study was conducted between 2013 and 2018 and comprises over 750 survey responses from individuals representing more than 500 companies, plus interviews and case-study analysis.

Below are a few highlights from the research.

  1. Collaboration and influence challenges are exacerbated in highly matrixed companies: Individuals in "highly matrixed" companies reported that they were 1.8 times more likely to report a need to "often" influence individuals whom they perceive as unreasonable and/or solely focused on their own personal objectives than those who reported their companies were "not at all matrixed".
  2. 43% of respondents from highly-matrixed companies report organizational complexity impedes the quality and speed of decision-making and innovation "a great deal". 
  3. Few respondents report that their companies are able to leverage differences for learning and innovation: Only 9% of respondents report their company views differences (e.g., different goals, strategies, competencies, etc.) as a significant source of learning and innovation.
  4. Self-regard bias seems to be evident in assessment of influence skills: Respondents were 3.5 times more likely to report their own influence skills as "excellent" compared to their colleagues.
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