Just back from NY
We arrived in Belgium this night, after seven days business (and leisure ;-) trip to big apple. A good weather, an excellent sightseeing, a lot of shopping and full of good readings about wining the knowledge game. I'll discuss later on what to understand under the expression.
For now, I'll explain here a little bit more about the connections and the matrix symptom, still based on Haeckel his article.
Matrix management consists of: the lines connecting roles in an organizational matrix are not informed by a systems design. Instead, they are lines of communication connecting people in different silos of authority. These lines almost always increase ambiguity about who is responsible for what.
A 1998 study of multidivisional teams in a large multiproduct company quantified the opportunity cost of matrix conflict in terms of deals lost, not pursued, or not closed because of non competitive bids at more than $10 million, and the company had dozens of these teams in operation at any given time. The root cause was identified as 'lack of clarity about roles, accountabilities, and authorities'.
For now, I'll explain here a little bit more about the connections and the matrix symptom, still based on Haeckel his article.
Matrix management consists of: the lines connecting roles in an organizational matrix are not informed by a systems design. Instead, they are lines of communication connecting people in different silos of authority. These lines almost always increase ambiguity about who is responsible for what.
A 1998 study of multidivisional teams in a large multiproduct company quantified the opportunity cost of matrix conflict in terms of deals lost, not pursued, or not closed because of non competitive bids at more than $10 million, and the company had dozens of these teams in operation at any given time. The root cause was identified as 'lack of clarity about roles, accountabilities, and authorities'.
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