While there is nothing wrong with matrix organizations per se, they do place particularly heavy demands on the coordination of core functions such as R&D, marketing, and sales, as well as support functions such as finance, IT, and HR. Each function generally has four responsibilities: setting and executing a company’s strategy for that function, managing its area of expertise, partnering with the rest of the organization, and running its own functional operations to serve business units. In matrix organizations, this last responsibility too often becomes the neglected stepchild.
Content: Quotation
Author: Pascal Visée
Source: “McKinsey Quarterly”
Subject: Organizational Behavior
Author: Pascal Visée
Source: “McKinsey Quarterly”
Subject: Organizational Behavior
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