The vast majority of participants in Hay Group’s recent global Best Companies for Leadership survey indicated that their organizations have become flatter and more matrixed. Individuals may be assigned to work on different project teams and report to multiple managers. The advantages can be huge — new innovations, increased sharing of information and better capacity to solve complex problems. And yet the more matrixed organizations become the greater the challenges in making lines of authority and accountability clear. Decisions can take longer and the costs for bringing people together can add to a company’s bottom line. In addition, the skills required for effective collaboration are not the same as knowing how to work effectively in a functional team.
Author: Rick Lash
Source: Ivey Business Journal
Subjects: Innovation, Organizational Behavior
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