It is almost impossible to regard any large and prosperous company which is not in fact a matrix organisation, irrespective of whether they themselves acknowledge this or not.

Any global organization, any organization with a head office and branches, any organization where supply chains, functions or specific projects cut across the traditional vertical silos of functions and countries or who has to service global customers , has also started to become a matrix organization, and likely they are not even aware of it. Consequently, many need to address the challenges and rewards of matrix management that accompany it.

Businessdictionary.com offers a succinct definition of matrix organizations: a multifunctional team structure that facilitates horizontal flow of authority, in addition to its normal (vertical) flow, by abandoning ‘one person, one boss’ rule of conventional organizations.

Matrix organisations have greater advantages over others with their ability to respond to market changes and working conditions – which bring greater empowerment, collaboration and knowledge specialisation. Without it, the end result is confusion, information overload, confliction and protracted and uncertain decision making processes.

The difference between the two is matrix management skills – how we manage people in the matrix structure. Middle management most specifically, as senior managers have the authority of their roles which is much less abiguous. Shared goals, clarity and governance have to run through an organisation like a stick of Brighton rock and is ultimately the domain of senior management. Middle managers can feel the sometimes conflicting pulls of multiple goals and central control and local authority/autonomy most keenly.

Yet it is quite feasible to eliminate wasted communication, duplication and backcovering in efficient matrix systems. Luckily there are ways to support a matrix organisation that is struggling, through consultation and correct levels of training, address common problem areas such as: human nature, roles and control and also including remote or virtual team training. Other challenges need in-depth consultation to identify and start to address the real drivers of issues arising, often cutting out layers of complexity in favour of streamlined approaches. More often than not, matrix management training can help resolve the issues at hand.