I had dinner last night with Mr. Matrix.
His real name is Jim, and he is VP of Manufacturing for a global company; Jim has been both a client and friend for 12 years. We share a common trait: the desire to turn a plausible theory into a practical solution.
Jim's Matrix Insight
Somewhere between the second and third Tapas serving, I heard this:
"You know what really drives the success of a flat, matrix organization?"
Competency. A whole lot of competency.
(If you're a bit unfamiliar with matrix organizations, click here ).
Knowing what happens when Jim has an epiphany, I did the only reasonable thing under the circumstances and ordered another glass of Cabernet. Jim has made the matrix work for a lot of years in a number of different manufacturing and operational assignments. So I was inclined to listen.
Why Competency?
You probably know the pitfalls of matrices: serving two bosses, conflicts over priorities (and a whole lot more), fuzzy roles, and the paradox of increasing complexity while decreasing the hierarchy. So I've always focused on strong leadership and decision-making between the functional and executive managers. That's consistently proven to be a highly productive path.
Jim agrees. With this addition, however.
He has found it easy to work with and coach the leaders in that way. He's also discovered that when that doesn't lead to the right outcome, the issue is competency in the matrix. Here's why:
A matrix depends on highly collegial relationships within the organization. People need to inherently trust the expertise of others to get things done and to hand off tasks. Influence power vs. position power is the byword. In technical disciplines, it's nearly impossible to influence others without professional respect. And that comes from a recognition of professional competency by one's colleagues.
Take-away number 1: Spend time putting highly competent people into flat organizations. Or hire them. You'll have to backtrack and do it later so you might as well do it right the first time.
If Speed Is One of Your Goals, Then Slow Down
Competent people working on individual parts of a project will run with their piece of the action. But it's only a piece. As a result, you need to have brief check-in meetings regularly with the two leaders present in order to solve potential functional/executive conflicts in real time. If you don't, the problems will surface later when they are bigger; ownership and tempers begin to get in the way; and you'll have to backtrack again. One step forward and two back don't help us with the speed thing.
Take-away number 2: Slow down and meet so you don't have to stop and argue.
What are your best tips for flat organizations? A lot of readers either work in, or consult to, companies that want less hierarchy and more speed. Here's an invitation to add your own "best practices" from personal experience.
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