As organizations respond to the challenges of business in a fluctuating market economy where certainty is a thing of the past, there is a need to find new ways of working that are an alternative to traditional hierarchical structures. Organizations are requiring employees to focus on resource effectiveness, lean principles, and responsibility for leadership at all levels. Some organizations now are looking toward matrix structures as a way of responding to these drivers.
Matrix working removes traditional silo working and vertical reporting lines and provides opportunities to bring cross-functional teams together with shared accountability and responsibility for delivery of specific goals and projects. Working in this way enables an organization to focus on business priorities and short-term goals, which can lead to higher productivity and faster growth. This, in turn, requires employees to work differently, becoming more flexible in their skill application as they carry out multiple and often competing activities, while dealing with ambiguity and uncertainty as the priorities change in response to market needs.
One global R&D pharmaceutical company that enjoys the benefits of matrix working has embraced five success factors:
- A pragmatic approach is essential to successful matrix working. A project group was brought together to develop the parameters for a leadership program that equipped all employees to work in a matrix. The project group included representatives from all levels and functions who were tasked with identifying the purpose of the leadership program and providers to design and deliver it. The program was designed around a case study that portrayed many of the challenges the company faced, including international teams and virtual working. The program was made available to all and was supported through embedded learning processes including master classes, bite-size sessions, café conversations, coaching, and mentoring.
- Evolution, not revolution, ensured that the development of matrix working moved at the pace of the organization. The matrix structure evolved over time and in response to both business needs and employees confidence in developing their own leadership style. At the same time, managers gradually developed confidence in letting go of responsibility for overseeing projects and supported their employees as they found their way in developing their own leadership style.
- Organizational buy-in and top down leadership was essential to the success of this development. The executive leadership group had one representative on the project group, and the executive attended a workshop that provided insight into the principles and processes included in the leadership program. Buy-in from the general manager down has been essential to the success of this development, and her commitment and transparency of the principles of matrix working is apparent in all of her communications and behavior.
- A combination of management and excellence theories has ensured that the program is relevant and applicable for the organization. The project group selected two consultants to work together to design a program that included leadership, motivation, personal excellence, and communication theories. These included Situational Leadership, Herzberg’s Motivation Theory, Graves Values, NLP Communication Model, MBTI, Matrix Working, Behavioral Shifts, Coaching, Delegation, and Tuckman’s Team Development. Two modules were developed, the first covering predominantly management and leadership theories, application and practice, i.e., leading outwards to influence others. The second module covered communication theory, understanding self and personal working styles, application and practice, i.e., understanding inwards and using self-insight to influence others. Expert trainers in these areas were chosen for each module.
- Organizational know-how was considered an essential attribute in both consultant trainers to the project. To ensure the case study was kept “live” and delegates could apply their learning to real-life situations, both consultants had a track record of supporting the organization with coaching and training for a number of years.
This program was developed in 2010, and since its development and application, the organization has grown from covering two countries providing R&D to becoming a global partner providing complex R&D processes to associates. The organization has benefited from rapid personal growth in many of its employees. Employees have enjoyed the opportunities presented through this enhanced way of working that has included secondment opportunities, promotion to expert roles, and non-traditional career pathways.
Lisa de Rijk is managing director of Awaken Consulting & Training Services Ltd, a consultancy providing training, facilitation, coaching, and change management services. de Rijk has 20 years of experience working with organizations in managing change through people development. The leadership program was co-designed with Colin Chrebelski, who runs his own international learning and development consultancy and has a wealth of experience of helping people work in and lead others in the complex world of matrix organizations. de Rijk is the author of “NLP Principles in Practice,” (Panama Press). For more information, visit www.awakenconsulting.co.uk or e-mail lisa@awakenconsulting.co.uk.
