Not so, says Jay Galbraith in his recently published book, “Designing Matrix Organizations That Actually Work: How IBM, Procter & Gamble, and Others Design for Success.” Learn how world-class companies have mastered the art of matrix management.

No matter how hard companies have tried to either avoid installing matrix organization, or done so but called it something else (product-market organization, network organization, etc.) matrix serves a vital purpose and is here to stay. Galbraith explains in clear and concise terms using many vivid examples how to install, manage and operate a matrix organization. The 253-page book is written for managers and organization effectiveness professionals who wrestle with serving multiple constituencies such as diverse customers, geographic regions, product technologies and sales channels.

Table of Contents

Introduction: Matrix Organizations: What Are They?

  • Where Did They Come From?
  • What Is a Matrix?
  • What Are the Origins of the Matrix?
  • What Happened?
  • The Star Model
  • Implications of the Star Model

Part One: Simple Matrix Organizations

  1. Simple Matrix Structures
    • Two-Dimensional Structures
    • Pharmaceutical R&D Lab Example
  2. The Two-Hat Model
    • What Is the Two-Hat Model?
    • Examples of Two-Hat Structures
  3. The Baton Pass Model
    • The Consumer Goods Model
    • The Pharmaceutical Model
  4. The Matrix Within a Matrix
    • Design Challenges of the Matrix Within a Matrix
    • Matrix Within a Matrix at the Corporate Level
    • Mars Pet Food Example
  5. Balancing Power and Defining Roles
    • Designing Power Bases
    • Roles and Responsibilities

Part Two: Complex Matrix Structures

  1. The Three-Dimensional Matrix
    • International Strategy
    • The Geography-Dominant Matrix
    • The Balanced Matrix
    • The Business-Dominant Matrix
    • Differentiated Structures
    • Other Three-Dimensional Models
  2. More Complex Matrix Structures
    • Global Account Teams
    • The Front-Back Hybrid Model
  3. The IBM Structure
    • The IBM Front-Back Hybrid
    • More Complexity?

Part Three: Completing the Star Model

  1. Communication in the Matrix
    • Informal Communication
    • Formal Communication
  2. Planning and Coordination Processes
    • Goal Alignment, Dispute Resolution, and Coordination Mechanisms
  3. Planning Processes in the Complex Matrix
    • What About Complex Matrix Designs?
    • Get the System in a Room
    • Online Processes
  4. Human Resources Policies
    • Human Capital
    • Social Capital
  5. Leadership in a Matrix Organization
    • Seeing That Confl icts Are Resolved
    • Managing the Top Team
    • Balancing Power
  6. Implementing a Matrix
    • Using the Star Model
    • Building Capabilities
  7. A Synopsis of Matrix Capabilities
    • Epilogue: Personal Stories: The Use and Abuse of the Matrix
    • Early Phase: “What Is a Matrix, Anyway?”
    • Matrix Takes Off and Becomes Trendy
    • The Phase of Decline
    • The Stealth Matrix Phase
    • Today: Matrix out of the Closet

What People Are Saying

  • "I had an excellent experience with Jay Galbraith, resulting in a significant senior restructure in June of last year."
    — The client, recommending Jay to a colleague at another company.

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