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Bhaskar Thyagarajan Co-founder CEO, BlueSky Learning


• Matrixed structure is characterized by employees having a dual reporting relationships. • Dual reporting generally to both a functional manager and a product/project manager are increasingly becoming a norm in organizations today.


• As organizations grow larger, become more complex, and enter other markets or a largely driven by projects.

• The Matrixed structure allows for increased information flow, wider utilization of expertise and knowledge, and greater flexibility & responsiveness the recipe to build agile organizations.


• …There is a highly collaborative culture embedded in the team to deal with the grey areas that crop up in new and unchartered territory of projects.

• …Where information flows freely and there is willful and proactive communication to solve problems.


• …There are strong relationships and informal networks that the team members have invested time and effort in.

• …And where people have good interpersonal skills.


1. Misaligned Goals – balancing complex conflicting interests. 2. Conflicting Loyalties – power struggle ; chain of authority.


3. Delayed decisions – decision strangulation too much democracy and not enough action. 4. Confusion about roles and responsibilities – lanes of responsibility, who does what ;who owns what. Lack of Interpersonal Relationships & Networking


Balancing complex conflicting interests. Desired Behaviour

• Make sure your goals are linked to the same vision and goals as others you are working with. • If you are experiencing conflict, check to see if you share the same goals before you start blaming each other. • Understand you are part of a team, whether or not you all report to the same person. If the team is not successful, you cannot be successful. Think “we” instead of “me.”


Power struggle ; chain of authority Desired Behaviour • Focus on the work to be done and the best way to accomplish it.

• Set an example and act in ways that encourage collaboration across boundaries.


Decision strangulation too much democracy and not enough action Desired Behaviour • Find out everyone who needs to be involved in decisions. Make sure they all know and agree who is involved. • Keep decision-makers up-to-date so they have the information they need to make informed decisions. Give them advance notice that you will be bringing a decision forward.


Lanes of responsibility, who does what; who owns what Desired Behaviour • See beyond your own piece of work in the context of the bigger picture. • Set up a communication plan. • For each aspect of the project, identify what role each person plays


Thank you

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