Matrix Management Magazine
Your company wants to improve overall effectiveness. What company wouldn’t? Conventional wisdom—or, more precisely, methodology that hasn’t been updated in years—tells you that a restructure will deliver the results you need. Perhaps you’re already searching for the number of a consulting firm.
When an organization is looking to improve organizational effectiveness, they pick up the phone and call a big consulting firm, and upon their advice embark on a major restructure.
The company restructure is a popular tool among CEOs (and big consulting firms), especially in the first two years on the job with varying motivations such as strategic growth, cost cutting, creating better alignment with customers, and more, all with the goal to achieve better performance.
But that’s usually not the result.
Now that you’ve rolled out the new organizational structure, you can breathe a sigh of relief, right? After all, the new job descriptions have been written. People have been assigned to their new jobs. Done and done. Now for a much needed rest.
Well hold on a minute. You’re only half way to the goal line, particularly if you restructured into a matrix organization. There is a lot more work to do to operationalize that matrix, especially if this is the first time the people involved will be expected to work as a matrix.
Living through a restructure is a common enough occurrence these days but being common doesn’t reflect how unsettling and disrupting the change can be.
People are at sea.
They don’t know what they are supposed to do and how they are supposed to operate in this brave, new world that’s been created.
One of the best things you can do to quiet the storms is get people in training that will teach them the skills they will need to operate differently.
Sandy Trume, the Director of Organizational Development at ABC Inc. was taken away in a straight jacket from corporate headquarters in Tulane on Wednesday. Witnesses said she was drooling and babbling incoherently.
The march forward to more effective and efficient organizations needs to be led by organizational development professionals. All too often change initiatives lose traction and wind up on some shelf to collect dust, which is demoralizing and wasteful.
Organizational development professionals have the power to ensure that the above doesn’t happen and that organizational change does become a reality. Consider the following seven steps toward this goal.
Getting results without authority, negotiating the best outcome, and influencing peers and superiors is no longer just for professional mediators, attorneys, or UN peace-keepers. We all need these skills right at our work places, and they are worth practicing daily.
Organizations where influencing and negotiation skills are strong are able to create lasting changes, attract best talent, and deliver their best products and services.
Change starts and stops with the organization's leaders. Every restructuring or change initiative brings about graphs and plans showing effective collaboration, optimized resources, and great teams.
Yet, more often than not, these ideas stay on paper. Senior leaders who often initiate and direct change initiatives are the very people who have the hardest time adopting new behaviors and practices. Why so?
Traditional leaders are used to their “command-and-control” leadership styles that they’ve gotten comfortable with (and worked towards) their entire careers. In order for leaders to change their ways, they need to understand what true collaboration is, have a way to learn new skills effectively, and set standards for others in the organization to follow.
Leading effective meetings is one of the key global leadership competencies sought out by organizations worldwide, yet many leaders still lack the skills needed to make sure their meetings produce outcomes. Take action to stop wasteful, unproductive meetings!
The business environment and the needs of today's organizations have been changing rapidly in the past few decades. We all know we need to keep up, as individuals and as organizations. The question is what exactly do employees - leaders and professionals - need to learn?