If you’re on this page, you likely have some understanding of the horizontal dimension and its role in matrix management. As a recap, the horizontal dimension is where the work happens to deliver products and services to customers. Because the horizontal dimension represents how an organization fulfills its basic purpose, it’s the most important dimension, yet it’s also the one most often overlooked in business operations.
Creating a visual map of this dimension—the horizontal equivalent of an organizational chart—is the first step in matrix management: from running the business to executing strategy to innovating.
Choose This Session If . . .
- Your leaders are ready to upgrade to the Matrix Management 2.0™ operating system. This session provides the foundational map to start designing the horizontal structure.
- You have a core design team that is evaluating restructuring options. This session can help the team consider both dimensions in their explorations, versus a typical one-dimensional restructure.
What to Expect
During this intensive, one-day workshop, MMI facilitators will guide your leaders through mapping the segments of your organization’s horizontal dimension. We will start at a macro level to identify the customers you serve, the products and/or services you deliver, and the key operating process(es) or projects that create those deliverables. The map will even include the suppliers and inputs that enter your organization.
We will refine the map by defining the following:
- Key outputs of each stage
- Stakeholders and interdependencies within different segments
- Current challenges in running the business from this dimension
As part of this session, our facilitator will introduce key parts of the Matrix Management 2.0™ theory related to running the business from this critical dimension.
Our matrix is too complex—or not complex enough.
By definition, a matrix is any organization that needs to operate in two dimensions, the horizontal dimension that creates client deliverables and the vertical dimension that organizes resources. Regardless of size or complexity, if you work in two dimensions, then you need to map the horizontal dimension, just as you have an org chart to depict the vertical dimension.
If you operate a small matrix or offer one main product or service, then you would create a single map—one that demonstrates the interdependencies that exist in every matrix.
For a large organization or one with multiple business lines, geographic regions, etc., horizontal mapping allows you to integrate the various segments. You may need to create several maps of each business or product line if they use different operating processes. Such a need would come to light during this working session, and we would proceed accordingly.Regardless of an organization’s size or complexity, horizontal mapping can help identify those areas that most need an operational shift. The process also provides an opportunity to identify areas where standardization and other matrix operating principles can improve effectiveness and efficiency.