Organisational development: setting up a matrix organization
Mandate: An international holding company is converting
its structure into a matrix organization. The Swiss subsidiary
of the company has asked us to assist with the implementation
and the resulting problems and resistance on the part of the staff
(management and employees).
Moving to a matrix organization increases the complexity of everyday
working life. Now the managers are not only exposed to the regulatory
powers of the Swiss company, but also to those of its parent company.
Decision-making and processes have to be realigned. Areas of responsibility
are initially unclear. This makes orientation difficult for employees
and raises the question: Who is the ultimate authority? At the
same time, it triggers fear of change and there is uncertainty
about the distribution of power among the various managers. Different
styles of management collide. Conflicts arise. Workflows and motivation
are compromised. Measures and means must be developed to optimize
the implementation of the new structure, to facilitate orientation
within it and thus aid acceptance of it.
service : In cooperation with the client, we create a
holistic approach which helps managers and staff recognize the
function and usefulness of the new matrix organization, and learn
to deal with it. With measures such as structural adjustment,
leadership improvement, education, intercultural competence, conflict
management and coaching, the understanding and skills necessary
for acting within an optimized matrix structure are attained.
Within the time frame of an intervention lasting several months,
we optimize the structures in terms of a fine tuning. The ambiguities
concerning the decision-making processes are eliminated. Employees
and managers can act more efficiently within the new structure.
The potential for conflict is defused. Management culture and
role perception undergo a change for the better. The results of
job satisfaction surveys exceed the target values.