Matrix organization: 5 implementation pitfalls to avoid

Ensure a smoother transition and maximize the benefits of the matrix structure with mitigation strategies for five common implementation issues.

After looking at the advantages, challenges and design principles of matrix organizations, here is a look at five common implementation challenges and some strategies for mitigating them:

1st challenge: Lack of leadership alignment and support

Mitigation Strategy A: Engage the leadership team early to ensure alignment and accountability.

Mitigation Strategy B: Establish clear expectations to help ensure consistent support for the matrix structure.

2nd challenge: Resistance to change

Mitigation strategy A: Clearly communicate the rationale behind the change.

Mitigation strategy B: Engage stakeholders in the design process.

Mitigation strategy C: Provide training and support to foster buy-in and ease the transition.

3rd challenge: Inadequate planning and preparation

Mitigation strategy A: Invest sufficient time and other resources in planning and conducting assessments.

Mitigation strategy B: Engage internal resources and, or experienced consultants who can oversee planning and preparation efforts.

4th challenge: Insufficient training and support

Mitigation strategy A: Invest in “matrix mindset” training and skill-building competencies.

Mitigation strategy B: Provide coaching and build peer-support networks to help employees and managers develop connections and competencies.

5th challenge: Inadequate performance management and rewards systems

Mitigation strategy A: Align performance metrics and rewards with matrix goals.

Mitigation strategy B: Incentivize collaboration and knowledge sharing.

By anticipating these implementation challenges and employing targeted mitigation strategies, you can help smooth your transition and maximize the benefits of the matrix structure.

Michael Watkins

Professor of Leadership and Organizational Change

Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.