TRANSFORMATION CULTURE CLASH
Moving from a siloed functional organization to a matrix one, which is the primary organization model during a transformation can present a number of challenges and potential problems. Some of these problems may include:
1. Confusion over roles and responsibilities: In a matrix organization, employees may have multiple bosses and may not always know who to report to or who is responsible for making decisions. This can lead to confusion and conflict.
2. Communication breakdowns: The increased complexity of a matrix organization can lead to communication breakdowns, particularly if there is a lack of clear communication channels and protocols.
3. Resistance to change: Employees who are used to working in a siloed functional organization may be resistant to the changes required to adapt to a matrix organization. This can lead to low morale and decreased productivity.
4. Increased bureaucracy: With multiple layers of management and decision-making, a matrix organization can become more bureaucratic, which can slow down processes and reduce efficiency.
5. Potential for power struggles: With multiple managers and stakeholders involved, there is a greater potential for power struggles and conflicts over resources, priorities, and decision-making.
6. Lack of accountability: In a matrix organization, it can be difficult to hold individuals accountable for their performance, particularly if they are working across multiple teams or reporting to multiple managers.
7. Difficulty in managing teams: Managing teams in a matrix organization can be more challenging, particularly if team members are dispersed across different locations or have competing priorities.
Overall, the move from a siloed functional organization to a matrix process one can be a significant change for employees and the organization as a whole. However, with proper planning and management, many of these potential problems can be minimized or avoided.
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