![]() It has been around for decades in professional-service firms and in parts of some large global companies, and more recently in many agile enterprises. ![]() The “helix,” as we’ve dubbed it, is not a new idea. However, we’re increasingly convinced that there is a simple, exciting, and effective structural model that can replace complex matrix structures and help leaders across industries and geographies who struggle with confused roles and labored decision-making processes, and who feel they are failing to move quickly enough to exploit new market opportunities. ![]() There are no easy answers to deep-rooted organizational dysfunction. We are overreliant on the same management tools for organization structure that we’ve been using for decades, namely hierarchical org charts with solid- and dotted-line reporting relationships. As our business environment has become more complex and interconnected, we seem to be replicating that in our organizations, creating complex matrix structures that simply don’t work anymore. ![]() Their frustrations, in turn, are similar in spirit to concerns we hear almost daily from many other senior executives. The CEO in question is actually a composite of several with whom we’ve had different versions of this same conversation. ![]()
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