Designing Matrix Organizations that Actually Work: How IBM, Procter & Gamble and Others Design for Success (Jossey-Bass Business & Management) Review

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(More customer reviews)This is a book that goes back to the basics and tells it as it is. We've all worked under matrix under some guise: cross-functional teams, multi-product organisation, networked organisation, multi-product organisation, spaghetti organisation . . . whatever you want to call it. It's still matrix. Let's call a spade a spade; that's what Dr. Galbraith does. He does not pretend that matrix is there to solve all strategic problems; it's there to execute the strategies that are handed down. DEC made a strategic misstep, but it is unfair to blame that on their choice of matrix as an organisational structure.
Never have I seen a more comprehensive and honest analysis of the history of matrix and explanation of the multiple forms thereof. Dr. Galbraith's books are required reading in many MBA programs, and this is another example of why that is; it conveys the deep theoretical knowledge of the subject while giving practical, case-based examples that illustrate the benefits of the subject matter.

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Organization structures do not fail, says Jay Galbraith, but management fails at implementing them correctly. This is why, he explains, the idea that the matrix does not work still exists today, even among people who should know better. But the matrix has become a necessary form of organization in today's business environment. Companies now know that if they have multiple product lines, do business in multiple countries, and serve many customer segments through a variety of channels, there is no way they can avoid some kind of a matrix structure and the question most are asking is "How do we learn how to operate the matrix effectively?" In Designing Matrix Organizations That Actually Work, Galbraith answers this and other questions as he shows how to make a matrix work effectively.

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