Matrix Management: Not a Structure, a Frame of Mind
 | By Christopher A. Bartlett, Sumantra Ghoshal Harvard Business Review, 1990, Digital |
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In many companies, strategic thinking has outdistanced organizational capability. Often these companies make the mistake of adopting elaborate organizational matrices that actually impair their ability to implement sophisticated strategies. Keeping a company strategically agile while still coordinating its activities across divisions, even continents, means eliminating parochialism, improving communication, and weaving the decision-making process into the company's social fabric. The goal is to build a matrix of corporate values and priorities in the minds of managers and let them make the judgments and negotiate the deals that make strategy pay off.
Title: Matrix Management: Not a Structure, a Frame of Mind
Sales Rank: 397400 in Books
Author: Christopher A. Bartlett, Sumantra Ghoshal
Publisher: Harvard Business Review, 1990-07-01, Digital, 8 pages
- Matrix Management: Not a Structure but a Frame of Mind
- I was very impressed with the article. I am glad that I bought it!
Our company is globalizing and the new CEO feels that matrix management operating within a matrix-managed organization is the future for this organization as we persue our Vision. The authors' argument justifies the title of this article.
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- Christopher Bartlett is Professor of Business Administration at Harvard Business School, Sumantra Ghoshal is Professor of Strategic Leadership at London Business School. Both are responsible for the bestsellers 'Managing Across Borders' (1989) and 'The Individualized Corporation' (1997). This article was published in the July-August 1990 issue of the Harvard Business Review.
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