Making the Matrix Work: How Matrix Managers Engage People and Cut Through Complexity

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Nicholas Brealey Publishing, Feb 7, 2013 - Business & Economics - 288 pages
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Global customers, supply chains and more integrated business functions mean that work now cuts across the traditional vertical silos of country and function. But the 'solution' of the matrix structure also brings multiple bosses, competing goals and higher levels of complexity. Traditional management training prioritizes clarity, predictability and control. In a matrix we need to be able to balance this with the ability to tolerate ambiguity, manage uncertainty and decentralize control. Managers need an expanded toolkit to help them move from the hard to the soft, from the concrete to the ambiguous and back again depending on the situation. Kevan Hall's new book will help you develop your “matrix mindset” and will show you how to establish and engage networks that do not depend on role, control or authority to get things done. This book gives individuals working in the matrix the tools to take control of their own goals, role and success and shows matrix managers how to lead others to make their matrix really work.

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CLARITY 2 Trading Clarity for Flexibility 3 Islands of Clarity 4 Owning Your Role 5 Getting Aligned with Others 6 Difficult Decisions 7 Dealing wi...
COOPERATION 9 More Cooperation and Communication 10 The Four Ways of Working 11 Cooperating through Technology and Social Media
CONTROL 12 Accountability without Control 13 Power and Influence without Authority 14 From Empowerment to Freedom 15 Building Maintaini...
THE MATRIX MINDSET AND SKILLSET 16 The Matrix Mindset and Skillset

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About the author (2013)

Kevan Hall is the founder and CEO of Global Integration Ltd. , a consultancy specializing in skills required to work in complex, international organizations, with offices in the UK and California. He works with companies around the world including Microsoft, Coca-Cola, GlaxoSmithKline, and Vodafone.
He has practical experience in line management, manufacturing operations, HR, training, and strategic and market planning, mostly at Mars where he worked in Strasbourg as head of training and education from Vladivostock to Ireland. He manages his own cross-cultural and remote organization and is a regular speaker at international conferences. His work is profiled at

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