Hybrid working in matrix organisations; the perfect storm for leaders and managers
Dev Mookherjee & Sophy Pern, Metalogue
Hybrid working has become a lightning rod for a range of issues in organisations, and designing a coherent and accepted approach is complex, often sparking cultural conflicts across generations, gender, and race. Meanwhile, the matrix, where employees report to multiple leaders with heated debates about dotted vs hard lines, remains the most common organisational structure for medium to large organisations.
Matrix structures combined with hybrid working practices run the risk of damaging the relational fabric of an organisation, impacting employees’ ability to get things done at pace. A key task of leaders and managers therefore becomes to ensure that the relational fabric is not only maintained but strengthened.
In this article, Dev and Sophy offer some practical ideas for leaders and managers on how this can be achieved.