The matrix organization is an organizational structure in which employees are simultaneously subordinate to different supervisors or teams. In contrast to the traditional hierarchy, the matrix structure enables flexible collaboration and coordination between different functional areas. Employees in a matrix organization report to both a disciplinary and a functional manager.

So far we know the principle, but in practice the matrix structure poses challenges.

Lack of coordination between matrix and line managers

For dual leadership to work well, the matrix and line manager must coordinate well. Obligations to cooperate on both sides must be fulfilled, as a joint management task needs to be orchestrated. Tasks and expectations must be clearly communicated and priorities calibrated. If this does not happen – as we often see – it leads to a lack of clarity, even confusion and frustration.

Unclarified feedback processes

Feedback and development processes must be coordinated. Who is responsible for feedback, who supports the development of employees? These management tasks are often unclear; employees sometimes receive no feedback at all, even though they have two managers.

Helix Management as an alternative solution

In Helix Management, management tasks are clearly separated: one of the two managers focuses on developing people and skills, setting standards for working practices and driving functional excellence; the other oversees the day-to-day work, sets goals and contributes to achieving results. This division of leadership avoids the role ambiguity described above and the associated consequences; it also enables a dedicated focus on talent development.

Is Helix the answer to poorly implemented matrix structures? It depends; such division of the management task must be operationally feasible and there must be a clear commitment from management to implement this change.