Booz Allen has just published an interesting article “The Matrix Reloaded – The Multi-Axis Organization as Key to Competitive Advantage” which looks at how Consumer Packaged Goods businesses should manage the matrix of geography, brand/category and function.
A lot of the analysis in the article is I believe just as relevant to managing the matrix in professional services firms – where the axes are typically geography, practice/service-line and industry. As the article discusses, one of the key challenges is to balance the need for local (read client-level) adaptation while gaining the benefits of global scale and expertise.
From my own experience I have a strong bias towards the importance of industry as an axis and as business becomes more global would expect to see geography weaken its traditional hold over professional service firm dynamics. That said I definitely agree with the thrust of the article which is less about one axis gaining priority over the others and more about coordination – and I wholeheartedly agree with the idea that innovation thrives when placed at the heart of that coordination.
What’s the balance of matrix power v coordination in professional services in your experience?
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