1. Structuring business around specialized clusters or functions has been in existence since the birth of bureaucracy.
2. Despite the deliberate decision of many businesses to try moving away from the functional model, it’s more challenging to escape this hierarchical power trap than it ought to be.
3. The functional model is simple to comprehend, administer, alter, and illustrate.
4. The main downside of the functional model is its inherent inflexibility. Barriers and conflict are commonplace, particularly between departments.
5. The matrix model is supposed to be a lithe working arrangement with negotiated task alignment between project team leaders and functional managers.
6. But with the matrix model, there are frequent cases of divided loyalties, where the employee has to answer to two bosses: the project manager and their functional manager. It can degenerate into a tussle for power and territory.
7. In the product model, specialists from various disciplines, instead of being scattered across a number of separate and distinct functional offices, are gathered into offices based on product line, customer type, or project.
8. The limitations of the product model negatively affect the company’s capacity to innovate and slows processing speed; two dimensions of agility.
9. The customer-centric model is structured on a series of concentric circles.
10. The customer-centric model is not a perfect model. But it’s structured to enable organizational agility.
1. Baker, T. (2014). Attracting and retaining talent: Becoming an employer of choice. London: Palgrave Macmillan.
2. Seet, D. (2009). Power: The functional manager’s meat and project manag- er’spoison?https://danielseet.wordpress.com/2008/12/23/power-the-functional- manager%E2%80%99s-meat-and-project-manager%E2%80%99s-poison/