Page 12 - Strategic Management

Strategic Management 2 The Basis of Strategy: Structure
2.5 Geographical structure

Where organisations have few products, such as IBM, they may group activities according to sales area and be literally
closer to the customer.

This enables regional differences to appear in marketing research. In this way IBM gets to know the details of the businesses
in an area and its sales team focus on local contacts eg meeting senior people from potential clients informally at the golf
club or race track

2.6 Matrix structure
Divisionalisation may eventually have to be adapted to include formal mechanisms to promote closer inter-divisional
collaboration: the result will be a matrix structure in which vertical and horizontal formal relationships are recognised.

A matrix structure seeks to add flexibility and lateral co-ordination to the traditional vertical hierarchy.

One way of doing this is to create project teams made up of members drawn from a variety of different functions or
divisions: each individual then has a dual role, as he or she maintains functional/divisional responsibilities as well as
membership of the project team.

Example: US President John F Kennedy demanded ‘a man on the moon within ten years’. The achievement of this goal
was apparently due to the new structure NASA adopted to link the functional specialists in the background departments
intimately with the problem-solvers on the construction and research and development team for the Apollo mission. This
mixture became known as a ‘matrix’.

See Figure 2.3 on the next page

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