Current template: single.php

Matrix Management Wiki

1K. The Organizational Lever and the SPA Keys

  • 1K1. The SPA Keys are referred to as the Organizational Lever because:
    • 1K1i. They focus on organizational systems such as strategy deployment, governance, the project system, the performance management system, etc.
    • 1K1ii. These systems must be redesigned for the matrix to work.
    • 1K1iii. The Organizational Lever has the most effect on leadership behavior.
    • 1K1iv. The redesign of these organizational systems must be driven by the senior leaders of the organization.
  • 1K2. Figure 1.7. The Organizational Lever.
    organizational lever
  • 1K3. The purpose of the Organizational Lever is to:
    • 1K3i. Align the organization around the external customer and the business strategy.
      • 1K3ia. The business strategy is distinct from the technical and organizational strategies.
    • 1K3ii. Create organizational systems that allow teams to create the outcomes needed to actualize the business strategy.
    • 1K3iii. Optimize the overall organization.
  • 1K4. The Structure Key focuses on:
    • 1K4i. The creation of a two-dimensional organizational structure.
    • 1K4ii. The breakdown of strategy into goals and goals into deliverables that are then produced by working teams.
    • 1K4iii. The identification of who needs to work with whom in order to produce outcomes.
    • 1K4iv. The identification of roles.
  • 1K5. The Productivity Key focuses on:
    • 1K5i. The prioritization of goals and deliverables.
    • 1K5ii. Standardization to create efficiency.
    • 1K5iii. The optimization of the overall organization.
  • 1K6. The Accountability Key (as part of SPA) focuses on:
    • 1K6i. Reinforcing the goal decomposition process.
    • 1K6ii. Integrating the parts into wholes.
    • 1K6iii. Creating a culture of success.
  • 1K7. Table 1.4. AEIOC outcomes when SPA Keys are applied.
S Structured in alignment with customersEmpowers everyone to align to a common strategyEnables all parts (horizontal and vertical) to work togetherIdentifies the sectors and vectors that teams need to optimizeCustomer-focused culture
P Aligns everyone to common prioritiesPositions team leaders to optimize teams vs. individuals and to produce resultsIntegrates team members around common prioritiesIdentifies for leaders and professionals what the organization chooses to optimizeCulture of effectiveness and efficiency
A Aligns everyone to the organization’s prioritized goalsPositions team leaders/members to negotiate achievable goalsConnects every team member and team leader to the team’s goals and to broader goalsEnsures the organization and teams are being optimized versus individualsCulture of success