The Hierarchical Control Matrix: Exploration of an Unfashionable Structure

Matrix structures are allegedly adopted by large companies in order to combine dispersed expertise, yet I maintain that sometimes they are introduced in order to obtain greater control. In general, finance provides the additional sheaf for this sort of control matrix. I support this claim with, first, an analysis of the organization charts of the Forbes 2000 largest companies in the world, and second, a retrospective reconstruction of the organization charts of three infrastructure planning organizations. I suggest that the control matrix can be an effective second-best solution for organizations plagued by directors pursuing local or even personal interests.