Introduction of a matrix structure into an R & D establishment

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Abstract
Matrix organization is increasingly being written about in terms which suggest that it is almost axiomatic that it is the best way of structuring an R & D lab. In this paper we wish to introduce a note of scepticism into the discussion, for the following reasons. Firstly, we suspect that not everyone has the same thing in mind when discussing matrix organizations. Secondly, we believe that there are many circumstances under which it clearly is not the best way of organizing, although there are plenty under which it is. Thirdly, we have seen in use many variants of the structure, suggesting to us that while there is an underlying, unifying concept at work, it needs to be much modified in most cases before it can successfully be applied. Finally, any reorganizing is a hazardous business, and a change to matrix involves particular difficulties of its own which need highlighting.