An organization in which people work across more than one management or responsibility structure, such as a function and a region.
A matrix brings together responsibilities that cross functional, regional or business boundaries. Someone may lead work in one area while depending on colleagues and decision makers elsewhere to complete it. The practical challenge is to align priorities, communicate decisions and establish who owns each outcome. Collaboration and influence therefore matter alongside formal management authority. A matrix does not necessarily mean that every employee has two line managers. The useful distinction is between the reporting relationship and the wider network of people whose responsibilities affect the work.
In job listings
Canada Goose asked its Toronto brand marketing manager for North America to lead people and influence senior stakeholders in a matrixed organization. Sephora also sought experience working in a global matrix in a Toronto sustainability vacancy. Both requirements concern working across teams. The employers described the need to work across teams without naming individual reporting lines.
