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 (<italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">i</i>) an analysis of the organization charts of the <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Forbes 2000</i> largest companies in the world, and (<italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">ii</i>) 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.