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==Current Thinking on Matrix Management==
===Matrix Management 2.0™===
Paula K. Martin, in her books [https://www.matrixmanagementinstitute.com/bookstore/mm-20-body-knowledge The Matrix Management 2.0™ Body of Knowledge]<ref>{{cite book|last1=Martin|first1=Paula|title=MM 2.0™ Body of Knowledge|date=2013|publisher=International Matrix Management Institute; 1st edition (2013)|isbn=0988334208|edition=1|url=https://www.matrixmanagementinstitute.com/bookstore/mm-20-body-knowledge}}</ref> and [https://www.matrixmanagementinstitute.com/getting-started/matrix-management-reinvented-new-game Matrix Management Reinvented – The New Came in Town]<ref>{{cite book|last1=Martin|first1=Paula|title=Matrix Management Reinvented: Book 1 - The New Game in Town|date=2015|publisher=International Matrix Management Institute; 1st edition (2015)|isbn=0988334216|edition=1|url=https://www.matrixmanagementinstitute.com/getting-started/matrix-management-reinvented-new-game}}</ref>, introduced the concept of [https://www.matrixmanagementinstitute.com/about-mm2-0/mm2-0-operating-system Matrix Management 2.0™], an organizational operating System that focuses on running a matrix organization from two dimensions – the horizontal and the vertical.
MM 2.0™ is defined in Matrix Management Reinvented – The New Game in Town as “A management operating system specifically designed to make a matrix organization function effectively and efficiently.” This new system updates other organizational operating systems such as Vertical Management 1.0 which is a one-dimensional, authority based system invented in the 1950’s, and the Matrix Management (1.0) system that is focused on creating a specific matrix structure and authority based relationships with dual-reporting or dotted-line relationships on an Org Chart.
Matrix Management 2.0™ is based on a new set of assumptions that change how we look at the organization as a system and matrix leadership.
MM 2.0™ Organizational Assumptions, as defined in Matrix Management Reinvented – The New Game in Town:
* An organization is a system; therefore, the parts (areas and people) are interdependent
* The whole is equal to the product of the interaction of the parts
* Optimization of an organization is best accomplished using cooperation
* Team performance is what is important
MM 2.0™ Leadership Assumptions, as defined in Matrix Management Reinvented – The New Game in Town:
* Leaders do not need authority in order to lead and be accountable
The MM 2.0™ system is broken up into five [https://www.matrixmanagementinstitute.com/about-mm2-0/sparc-keys SPARC™ Keys] that cover the different aspects organizations address when they apply matrix management – Structure, Productivity, Accountability, Relationship Management and Collaborative Leadership. With MM 2.0™, each Key follows the premises and principles based upon the new assumptions:
SPARC Keys, as defined in Matrix Management Reinvented – The New Game in Town:
* S Key – Horizontal & vertical ''structure''
* P Key – ''Productivity'' of the team & organization
* A Key – Proactive and commitment-focused ''accountability'' system
* R Key – Management of non-authority horizontal ''relationships''
* C Key – ''Collaborative'' leadership without authority
===Other Thought Leaders===
In 1990 Christopher A. Bartlett and Sumantra Ghoshal writing on matrix management in the [http://hbr.org Harvard Business Review],<ref>[http://hbr.org/1990/07/matrix-management-not-a-structure-a-frame-of-mind/ar/1 Matrix management: not a structure, a frame of mind.] Barlett CA, Ghoshal S, Harvard Business Review [1990, 68(4):138-145]</ref> quoted a line manager saying “The challenge is not so much to build a matrix structure as it is to create a matrix in the minds of our managers”. Despite this, most academic work has focused on structure, where most practitioners seem to struggle with the skills and behaviours needed to make matrix management a success. Most of the disadvantages are about the way people work together, not the structure.
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