Jason Cohen

It's also bad for morale.

And I mean, who wants to live like this?

So there's two kind of main ways to deal with this.

One is called matrixed, which means somebody runs the project and tells everyone across the different teams what to do, what are the priorities, what are the metrics, et cetera.

And critically, the direct managers or the CEO does not tell them what to do.

So the good news is this is better for people's careers.

Because if i'm a designer, for example, i want to sit on a team With other designers we're working together and knocking Stuff around.

I want a manager that helps me Become a better designer.

That's what i need for my career.

This preserves that.

Hooray.

But it's obviously complicated to have, like, the org chart Structure and then what does my manager do?

So obviously it makes this complexity.

So that's a penalty.

It's true.

The other way is kind of making the other decision, right?

OK, this place in the org chart, that's an initiative, and everyone under there is who we need to get it done.

Good?

Simpler?

Bad for the designer case.