SECTION A [40 Marks] Read the article below and answer ALL the questions that follow. Become flexible and speed up with a helix model July 20, 2020 - As our business environment becomes more interconnected, we have accepted complexity. We replicate it through convoluted matrix structures, supported by the same management tools that have been around for decades. These hierarchical charts with solid and dotted-line reporting relationships are complicating organizations, becoming slow and inflexiblethe opposite of whats needed nowadays. Additionally, individual employees are finding themselves reporting to multiple bosses making day-to-day tasks a slog. Leaders often reorganize to try and solve the pain points of efficiency and streamlined, central steering versus speed and flexibility with decentral ownership, creating new pain points. We are convinced that there is a simple model that can replace matrix structuresdesigned for stability and dynamism which will encourage small, ongoing adaptations over full reorganizations. We call it the helix organization model. The secret to this models success lies in disaggregating the traditional split of management tasks into two, distinct parallel lines of accountability that are roughly equal in power and authority, but fundamentally different (see Exhibit). People leadership tasks typically done by one manager are decoupled into two sets of tasks performed by two different managers. One emphasizes value creation, or what gets done, by setting priorities for the business overseeing day-today work, creating value and helping deliver a full and satisfying customer experience. The other is attuned to capabilities, or how work gets done. They develop people and resources, set standards for working and drive functional excellence. Neither manager is considered primary nor secondary. Instead, similar to the double helix structure of a DNA molecule, both sides are intertwined and play essential roles in leading teams. When done correctly, this model creates a lot of flexibility, as the people ownership in the capability axis enables flexible shifts of people into the value creation axis. By strengthening the business leadership of the value manager, on the other hand, it also allows for more speed in the business. Consider Tom, a composite example based on dozens of managers with whom weve worked. Tom is a mid-tenured R&D director in a matrix structure, and while his priorities change from time to time, his relationship with his primary boss the head of research and development is clear, telling him, what the key priorities are and how he should perform the work. However, Tom also has a dotted line boss the project leader for the development project he works on out of the product management organization. Tom strives to please both managers, or he must manage the consequences of prioritizing one over the other. The ambiguity that Tom feels is often reflected in his year-end review, as both bosses have a say. Alternatively, the helix model clarifies managerial relationships. In Toms case, while he is still accountable to two leaders, they have equal importance and their responsibilities are clearly divided. One the project manager is responsible for advising the day to day work, the head of R&D, the former primary manager, would ensure that Tom uses the best R&D tools and methods and builds the capabilities he needs. But Toms manager would not get involved in the stage gate meetings to not interfere with the day to day job. It is important to note that this is not a new idea, but so far unnamed. From our experience, this is an advanced model for many organizations. We see some critical requirements, e.g. a new way of managing for both lines. Value managers need to let go of the idea that they can only manage the business when they have a solid line to those they manage, and capability managers need to let go of interfering in day to day business decisions. Source Adapted: De Smet, A., Kleinman, S. and Weerda, K. 2019. The helix organization. Available at: https://www.mckinsey.com/business-functions/organization/our-insights/the-helix-organization.[Accessed: 3 April 2021]. Answer ALL the questions in this section. SECTION B [60 Marks] Answer ANY THREE (3) questions in this section.

QUESTION 1 (20 Marks) The secret to the success of the helix model is that it disaggregates the traditional split of management tasks into two (2) parallel lines of accountability. While theyre similar and equal in power and authority, theyre fundamentally and distinctly different. Appraise, from your own perspective as a project manager and with reference to the article, how the helix organisational model presents a balance between flexibility and stability.

QUESTION 2 (20 Marks) Critically discuss the matrix organisational structure and justify whether you would choose to adopt the matrix or the helix organisational structure in your projects.