Considering Disadvantages of Hub & Spoke Management
In one global company, the chief operating officer had 18 direct reports from all aspects of his matrixed organization. He spent the vast majority of his time managing communications with each of them and acting as mediator of their disputes.
Was this a good use of his time? He didn’t think so, but he didn’t know how to shift this "hub & spokeâ€ style. He lamented the fact he was not able to be as invested in the strategic conversation at the company simply because of how it was structured.