The cycle-time of a project is five months. Abbott must set a higher 'benchmark' for all workers to improve this figure. When dealing with project completion, time is money, and Abbott's expectation of a relatively long project lifecycle is apt to cause 'scope creep' in which the project timetable stretches out infinitely long. As well as setting shorter-term benchmarks and forcing team leaders to explicitly justify a longer cycle, Abbot must also force all projects to include periodic short-term goals, to ensure that the failure to meet one early, mission-critical deadline does not lead to project delays later on in the process. Shortening project time is likely to be an ongoing mission, although setting improved benchmarks and short-term goals can be instituted immediately. A fourth problem is that of frequent task confusion. In a matrix-type structure, employees frequently have to deal with task confusion because their project is beholden to more than one boss (Preston 2004). With a complicated project, different bosses may have authority over different parts of the component. Employees are uncertain as to what to prioritize, which leads to delays, and also a fuzzy sense of leadership. Once again, employees are likely to feel loyalty to their teams rather than to the larger entity.

The solution to this problem is clarifying the hierarchy within every project, and having a clear...

Even if two managers may have the same position and level of authority within the organization, there should be a clear designation of who is in charge of what, with every project, and this should be put into writing. At the end of every project, employees should be 'de-briefed,' to assess whether this new leadership structure was obeyed over the course of implementation (Adkins 2006). Once again, these written protocols should be instituted immediately, although 'tweaking' the system may be needed, as an effective system is developed through trial and error. Also, synchronized meetings should be organized to clarify leadership and to reset timetables and frameworks of authority.
All of the proposed reforms should be embarked upon immediately, although a gradual phase-in process may be required for some reforms. With timely changes and clearer parameters for projects and leaders, the changes needed at Abbott can be met, and result in a stronger organization.

References

Adkins, B. (2006, June 4). The answer to workplace conflict: Communication. Fort Worth

Business Press.

McShane, S.L., & Von Glinow, M.A. (2010). Organizational behavior. New York: McGraw-

Hill/Irwin.

Preston, P. (2005). Teams as the key to organizational communication. Journal of Healthcare

Management, 16-18.