Most discussions about matrix organizations usually quickly devolve into a debate between two sides: those who love to hate the matrix, and those who hate to love the matrix. The former claim that a matrix structure slows decision making and obfuscates accountability. The latter retort that a matrix structure is an inescapable prerequisite for lateral coordination in large complex businesses. From our two decades of experience with organization design, we tend to side with the latter. In fact, we may even belong to a third camp, those who love to love the matrix. But our love is conditional upon its sparing and wise use.