How Organization Design & Structure delivers during Adversities – Learnings during Pandemic Outbreak

"In every adversity lies the seed of an equal or greater opportunity"- Napoleon Hill

The COVID-19 epidemic has radically altered how we work, communicate, and socialize. Individuals, employees, companies, communities, governments, and the globe as a whole have faced significant challenges as a result of the impact. Since its inception, physical, face-to-face, traditional work has been the epitome of the working life for those in an organization. For some, it was a way of life; for others, it provided a sense of potential. The situation, however, is no longer normal. Organizations have restructured their structures in an agile manner to carry out their operations while still achieving their goals. E-learning, self-learning, and telecommuting have suddenly become fashionable, relevant, and significant elements in all sectors worldwide.

During these difficult times, organizational design played a significant part, with companies recognizing and realigning their dysfunctional workflow, structure, and processes to meet contemporary business realities and goals. The various elements of the organizational structure are work specialization, a chain of command, a span of control, centralization and decentralization, departmentalization, and formalization. When the Pandemic is finally ended, people may or may not be able to return to their "normal" occupations or workplaces because the Pandemic would have permanently altered our jobs and organizations in ways we do not yet comprehend.

A new wave of changes is coming to business organizations. Business leaders have to think about not only how to cope with the current changes but also what to do to prepare for future scenarios. We are only at the beginning of this change process. These areas need refocusing to achieve the organizational structure of the future that all businesses will need.

• Businesses should look after digital transformation from communication to the service-product offering to earn a competitive business continuity edge. This period has demonstrated that every firm must change regardless of its size or sector of activity.
• Delegate greater authority to the project's drivers: Instead of waiting to be told what to do, employees must be equipped with the necessary skills and mindsets to solve challenges. In addition, diligent follow-up is required to ensure that activities were performed and the anticipated results were obtained.
• Rather than relying on a rigid or one-size-fits-all organizational structure, organizations should emphasize instilling flexibility and adaptability into the structure and operations.
• Financially, administratively, and operationally, this circumstance showed the necessity for contingency plans B or C in the event of uncertainty. Reviewing all aspects from beginning to end for the sake of business continuity, taking appropriate measures, particularly in the area of health and safety, and preparing to financially subsidize indeterminate periods were among the subjects that the organization needs to focus on.

Finally, rather than focusing on a rigid or one-size-fits-all organizational structure, businesses should place a larger emphasis on infusing flexibility and adaptation into the structure and operations. Because, as Darwin famously said, it's not the strongest or the most intelligent who will survive, but those who can best manage change.