Rethinking Organizational Structure in the New Normal

The immense tide of change resulting due to the Covid Pandemic has left businesses and organizations


Mitesh Patel

3 years ago | 4 min read

The immense tide of change resulting due to the Covid Pandemic has left businesses and organizations struggling to cope with the pace. At an unprecedented scale hitherto unknown, it was a global phenomenon against a world unprepared & ill-equipped to cope and respond.

As a result, economies, businesses, and organizations have suffered. Globally, entire Economies are coming to terms with the scale of changes required and trying to enforce the best way forward.

There are countless people who have lost their jobs or been laid off, and unemployment is rampant.

And the Pandemic is a long way from being over yet. As chaos and uncertainty evolve into constants that the world must face, how can businesses and organizations respond?

Besides the stress of change and uncertainty, CEOs and leaders must be prepared to face the fact that the business structure itself needs to change – become more agile, nimbler and faster to respond to the business challenges.

The stress resulting due to the Pandemic and WFH, business continuity etc…are one side of the coin – the other is the worries of caring for the family, employees, and personal well-being.

This, then, is the perfect time to select the ideal business structure for same activities or starting it afresh.

Non experiences or learnings from the past will help to cope with this crisis because there has been no single crisis that has impacted the global economy the way the Pandemic has.

Thus the way forward will need newer ways of thinking, devising action plans and reassess, re-examine & unlearn past lessons if they do not serve to resolve the current crisis.

More importantly, as leaders, CEOs may need to look at newer ways of leading teams, leading the organisation to realise the business objectives, efficiently managing the various teams for getting more productivity & thus building more efficiency, besides a 100 other things.

Fundamentally, this is a task that requires deploying more of life skills than professional skills.

These life skills come to the fore in a crisis and can enable a transformation in how a person acts, thinks and thus they impact outcomes. To lead the organization through a crisis like this, the leaders must rethink organizational structure and realign it more in keeping with the ongoing requirements.

There is also the fact that what works now may not work some months down the line.

To rethink organizational structure, existing norms will need to be suspended for the duration and newer approaches, newer systems will need to be instituted and mainstreamed. To instill these changes and institutionalize them, let us look at some of the ways leaders should use:

Clarity on what is required:

To implement changes across an organization, the leader must first have a thorough understanding about why the change is required, how that change will be instituted and what is the end result envisioned. Once these fundamentals fall into place, the rest can follow.

With a clear vision and a goal in mind, formative structures to initiate change across the organization must be instituted. Driving teams to lead the change is essential – across the organization, people must be made to understand, very clearly that designations have ceased to matter for the time-being – it is work that is most important.

The changes that are being instituted will contribute in making the actual work of the organization more synchronized, in keeping with the present circumstances.

Proper clarity in communication, briefing people on expected outcomes, taking feedback and instituting the changes suggested – all these are minor components on the overall plan. And not only in the beginning either-– this clarity in thought, speech and action will be required throughout the process till the changes are instituted.

Being there at every stage:

When there is change to be instituted, Leaders do not have the luxury of setting agendas and expectations and then just sitting back – No. Even in hierarchical set-ups, things have changed drastically and for the better.

The leader needs to be there in the thick of action, sleeves rolled up and getting his hands dirty, so to speak. At every stage of the implementation of the plan, the leader’s presence matters and he should be there.

This helps to build the momentum and they can help if the momentum flags down or ceases. Most importantly, it is the leaders who have an entire overview of the whole business, not just components of it and hence the in-depth picture of what is going on, what fits where – and how they are going to achieve the goals.

More so now than ever, leaders will constantly be sought out for their inputs on how to action the agenda at hand.

Seeding New Relationships

As the saying goes, your network is your net-worth! Never more so than in the context of the present situation – professional networking can help out in building the organization, getting required stocks or supplies, resolving an issue…many things.

Leaders know the value of this and seriously invest time to seed new connections, taking them further into meaningful relationships. The more a leader develops new relationships, the more opportunities will result from it.

Translating these relationships into meaningful endeavors will help cement them similar to the partners portal.

They did so to drive Instamojo discount code under a partner program to provide small businesses with better access to industry leaders. Leaders who manage to navigate the crisis with the help of their connections and network will further have succeeded in ensuring a “safety net” of connections which can help the next time when a crisis occurs.


Created by

Mitesh Patel







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