Every organization is in the early stages of assessing the long-term implications of Covid-19 on internal operations, employee expectations, and the modern-day work environment. There’s overwhelming evidence that the changes to the global business landscape will be bold, pervasive, and systemic. This contagion’s multiplier effect will ultimately impact corporate Organizational Design (OD) philosophy.
Pre-Covid-19, OD primarily focused on increasing operational efficiency and workforce optimization. As a result, forecasted critical roles, structures, and processes were designed around specific tasks. Covid-19 boldly challenged our core planning strategies and revealed that lean operations resulted in limited flexibility.
New OD practices are emerging from the shadows of this storm, forcing businesses to shift their operational focus from efficiency to resiliency and requiring them to embrace flexible and contingent workforce arrangements. New OD philosophies must now reimagine roles, structures, and processes based on outcomes instead of specific tasks. This critical operational pivot aligns closely with how employees now view their work contributions, how/when/where work is performed, and the intrinsic value of work-life balance.
Today’s OD decisions will define a company’s brand for years to come. The leaders and organizations that adapt quickly to implement new employee value propositions will be rewarded, recognized, and coveted as top-tier employers.