What does the post-pandemic corporate world look like? Well, you are in it now. As an international management consultant, this is what I see now and predict later: better-managed desk space, right-sizing, restructured workweeks, and a talent age gap as many seasoned executives and the career devoted decide to retire.
The right formula for the post-pandemic work era
Does remote work get the job done? A question faced by the world in which global business sustains. The right formula for the post-pandemic is a sweet spot that keeps people engaged but allows some freedom as they work remotely. Now agility is one of the most important pillars of business success to move an organization to post-pandemic recovery.
A corporate structure reflects an internal resource that integrates knowledge, creating a competitive advantage. Leaders led the way while followers felt like they gained wings, learned to fly, and became much more gregarious during meetings. A new definition of decentralized structures adorned the pandemic like a hawk eying its next prey. Agile organizations found ways to facilitate the exchange of ideas and implement more innovative solutions based on decentralized decision-making.
Inspiring change
Leaders inspired and transformed aggregate human capital into social capital to implement the required changes to create better solutions to solve the plethora of problems that the pandemic brought about. At first, organizations barely survived, and then, with remote settings, people emerged vibrant and vocal, stepping up to the challenge. The highly formalized structures that remained more bureaucratic and were noted by executives as being somewhat negative limited the contribution of the effectiveness of leadership in our changing environment. Thus, the post-pandemic decentralized structures improved interactions and created more knowledge in organizations based on agility.
Delegation became a concern since the executives had the same space as other workers in the meeting frames. Respect for authority figures held the barriers in place while communication had a level playing field. Leaders know that delegation of decision-making power could create a climate that. That, in turn, develops inter-departmental communication within organizations and empowers people to rise to the occasion by giving them a voice in meetings.
Executives turned over responsibility by delegating more to their subordinates and watching them survive and thrive. Thus, decentralization encourages organizational communications and develops a climate of openness for employees to exchange new ideas.
This was done in the remote setting via email, instant messenger, and text. Pre-meeting and post-meeting communication were enhanced with technology. Once the information and clarification are disseminated, employees implemented ideas through the delegated authority of decision-making at the department level and to the lowest organizational level possible, keeping the execution viable and timely. The agile organizations survived as executives pushed decision-making down the organizational chart resulting in the post-pandemic recovery.
