{"id":28284,"date":"2020-04-22T13:45:29","date_gmt":"2020-04-22T11:45:29","guid":{"rendered":"https:\/\/www.euruni.edu\/blog\/?p=28284"},"modified":"2021-06-14T12:01:10","modified_gmt":"2021-06-14T10:01:10","slug":"covid-19-impact-organizational-design","status":"publish","type":"post","link":"https:\/\/www.euruni.edu\/blog\/covid-19-impact-organizational-design\/","title":{"rendered":"How COVID-19 Will Impact Organizational Design &#8211; Emma Giner"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/www.emmaginer.com\/en\/sobre-mi\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"Emma&nbsp;Giner (opens in a new tab)\">Emma&nbsp;Giner<\/a>&nbsp;is an organizational design expert.&nbsp;Having&nbsp;risen through the ranks at global conglomerate&nbsp;Inditex, she\u2019s gained&nbsp;a deep understanding of&nbsp;the structures&nbsp;and strategies needed to operate a&nbsp;successful&nbsp;international business.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The swift change&nbsp;brought about by the global pandemic is unsettling, but also represents a valuable opportunity<\/strong>. In her&nbsp;recent&nbsp;virtual guest speaker session, Emma introduced students on our Barcelona campus to the factors that&nbsp;gave rise&nbsp;to the&nbsp;organizational structures in play&nbsp;today,&nbsp;and&nbsp;illuminated&nbsp;a&nbsp;path towards&nbsp;positive change.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In this blog post, we review the key points covered in Emma\u2019s insightful session.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Where&nbsp;<\/strong><strong>A<\/strong><strong>re&nbsp;<\/strong><strong>W<\/strong><strong>e&nbsp;<\/strong><strong>N<\/strong><strong>ow?&nbsp;<\/strong>&nbsp;<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Politicians, journalists,&nbsp;friends and colleagues \u2013 whoever you speak&nbsp;or listen&nbsp;to&nbsp;these days&nbsp;is&nbsp;likely&nbsp;to&nbsp;note&nbsp;that&nbsp;we&nbsp;are&nbsp;living in unprecedented, uncertain&nbsp;times.&nbsp;However,&nbsp;as&nbsp;Emma&nbsp;pointed out, the world was not&nbsp;stable&nbsp;before the pandemic broke out.&nbsp;We were already living with uncertainty,&nbsp;facing&nbsp;huge challenges&nbsp;and threats, notably&nbsp;climate&nbsp;change.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The changes we are&nbsp;witnessing,&nbsp;although they\u2019ve been sped up,&nbsp;were&nbsp;already&nbsp;inevitable<\/strong>.&nbsp;We&nbsp;have been, and continue to be,&nbsp;operating in a&nbsp;<a rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\" href=\"https:\/\/hbr.org\/2014\/01\/what-vuca-really-means-for-you\" target=\"_blank\">VUCA<\/a>&nbsp;environment:&nbsp;<strong>v<\/strong>olatile,&nbsp;<strong>u<\/strong>nstable,&nbsp;<strong>c<\/strong>omplex and&nbsp;<strong>a<\/strong>mbiguous.&nbsp;But that doesn\u2019t have to be a bad thing.&nbsp;Humans have a taste for adventure and,&nbsp;although we\u2019ve been told we don\u2019t like change, that&nbsp;notion,&nbsp;is a&nbsp;20<sup>th<\/sup>-century invention&nbsp;according to Emma.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">So,&nbsp;what can we learn from&nbsp;changes we\u2019ve already&nbsp;experienced, and where do we want to end up?&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Making&nbsp;<\/strong><strong>S<\/strong><strong>ense&nbsp;<\/strong><strong>of<\/strong><strong>&nbsp;<\/strong><strong>I<\/strong><strong>t&nbsp;<\/strong><strong>A<\/strong><strong>ll<\/strong><strong>:<\/strong><strong>&nbsp;The Big Shift<\/strong>&nbsp;<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The period&nbsp;of significant change that&nbsp;followed&nbsp;the global recession of 2008&nbsp;has been described as&nbsp;<a href=\"https:\/\/hbr.org\/2009\/07\/the-big-shift-measuring-the-forces-of-change\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\">the&nbsp;big&nbsp;shift<\/a>.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Emma outlined two forces that&nbsp;played a significant role&nbsp;in&nbsp;shaping&nbsp;the&nbsp;organizational&nbsp;structures in place today.&nbsp;Firstly<strong>,<\/strong>&nbsp;the rise of digital technology. Since 2005, digitalization has been a powerful influence on&nbsp;how&nbsp;we work.&nbsp;And secondly,<strong>&nbsp;<\/strong>the free movement of people and ideas.&nbsp;Both the rise of air travel and the ubiquity of the&nbsp;internet&nbsp;have&nbsp;meant that&nbsp;information and&nbsp;cultural&nbsp;references&nbsp;are&nbsp;shared&nbsp;globally.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>As&nbsp;the foundational force of&nbsp;digitalization&nbsp;powered the&nbsp;free movement&nbsp;of&nbsp;knowledge and talent,&nbsp;the playing field became more equal<\/strong>. Big companies&nbsp;had&nbsp;the same ability to share their&nbsp;ideas&nbsp;as individuals, enabled by&nbsp;platforms such as LinkedIn.&nbsp;Global access to the same information accelerated the pace of change&nbsp;and,&nbsp;where distinct cultural approaches had existed in countries on either side of the world, colleagues&nbsp;living on different continents now had a shared understanding and approach to work.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To&nbsp;further&nbsp;explain this,&nbsp;Emma outlined two leitmotifs that characterized&nbsp;the&nbsp;big&nbsp;shift.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The first is&nbsp;\u2018from&nbsp;stock to flow\u2019. This indicates the move from&nbsp;\u2018stock\u2019, when information was controlled and accessed by an expert elite, to&nbsp;\u2018flow\u2019, when&nbsp;information&nbsp;became&nbsp;freely accessible.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The second leitmotif is&nbsp;\u2018from push to pull\u2019.&nbsp;The way organizations manage their resources has changed.&nbsp;\u2018Push\u2019 reflects&nbsp;traditional, hierarchal organizational structures&nbsp;with clearly defined job roles&nbsp;and outputs.&nbsp;Forecasting was straightforward and&nbsp;reliable; budgets were&nbsp;allocated&nbsp;and positions filled based on accurate predictions of work to be completed over a given period.&nbsp;Conversely,&nbsp;\u2018pull\u2019 refers&nbsp;to the&nbsp;fluid, project-based work&nbsp;that&nbsp;is&nbsp;increasingly&nbsp;common.&nbsp;Consumer behavior&nbsp;has become&nbsp;unpredictable&nbsp;and&nbsp;forecasting&nbsp;less accurate as markets&nbsp;and&nbsp;opportunities&nbsp;shift.&nbsp;This has led to an increase in freelance and gig-economy work.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">COVID-19 has thrown these shifts into sharper relief. The old status quo dictated that&nbsp;strategy was set by people&nbsp;at the top of an organization\u2019s&nbsp;hierarchy&nbsp;to determine what needed to be done.&nbsp;Managers would then determine&nbsp;how&nbsp;it&nbsp;would happen&nbsp;and,&nbsp;finally,&nbsp;operations would execute the plan.&nbsp;<strong>For many organizations this&nbsp;gap between top-level strategy and ground-level execution has caused&nbsp;significant challenges as decision-makers are out of touch with clients, customers and other end-users <\/strong>who typically only interact with operations. <a rel=\"noreferrer noopener\" aria-label=\"During a crisis, strategy needs to be revised and implemented quickly (opens in a new tab)\" href=\"https:\/\/www.euruni.edu\/blog\/communication-crisis-bad-moves-covid-19\/\" target=\"_blank\">During a crisis, strategy needs to be revised and implemented quickly<\/a> and executives who need to first understand the existing customer experience are at a significant disadvantage.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">By highlighting&nbsp;this and other&nbsp;shortcomings of&nbsp;traditional organizational structures, COVID-19 is accelerating the pace of&nbsp;necessary&nbsp;change. Companies have been forced&nbsp;to&nbsp;modernize, for example&nbsp;by embracing a move to remote&nbsp;working.&nbsp;Those&nbsp;with less rigid structures&nbsp;have been able to adapt&nbsp;faster and take advantages of new opportunities&nbsp;as they&nbsp;arise.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This abrupt set of changes&nbsp;offers&nbsp;an opportunity to create new&nbsp;and more effective&nbsp;organizational paradigms.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Organizational Structures: Four Generations<\/strong><strong>&nbsp;Working<\/strong><strong>&nbsp;Side<\/strong><strong>&nbsp;<\/strong><strong>By<\/strong><strong>&nbsp;<\/strong><strong>Side<\/strong>&nbsp;<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In order to understand the&nbsp;possibilities for&nbsp;organizational&nbsp;design&nbsp;moving forwards,&nbsp;it\u2019s helpful to understand the various structures that&nbsp;already&nbsp;exist.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Emma outlined four models&nbsp;which&nbsp;can be found in companies operating today.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Hierarchy (1946-1964)<\/strong>:&nbsp;This traditional top-down&nbsp;model saw&nbsp;orders filter from a single figurehead to departments&nbsp;via&nbsp;a&nbsp;management&nbsp;layer. There was no cross-team collaboration.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Horizontal (1965-1976)<\/strong>:&nbsp;This model began to flatten the structure, spreading power at the top and introducing internal communications. Teams began to collaborate.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Flat<\/strong><strong>&nbsp;<\/strong><strong>(1977-1992)<\/strong>:&nbsp;This generation saw no need for a hierarchy. Each staff member was fundamental to the proper running of the business and the focus was on getting things done.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Holacracy<\/strong><strong>&nbsp;(1993 -\u2026):&nbsp;<\/strong>This model&nbsp;may&nbsp;hold the key to the future of organizational structure. It&nbsp;reflects&nbsp;how&nbsp;Gen Z see themselves as a set of skills and their career as an experience, rather than a&nbsp;direct&nbsp;path to a title and salary.&nbsp;Emma helpfully compared this paradigm to the way the film industry operates. A team comes&nbsp;together around a project&nbsp;and,&nbsp;once the project is completed, the&nbsp;team&nbsp;dissolves.&nbsp;Members of the&nbsp;team may&nbsp;come together again on another&nbsp;project but&nbsp;could take on different roles, much in the same way an actor in one film might produce or direct another.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">There\u2019s been plenty of debate about the&nbsp;advantages and disadvantages&nbsp;of&nbsp;flat&nbsp;and&nbsp;holocratic&nbsp;working structures, as there were about&nbsp;the&nbsp;hierarchal and horizontal models&nbsp;that came before. No&nbsp;single&nbsp;approach offers&nbsp;all&nbsp;the answers and must be considered in tandem with the&nbsp;shifts&nbsp;we\u2019ve&nbsp;already&nbsp;explored.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To identify the best path forward, Emma turned to economics.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Where&nbsp;<\/strong><strong>D<\/strong><strong>o<\/strong><strong>&nbsp;W<\/strong><strong>e&nbsp;<\/strong><strong>G<\/strong><strong>o&nbsp;<\/strong><strong>F<\/strong><strong>rom&nbsp;<\/strong><strong>H<\/strong><strong>ere? Doughnut Economics<\/strong>&nbsp;<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Economics has a fundamental role to play&nbsp;in safeguarding the future of our planet. How we shape our organizations&nbsp;should be informed by the economic system we want to create.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In&nbsp;the&nbsp;20th&nbsp;century, economics&nbsp;revolved around a circular flow of money and goods&nbsp;in a model that disregarded both people and the environment.&nbsp;Clearly&nbsp;this&nbsp;approach&nbsp;will not&nbsp;encourage&nbsp;the development of a sustainable economy.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">How then can we manage climate change and ensure a future for humans on this planet?&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Emma cited the&nbsp;much-lauded&nbsp;book&nbsp;<a rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\" href=\"https:\/\/www.kateraworth.com\/doughnut\/\" target=\"_blank\">Doughnut Economics<\/a>&nbsp;by&nbsp;Oxford University economist&nbsp;Kate&nbsp;Raworth.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Kate\u2019s&nbsp;doughnut model demonstrates that&nbsp;to be&nbsp;sustainable&nbsp;the&nbsp;economy must exist between the ecological ceiling and the social foundation<\/strong>.&nbsp;Similarities&nbsp;can be seen between&nbsp;this&nbsp;model and the&nbsp;<a rel=\"noreferrer noopener\" href=\"https:\/\/www.un.org\/sustainabledevelopment\/sustainable-development-goals\/\" target=\"_blank\">United Nations\u2019&nbsp;Sustainable&nbsp;Development&nbsp;Goals<\/a>,&nbsp;which&nbsp;offers&nbsp;an organizational roadmap to&nbsp;sustainability.&nbsp;Although&nbsp;Kate&nbsp;argues that the SDGs do not go far enough,&nbsp;they are a step in the right direction.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Anyone&nbsp;starting an enterprise&nbsp;today should look to the SDGs and beyond, to the doughnut model, if they wish to&nbsp;create&nbsp;a&nbsp;sustainable&nbsp;business that will thrive for generations to come.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Shaping&nbsp;<\/strong><strong>the&nbsp;<\/strong><strong>Organizations of&nbsp;<\/strong><strong>t<\/strong><strong>he Future<\/strong><strong>: Making&nbsp;<\/strong><strong>T<\/strong><strong>hem Human<\/strong>&nbsp;<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Emma concluded&nbsp;by sharing&nbsp;insights from her experience working with clients including&nbsp;L\u2019Or\u00e9al, Coca Cola and&nbsp;Euroleague&nbsp;Basketball.&nbsp;Her aim as an &#8216;Organization&nbsp;and&nbsp;People Shaker&#8217; is to move companies towards a leaner, more agile and operationally effective way of working&nbsp;so they can thrive in VUCA environments.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Emma has seen how fundamental the secondary web of relationships within an organization&nbsp;is to success and profitability. <strong>Understanding the social connections formed&nbsp;between colleagues&nbsp;from shared experiences and opinions can unlock&nbsp;business success<\/strong>. This web is not organized and does not respect&nbsp;hierarchies but highlights the importance of&nbsp;paying attention to the&nbsp;personalities&nbsp;within a company,&nbsp;and in providing time for colleagues to connect on a social level.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Reflecting on this insight as well as the various organizational and economic models covered in her session,&nbsp;Emma&nbsp;offered the following&nbsp;advice&nbsp;to EU students:&nbsp;<\/p>\n\n\n\n<ol class=\"wp-block-list\"><li><strong>Ignore what is being said online about going \u2018back to normal\u2019 once this crisis is over<\/strong>. We don\u2019t want to go back to where we were. Take this opportunity to create a new normal, a better world. If we go backwards, we may end up&nbsp;back&nbsp;here again.&nbsp;<\/li><li><strong>Consider the DNA of the company and talent you\u2019re creating or working with<\/strong>. Hierarchy won\u2019t help&nbsp;to&nbsp;get the job done. Organizations need to be more human. Consider your mission and the people you work&nbsp;with&nbsp;in&nbsp;the context of a question: what can you bring to the world?&nbsp;<\/li><li><strong>Remember,&nbsp;the economy is planetary,&nbsp;it is no longer local<\/strong>.&nbsp;Everything we do and create has an impact on the people and the world around us.&nbsp;When starting a business or a project,&nbsp;make sure that the impact you\u2019ll have is&nbsp;positive.&nbsp;&nbsp;<\/li><li><strong>Younger generations&nbsp;have valuable&nbsp;ideas and feedback to&nbsp;offer&nbsp;older, more experienced professionals<\/strong>. Senior co-workers benefit from the&nbsp;technical and digital understanding of younger employees&nbsp;and their ability to navigate our ever-changing world.&nbsp;Play an active role, voice&nbsp;your&nbsp;ideas and opinions because everything that\u2019s&nbsp;being created now will be much more sustainable if we\u2019re&nbsp;in it&nbsp;together.&nbsp;<\/li><\/ol>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Prepare&nbsp;<\/strong><strong>for<\/strong><strong>&nbsp;Business Success&nbsp;<\/strong><strong>at<\/strong><strong>&nbsp;EU Business School<\/strong>&nbsp;<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">If you\u2019re looking to make your mark&nbsp;on the world&nbsp;as a forward-thinking business leader, start your journey with EU&nbsp;Business School. Our experiential&nbsp;approach&nbsp;to education will ensure that&nbsp;you&nbsp;graduate&nbsp;equipped with theoretical knowledge&nbsp;that is&nbsp;underpinned&nbsp;by case studies and insights from global&nbsp;industry&nbsp;experts,&nbsp;ready to embrace your career.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Find out more about our programs, such as&nbsp;our&nbsp;<a rel=\"noreferrer noopener\" href=\"https:\/\/www.euruni.edu\/en\/Programs\/Bachelor-s\/BA-Hons-in-Business-Management-HR-Management-Barcelona\/Overview\/Overview.html\" target=\"_blank\">BA (Hons) in Business Management (Human Resources Management)<\/a>&nbsp;or&nbsp;our&nbsp;<a href=\"https:\/\/www.euruni.edu\/en\/Programs\/Master-s\/Master-in-Innovation-Entrepreneurship-Barcelona\/Overview\/Overview.html\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\">Master in Innovation&nbsp;&amp; Entrepreneurship<\/a>&nbsp;to start your journey today.<\/p>\n\n\n\n<figure class=\"wp-block-image is-resized\"><a href=\"https:\/\/www.euruni.edu\/en\/Programs\/programs.html?utm_campaign=blog-menu&amp;utm_source=blog&amp;utm_medium=banner&amp;utm_mode=30\" target=\"_blank\" rel=\"noreferrer noopener\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.euruni.edu\/blog\/wp-content\/uploads\/EU_Generic_750x125.gif\" alt=\"eu business school cta\" class=\"wp-image-27702\" width=\"891\" height=\"148\"\/><\/a><\/figure>\n","protected":false},"excerpt":{"rendered":"<p>Emma&nbsp;Giner&nbsp;is an organizational design expert.&nbsp;Having&nbsp;risen through the ranks at global conglomerate&nbsp;Inditex, she\u2019s gained&nbsp;a deep understanding of&nbsp;the structures&nbsp;and strategies needed to operate a&nbsp;successful&nbsp;international business.&nbsp;&nbsp; The swift change&nbsp;brought about by the global pandemic is unsettling, but also represents a valuable opportunity. In her&nbsp;recent&nbsp;virtual guest speaker session, Emma introduced students on our Barcelona campus to the factors that&nbsp;gave rise&nbsp;to the&nbsp;organizational structures in play&nbsp;today,&nbsp;and&nbsp;illuminated&nbsp;a&nbsp;path towards&nbsp;positive change.&nbsp;&nbsp; In this blog post, we review the key points covered in Emma\u2019s insightful session.&nbsp;&nbsp; Where&nbsp;Are&nbsp;We&nbsp;Now?&nbsp;&nbsp; Politicians, journalists,&nbsp;friends and colleagues \u2013 whoever you speak&nbsp;or listen&nbsp;to&nbsp;these days&nbsp;is&nbsp;likely&nbsp;to&nbsp;note&nbsp;that&nbsp;we&nbsp;are&nbsp;living in unprecedented, uncertain&nbsp;times.&nbsp;However,&nbsp;as&nbsp;Emma&nbsp;pointed out, the world was not&nbsp;stable&nbsp;before the pandemic broke out.&nbsp;We were [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":28292,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[1777],"tags":[4405,1202,1657],"class_list":["post-28284","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-eu-business-school-guest-speakers","tag-crisis-management","tag-organizational-change","tag-remote-working","post--single"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\r\n<title>How COVID-19 Will Impact Organizational Design | EU Business School<\/title>\r\n<meta name=\"description\" content=\"Emma Giner, an organizational design expert, introduced and analyzed the factors that gave rise to the organizational structures in play today.\" \/>\r\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\r\n<link rel=\"canonical\" href=\"https:\/\/www.euruni.edu\/blog\/covid-19-impact-organizational-design\/\" \/>\r\n<meta name=\"author\" content=\"EU Business School\" \/>\r\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/www.euruni.edu\\\/blog\\\/covid-19-impact-organizational-design\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"EU Blog\",\"item\":\"https:\\\/\\\/www.euruni.edu\\\/blog\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"EU Community\",\"item\":\"https:\\\/\\\/www.euruni.edu\\\/blog\\\/category\\\/eu-business-school-community\\\/\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"Guest Speakers\",\"item\":\"https:\\\/\\\/www.euruni.edu\\\/blog\\\/category\\\/eu-business-school-community\\\/eu-business-school-guest-speakers\\\/\"},{\"@type\":\"ListItem\",\"position\":4,\"name\":\"How COVID-19 Will Impact Organizational Design &#8211; 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