Since the COVID-19 crisis began worldwide, companies have altered their strategies, understanding that they should implement a new global plan. The objective, as always, is to obtain a favorable positioning through the deployment of resources (organizational, financial, human, patrimonial, etc.) that would allow them to be more agile and adaptable to insecure and hesitant environments like the current one.
BBVA in Spain, Siemens, Johnson & Johnson, Toshiba, General Electric, etc. They put an end to the multinational model seeking to achieve a competitive advantage by exploiting unique internal resources and capabilities.
The importance of innovation and the central role of internal organizational processes in the company acquire outstanding relevance, which is why these large corporations have initiated a process of decomposition into independent specialized business units with their own legal personality.
The pre-COVID-19 model is no longer valid. Mega structures such as Chaebol, Keiretzu or Federal are no longer suitable for these highly volatile environments. The organizational adaptation to this new context aims to dynamically adapt the business to the high disruptions and instabilities of the markets.
The organizational forms or structures are defined from the different ways in which work is divided and the coordination mechanisms that are used to achieve its integration (Mintzberg 1984 and Aguirre 1999). The decomposition of large multinationals into smaller organizational structures implies that the new model chosen will symbolize the vision that the company's workers have about the number of rules, technical-administrative procedures, procedures and other restrictions to which they are going to have to face in the development of their work in the post-COVID-19 era.
Knowing the existence of multiple organizational forms and using the most appropriate and effective one to be able to react better to changes implies the intervention of the Human Resources Department in coordination with the other areas of the company and following the strategic guidelines of the company's management.
The size, the work environment, the characteristics of the workers, the technology, the sector in which it operates and the business culture are factors that will determine the organizational model to be implemented.
Large corporations have decided to alter their appearance in favor of specialization, adapting their organizational structures and enhancing the talent of their human resources at a global level, which means that we are undoubtedly facing the end of a model.
