A virtual organizational structure is one in which people, teams or partner firms work together across locations mainly through digital tools, rather than in a shared office under one roof. The idea of the virtual organization is associated with management writing of the 1990s, including Abbe Mowshowitz’s 1994 article in The Information Society (Mowshowitz, 1994); researchers now treat “virtuality” as a matter of degree, made up of several separate traits (Gibson and Gibbs, 2006).
Members work from different cities, countries or homes. Gibson and Gibbs (2006) treat this as one of four separate traits of virtuality.
02
Electronic dependence
Work runs through email, chat, video calls, shared documents and project tools instead of face-to-face contact.
03
Changing structure
Teams and partners can be added, swapped or regrouped as projects change; Gibson and Gibbs call this structural dynamism.
04
National diversity
Members often come from different countries and cultures, which widens the talent pool but adds time-zone and communication gaps.
Where you see it today
All-remote companies
GitLab describes itself in its public handbook as one of the world’s largest all-remote companies, with team members in more than 65 countries; Automattic, the company behind WordPress.com, calls its setup an asynchronous, fully distributed ecosystem.
Remote work can silo networks
A study of 61,182 Microsoft employees in the U.S. found that firm-wide remote work in 2020 made collaboration networks more static and siloed, with fewer bridges between groups, and shifted communication from synchronous to asynchronous (Yang et al., 2021).
Hybrid as the common middle
A six-month randomised trial with 1,612 employees at a Chinese technology company in 2021-2022 found that two days a week of home working cut quit rates by one-third without hurting performance grades (Bloom et al., 2024).
AI as shared know-how
In a study of 5,179 customer support agents, a generative AI assistant raised issues resolved per hour by 14% on average and by 34% for novice workers, with suggestive evidence that it spreads the practices of the best workers (Brynjolfsson et al., 2023). That is the kind of tacit knowledge virtual teams find hardest to pass on.
Virtual structure vs related designs
Virtual
How work is coordinatedDigital tools across locations; often written and asynchronous
Main riskSiloed networks and weak informal ties
Co-located functional
How work is coordinatedDepartments in one place under a manager chain
Main riskSlow cross-team flow
Matrix
How work is coordinatedTwo reporting lines, by function and by product or market
Main riskConflicting priorities
Flat
How work is coordinatedFew management layers; direct access to leaders
Main riskFounder bottleneck as it grows
Hybrid working
How work is coordinatedMix of office days and home days in one firm
Main riskUneven inclusion between the two groups
How to use it
Decide which of the four traits you actually need: dispersion, electronic dependence, changing teams or national diversity.
Write things down: make documents, not meetings, the default record of decisions.
Build bridges on purpose, such as cross-team projects and in-person meetups, to offset siloed networks.
Create a psychologically safe climate so people raise problems in writing and on calls.
Use AI assistants to capture and spread what your best people know, and check that the advice stays accurate.
The Business Engineer lens
A virtual structure swaps the office for a digital operating layer, so the quality of that layer decides how fast knowledge moves. In the AI economy that layer increasingly includes models and agents, which makes written, searchable work an asset rather than overhead.
A design in which people or partner firms work together across locations mainly through digital tools, instead of sharing one physical office.
Is a virtual organization the same as remote work?
Not exactly. Remote work is a policy for where people sit; a virtual organization is designed around dispersion and digital coordination, and can also link separate partner firms.
What are the main risks of a virtual structure?
Weaker informal ties and more siloed collaboration networks, plus time-zone and cultural gaps. A psychologically safe communication climate helps offset several of these.
Which companies use a virtual structure?
GitLab describes itself as all-remote, and Automattic, the company behind WordPress.com, describes itself as fully distributed.
A virtual organizational structure โ as explored in the new organizational architecture for the AI era โ , often referred to as a virtual organization or virtual company, is an arrangement in which an organization operates without a central physical office or location. Instead, employees, teams, and collaborators are geographically dispersed, and they rely on digital technologies and communication tools to work together. This structure is made possible by advances in information technology and the internet.
Key characteristics of a virtual organizational structure include:
Geographic Dispersion: Team members and collaborators are located in different geographic regions, often working from remote locations or home offices.
Digital Collaboration: Communication, collaboration, and work processes heavily depend on digital tools such as video conferencing, project management software, and cloud-based applications.
Flexibility: Virtual organizations offer flexibility in terms of work hours and locations, allowing employees to balance work and personal life more effectively.
Lean Operations: Virtual organizations often have reduced overhead costs associated with physical office spaces, which can lead to cost savings.
Global Talent Pool: Access to a global talent pool allows organizations to hire the best talent regardless of their physical location.
Benefits of Implementing a Virtual Organizational Structure
Cost Savings: Virtual organizations can significantly reduce costs associated with office space, utilities, and maintenance. This cost savings can be redirected toward other business priorities.
Access to Global Talent: By removing geographical constraints, virtual organizations can tap into a diverse and global talent pool, potentially finding individuals with unique skills and expertise.
Flexibility for Employees: Virtual work arrangements offer employees greater flexibility in terms of work hours and locations, promoting work-life balance.
Enhanced Productivity: With the right digital tools and remote work infrastructure, employees often report increased productivity and focus.
Environmental Benefits: Reduced commuting and office space usage contribute to a smaller carbon footprint, aligning with sustainability goals.
Business Continuity: Virtual organizations are often better prepared for unexpected disruptions, such as natural disasters or health crises, as employees can work from anywhere with an internet connection.
Challenges of Implementing a Virtual Organizational Structure
While the benefits of a virtual organizational structure are significant, there are also challenges that organizations must address:
Communication and Collaboration: Effective communication can be more challenging in a virtual setting. Misunderstandings, lack of face-to-face interaction, and time zone differences can hinder collaboration.
Managing Remote Teams: Supervising and managing remote teams require different skills and approaches compared to traditional in-person management.
Security Concerns: Protecting sensitive data and ensuring cybersecurity become paramount when employees access company resources remotely.
Isolation and Burnout: Remote employees may experience feelings of isolation and burnout due to prolonged periods of working alone and difficulties in setting boundaries between work and personal life.
Cultural and Time Zone Differences: Virtual teams composed of members from various cultures and time zones may face challenges related to cultural differences and scheduling meetings.
Implementing a Virtual Organizational Structure
Implementing a virtual organizational structure requires careful planning and consideration. Here are key steps to successfully transition to a virtual model:
Assessment: Begin with a thorough assessment of your organization’s readiness for virtual work. Evaluate your digital infrastructure, workforce capabilities, and potential challenges.
Define Objectives: Clearly define the objectives and goals of transitioning to a virtual structure. Determine what you aim to achieve, such as cost savings, access to global talent, or improved work-life balance.
Technology Infrastructure: Invest in the necessary digital tools and technologies to support remote work. This includes reliable video conferencing, project management software, cybersecurity measures, and cloud-based applications.
Remote Work Policies: Develop comprehensive remote work policies that address expectations, communication guidelines, data security, and compliance.
Training and Support: Provide training and support to employees to help them adapt to remote work. Offer resources on time management, communication best practices, and remote collaboration.
Performance Management: Implement performance management strategies that focus on outcomes and deliverables rather than traditional time-based assessments.
Communication Plan: Establish a robust communication plan that includes regular virtual meetings, updates, and channels for feedback.
Data Security: Prioritize data security by implementing encryption, multi-factor authentication, and regular security audits.
Culture and Engagement: Foster a virtual company culture that promotes engagement, recognition, and a sense of belonging among remote employees.
Monitoring and Adaptation: Continuously monitor the effectiveness of your virtual structure and be prepared to adapt to changing circumstances and technologies.
Case Studies: Successful Virtual Organizations
Automattic (WordPress.com): Automattic, the company behind WordPress.com, is known for its fully distributed workforce. They have employees working from various parts of the world, collaborating effectively through online tools and communication channels.
GitLab: GitLab, a web-based platform for managing and storing code repositories, operates as an all-remote company. They have embraced a transparent and collaborative approach to work, with team members located across the globe.
InVision: InVision is a design collaboration platform with a globally dispersed workforce. They emphasize asynchronous communication and flexible work hours to accommodate employees’ needs.
Conclusion
The virtual organizational structure offers numerous benefits, from cost savings to access to global talent. However, it also presents unique challenges related to communication, management, and cybersecurity. Organizations considering a transition to a virtual model should carefully assess their readiness, invest in the right technology, and establish clear policies and support systems for remote employees. By doing so, they can harness the advantages of virtual work while effectively addressing its associated challenges.
Key Highlights
Introduction:
Virtual organizational structures operate without a central physical office, relying on digital technologies for collaboration.
Key Characteristics:
Geographic dispersion, digital collaboration, flexibility, lean operations, and access to a global talent pool define virtual organizations.
Benefits:
Cost savings, access to global talent, flexibility for employees, enhanced productivity, environmental benefits, and business continuity are key advantages.
Challenges:
Communication and collaboration hurdles, managing remote teams, security concerns, isolation and burnout risks, and cultural/time zone differences pose challenges.
Implementing a Virtual Structure:
Assess readiness, define objectives, invest in technology infrastructure, establish remote work policies, provide training/support, focus on performance management, devise a communication plan, prioritize data security, foster culture/engagement, and monitor/adapt.
Case Studies:
Automattic (WordPress.com), GitLab, and InVision are successful examples of virtual organizations, demonstrating effective remote work practices.
Conclusion:
Virtual organizational structures offer numerous benefits but also present unique challenges. Careful planning, investment in technology, and clear policies are essential for successful implementation.
Case Study
Strategy
Outcome
Automattic
Virtual Organization: Operated as a fully distributed company with no central office, promoting asynchronous communication and remote work.
Increased flexibility and employee satisfaction, enabling a diverse and global workforce, driving innovation and productivity.
GitHub
Virtual Organization: Emphasized remote work and asynchronous communication, utilizing a distributed team model.
Fostered innovation and rapid development, increasing adoption and growth of the platform.
Zapier
Virtual Organization: Fully remote team with employees working from different locations worldwide.
Enhanced employee satisfaction and productivity, reducing overhead costs and enabling rapid growth.
Buffer
Virtual Organization: Operated entirely remotely, promoting transparency and open communication among the distributed team.
Increased employee engagement and satisfaction, driving innovation and efficient operations.
InVision
Virtual Organization: Fully remote workforce, leveraging collaborative tools for project management and communication.
Enhanced creativity and collaboration, leading to innovative product development and market growth.
Basecamp
Virtual Organization: Operated with a remote team, emphasizing asynchronous communication and flexibility.
Increased productivity and employee satisfaction, driving successful project outcomes and business growth.
Shopify
Virtual Organization: Adopted a remote-first approach, allowing employees to work from anywhere.
Increased talent acquisition and retention, improving operational efficiency and innovation.
Trello
Virtual Organization: Utilized a distributed team model with remote work flexibility.
Enhanced collaboration and productivity, driving product development and market expansion.
Doist
Virtual Organization: Fully remote team with employees working from various locations globally.
Increased employee satisfaction and efficiency, driving innovation and successful product releases.
GitLab
Virtual Organization: Operated entirely remotely, promoting asynchronous communication and collaboration.
Fostered innovation and rapid development, increasing market adoption and platform growth.
Toptal
Virtual Organization: Fully distributed team with a global talent pool.
Enhanced talent acquisition and project delivery, driving growth and client satisfaction.
Cloudflare
Virtual Organization: Adopted a remote-first model, leveraging distributed teams for global operations.
Improved operational efficiency and market reach, driving innovation and customer satisfaction.
Automobile Association (AA)
Virtual Organization: Enabled remote work for customer service and support teams.
Increased operational flexibility and employee satisfaction, enhancing customer service quality.
Salesforce
Virtual Organization: Implemented flexible remote work policies for a significant portion of the workforce.
Enhanced employee productivity and satisfaction, improving business operations and client engagement.
Dropbox
Virtual Organization: Transitioned to a virtual-first model, allowing remote work flexibility.
Improved employee satisfaction and productivity, driving innovation and business growth.
Quora
Virtual Organization: Adopted a remote work model, promoting flexibility and global collaboration.
Increased talent acquisition and operational efficiency, enhancing platform development and user engagement.
Slack
Virtual Organization: Utilized remote work and flexible schedules for employees.
Enhanced productivity and collaboration, driving innovation and platform adoption.
Lyft
Virtual Organization: Implemented remote work policies for corporate employees.
Increased employee satisfaction and productivity, improving operational efficiency and service quality.
Square
Virtual Organization: Adopted a remote work model, allowing flexibility for employees.
Enhanced employee retention and satisfaction, driving innovation and business growth.
Concept
Description
Implications
Virtual Organizational Structure
A Virtual Organizational Structure is a flexible and decentralized model that leverages technology to connect geographically dispersed individuals, teams, and resources. Virtual structures enable remote work, telecommuting, and virtual collaboration, allowing employees to work from anywhere with internet access. Virtual organizations prioritize communication tools, digital platforms, and virtual teams to coordinate work, share knowledge, and collaborate on projects across different time zones and locations. Virtual structures offer flexibility, autonomy, and cost savings, as organizations can access talent globally, reduce overhead costs, and respond quickly to market changes or disruptions.
Virtual Organizational Structures offer several benefits, including flexibility, scalability, and resilience. By leveraging technology to connect remote workers and resources, virtual structures enable organizations to access a global talent pool, reduce geographic constraints, and adapt to changing market conditions or disruptions. Virtual structures promote work-life balance, diversity, and inclusion, as employees can work from anywhere and collaborate with colleagues from different backgrounds and locations. However, virtual structures may also pose challenges related to communication, collaboration, and culture. To maximize the benefits of virtual structures, organizations need to invest in technology infrastructure, training, and support, ensuring effective communication, collaboration, and alignment across virtual teams and stakeholders.
Distributed Organizational Structure
A Distributed Organizational Structure is similar to a virtual structure but emphasizes decentralized decision-making, autonomy, and empowerment. Distributed organizations distribute authority, resources, and decision-making responsibilities across different teams or units, enabling agility, innovation, and responsiveness. Distributed structures prioritize trust, accountability, and transparency, fostering a culture of autonomy, collaboration, and continuous improvement. Distributed organizations leverage technology to connect distributed teams, share information, and coordinate work across different locations and time zones.
Distributed Organizational Structures share similarities with Virtual Structures in their focus on decentralization, autonomy, and virtual collaboration. By distributing authority and decision-making responsibilities, distributed structures enable agility, innovation, and responsiveness. Both models leverage technology to connect remote teams, share knowledge, and coordinate work across different locations and time zones. However, distributed structures may also pose challenges related to coordination, alignment, and accountability. To maximize the benefits of distributed structures, organizations need to establish clear goals, communication protocols, and performance metrics, ensuring alignment and collaboration across distributed teams and units.
Telecommuting
Telecommuting, also known as remote work or telework, involves employees working from home or other remote locations using digital technologies to perform their job responsibilities. Telecommuting enables employees to avoid commuting to a central office, offering flexibility, autonomy, and work-life balance. Telecommuting arrangements may be part-time or full-time, depending on the organization’s policies and the nature of the work. Telecommuting requires reliable internet access, communication tools, and self-discipline to ensure productivity and collaboration while working remotely.
Telecommuting shares similarities with Virtual Structures in its emphasis on remote work, flexibility, and autonomy. By allowing employees to work from home or other remote locations, telecommuting arrangements enable organizations to access talent globally, reduce overhead costs, and promote work-life balance. However, telecommuting may also pose challenges related to communication, collaboration, and isolation. To maximize the benefits of telecommuting, organizations need to provide support, training, and technology infrastructure to enable effective remote work and collaboration.
Digital Nomadism
Digital Nomadism refers to individuals who leverage technology to work remotely while traveling or living in different locations around the world. Digital nomads rely on digital platforms, communication tools, and online communities to connect with clients, employers, and fellow nomads. Digital nomadism offers freedom, flexibility, and adventure, allowing individuals to explore new places, cultures, and experiences while maintaining their careers. Digital nomads may work as freelancers, consultants, or remote employees, offering their skills and expertise to clients or organizations globally.
Digital Nomadism shares similarities with Virtual Structures in its emphasis on remote work, flexibility, and mobility. By leveraging technology to work remotely while traveling or living in different locations, digital nomads enable organizations to access talent globally, reduce overhead costs, and promote work-life balance. However, digital nomadism may also pose challenges related to communication, reliability, and connectivity. To maximize the benefits of digital nomadism, organizations need to establish clear expectations, communication channels, and performance metrics to ensure effective collaboration and alignment with organizational goals.
In a functional organizational structure, groups and teams are organized based on function. Therefore, this organization follows a top-down structure, where most decision flows from top management to bottom. Thus, the bottom of the organization mostly follows the strategy detailed by the top of the organization.
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.
How AI Is Changing This
AI is fundamentally reshaping virtual organizational structures by enabling more fluid, project-based team formations that transcend traditional hierarchical boundaries. Instead of fixed departments, AI-powered platforms now analyze employee skills, availability, and performance data to automatically assemble optimal teams for specific projects in real-time.
Project portfolio management (PPM) is a systematic approach to selecting and managing a collection of projects aligned with organizational objectives. That is a business process of managing multiple projects which can be identified, prioritized, and managed within the organization. PPM helps organizations optimize their investments by allocating resources efficiently across all initiatives.
Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.
The Nadler-Tushman Congruence Model was created by David Nadler and Michael Tushman at Columbia University. The Nadler-Tushman Congruence Model is a diagnostic tool that identifies problem areas within a company. In the context of business, congruence occurs when the goals of different people or interest groups coincide.
McKinseyโs Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.
Mintzberg’s 5Ps of Strategy is a strategy development model that examines five different perspectives (plan, ploy, pattern, position, perspective) to develop a successful business strategy. A sixth perspective has been developed over the years, called Practice, which was created to help businesses execute their strategies.
The COSO framework is a means of designing, implementing, and evaluating control within an organization. The COSO framework’s five components are control environment, risk assessment, control activities, information and communication, and monitoring activities. As a fraud risk management tool, businesses can design, implement, and evaluate internal control procedures.
The TOWS Matrix is an acronym for Threats, Opportunities, Weaknesses, and Strengths. The matrix is a variation on the SWOT Analysis, and it seeks to address criticisms of the SWOT Analysis regarding its inability to show relationships between the various categories.
Lewin’s change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior.
OpenAI is an artificial intelligence research laboratory that transitioned into a for-profit organization in 2019. The corporate structure is organized around two entities: OpenAI, Inc., which is a single-member Delaware LLC controlled by OpenAI non-profit, And OpenAI LP, which is a capped, for-profit organization. The OpenAI LP is governed by the board of OpenAI, Inc (the foundation), which acts as a General Partner. At the same time, Limited Partners comprise employees of the LP, some of the board members, and other investors like Reid Hoffmanโs charitable foundation, Khosla Ventures, and Microsoft, the leading investor in the LP.
Airbnb follows a holacracy model, or a sort of flat organizational structure, where teams are organized for projects, to move quickly and iterate fast, thus keeping a lean and flexible approach. Airbnb also moved to a hybrid model where employees can work from anywhere and meet on a quarterly basis to plan ahead, and connect to each other.
The Amazon organizational structure is predominantly hierarchical with elements of function-based structure and geographic divisions. While Amazon started as a lean, flat organization in its early years, it transitioned into a hierarchical organization with its jobs and functions clearly defined as it scaled.
The Coca-Cola Company has a somewhat complex matrix organizational structure with geographic divisions, product divisions, business-type units, and functional groups.
Costco has a matrix organizational structure, which can simply be defined as any structure that combines two or more different types. In this case, a predominant functional structure exists with a more secondary divisional structure.
Costcoโs geographic divisions reflect its strong presence in the United States combined with its expanding global presence. There are six divisions in the country alone to reflect its standing as the source of most company revenue.
Compared to competitor Walmart, for example, Costco takes more a decentralized approach to management, decision-making, and autonomy. This allows the companyโs stores and divisions to more flexibly respond to local market conditions.
Dell has a functional organizational structure with some degree of decentralization. This means functional departments share information, contribute ideas to the success of the organization and have some degree of decision-making power.
eBay was until recently a multi-divisional (M-form) organization with semi-autonomous units grouped according to the services they provided. Today, eBay has a single division called Marketplace, which includes eBay and its international iterations.
Facebook is characterized by a multi-faceted matrix organizational structure. The company utilizes a flat organizational structure in combination with corporate function-based teams and product-based or geographic divisions. The flat organization structure is organized around the leadership of Mark Zuckerberg, and the key executives around him. On the other hand, the function-based teams are based on the main corporate functions (like HR, product management, investor relations, and so on).
Goldman Sachs has a hierarchical structure with a clear chain of command and defined career advancement process. The structure is also underpinned by business-type divisions and function-based groups.
Google (Alphabet) has a cross-functional (team-based) organizational structure known as a matrix structure with some degree of flatness. Over the years, as the company scaled and it became a tech giant, its organizational structure is morphing more into a centralized organization.
IBM has an organizational structure characterized by product-based divisions, enabling its strategy to develop innovative and competitive products in multiple markets. IBM is also characterized by function-based segments that support product development and innovation for each product-based division, which include Global Markets, Integrated Supply Chain, Research, Development, and Intellectual Property.
McDonaldโs has a divisional organizational structure where each division โ based on geographical location โ is assigned operational responsibilities and strategic objectives. The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets. And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions.
McKinsey & Company has a decentralized organizational structure with mostly self-managing offices, committees, and employees. There are also functional groups and geographic divisions with proprietary names.
Microsoft has a product-type divisional organizational structure based on functions and engineering groups. As the company scaled over time it also became more hierarchical, however still keeping its hybrid approach between functions, engineering groups, and management.
Nestlรฉ has a geographical divisional structure with operations segmented into five key regions. For many years, Swiss multinational food and drink company Nestlรฉ had a complex and decentralized matrix organizational structure where its numerous brands and subsidiaries were free to operate autonomously.
Nike has a matrix organizational structure incorporating geographic divisions. Nike’s matrix structure is also present at the regional and sub-regional levels. Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations).
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.
Samsung has a product-type divisional organizational structure where products determine how resources and business operations are categorized. The main resources around which Samsung’s corporate structure is organized are consumer electronics, IT, and device solutions. In addition, Samsung leadership functions are organized around a few career levels grades, based on experience (assistant, professional, senior professional, and principal professional).
Sony has a matrix organizational structure primarily based on function-based groups and product/business divisions. The structure also incorporates geographical divisions. In 2021, Sony announced the overhauling of its organizational structure, changing its name from Sony Corporation to Sony Group Corporation to better identify itself as the headquarters of the Sony group of companies skewing the company toward product divisions.
Starbucks follows a matrix organizational structure with a combination of vertical and horizontal structures. It is characterized by multiple, overlapping chains of command and divisions.
Tesla is characterized by a functional organizational structure with aspects of a hierarchical structure. Tesla does employ functional centers that cover all business activities, including finance, sales, marketing, technology, engineering, design, and the offices of the CEO and chairperson. Tesla’s headquarters in Austin, Texas, decide the strategic direction of the company, with international operations given little autonomy.
Toyota has a divisional organizational structure where business operations are centered around the market, product, and geographic groups. Therefore, Toyota organizes its corporate structure around global hierarchies (most strategic decisions come from Japan’s headquarter), product-based divisions (where the organization is broken down, based on each product line), and geographical divisions (according to the geographical areas under management).
Walmart has a hybrid hierarchical-functional organizational structure, otherwise referred to as a matrix structure that combines multiple approaches. On the one hand, Walmart follows a hierarchical structure, where the current CEO Doug McMillon is the only employee without a direct superior, and directives are sent from top-level management. On the other hand, the function-based structure of Walmart is used to categorize employees according to their particular skills and experience.
Gennaro Cuofano is a CRO and tech executive who has worked in AI since late 2015, starting with bringing NLP, natural-language generation, voice and chatbot products to the marketing industry. His background is in law and finance: he holds a Master's degree in Law and an International MBA with an emphasis on corporate finance (LUISS Business School and the University of San Diego, 2012), and worked as a financial analyst at a real-estate investment firm in San Diego and as an assistant controller. His work focuses on business model strategy, business engineering and, more broadly, structural analysis: how companies make money, read from their own filings. He created FourWeekMBA and leads research there and at The Business Engineer, his newsletter on AI and business strategy, with over 95,000 subscribers and more than 1,000 published analyses. His writing has also appeared on Entrepreneur (for example, How to Digitize a Family Business in Europe) and HackerNoon. Find him on LinkedIn and Substack. See how we source.
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