With the spread of the coronavirus pandemic, the idea of how we work has undergone a comprehensive revision. Everything about work has undergone significant changes. The ongoing processes of rethinking the work environment are affecting all aspects and activities. The traditional hierarchical structures that used to be considered the indisputable foundation of business functioning in the modern era have been replaced by team networks. The idea of team networks has spread to every business, to companies of all industries and sizes around the world. Like any other theory, the idea of team networks relies on certain principles. Let's take a look at what these principles are. So, among the main ones we shall mention such as:

• The key to business success is experienced leaders and mission, concentration of people and team leaders on consumers, product, market, individual segments, as well as on achieving common goals and objectives.
• KPIs should be determined by the team. It is necessary to create motivation for the teams to set their own KPIs, goals and objectives, to strive to achieve them.
• Unity of teams due to information exchange. Separate departments should be gradually replaced by a single information center, because this provides the coordination of the goals, tasks, information and different data.
• Inter-team and interdepartmental learning requires support, encouragement, and incentives. Roles and functions should be changed periodically: in particular, marketing specialists should not only be trained in the marketing department, and these ideas apply to all roles, departments and functions, but this can be achieved by breaking down the "walls and barriers" between departments and divisions.

Making changes and reconfiguring organizational structures is definitely not the easiest task, but that does not mean it is impossible. First, we should focus on the principles described above. We should abandon universal managers and concentrate on expert managers, i.e., specialist managers. In addition, attention should be paid to information centers, and after that to middle managers. You should sort out their roles, determine whether you can find reasons and arguments to demonstrate their effectiveness, or you can give up some roles, and after that empower your teams through the implementation of ideas and actions. You need to build a team culture in which the team is encouraged and rewarded rather than individuals, if that is acceptable, to eliminate and prevent disagreements within the group and to empower your teams.

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The concept of the command network has rapidly burst upon us with the advent of the new millennium thanks to digital technology and has become even more important in the face of the coronavirus pandemic. By removing barriers to the free flow of information, people's work and creativity, you can be confident in the success of your teams, especially if it is welcomed and encouraged in a free work environment.