Keeping Essay Strategies Secret Is Essential In Some Organizations.

Reasons for Keeping Strategies Secret

The construction of strategy is essentially important in all the organizations. The strategist of the company named Agility Logistics of Kuwait framed the strategies for some reasons. The strategies are revealed to the top executives but they are not revealed to the other employees of the company. There are certain justified and unjustified reasons for the formulation of the strategies. There are essential reasons for formulating the strategies in the company. The Agility Logistics deals with the industrial transportations. The company deals with the manufacturing of the industrial transports. The company has formed certain strategies, few of which are revealed to all the employees and few are not revealed. Only the top official executives are aware of the strategies (Baker 2014).

The first and foremost reason is to set direction and priorities. The strategies designs the way of working of the organization. To run an organization smoothly the formulation of the strategies is essentially important. The strategies establish the priorities for the work in the organization. The strategy justifies the view of the success of the organization. Few strategies should not be hidden from the employees as the major motive of the formulation of the policy is to help the people know their job function and job role. It helps to prioritize the work of the employees. In some cases the strategies are hidden from the employees who sometimes have adverse effects. Without a clear articulation of the strategy the employees shall find the highest driving factor to be the secondary treatment (Cozzolino, Wankowicz and Massaroni 2017).

The stakeholders of the Agility Logistics kept the compensation information new a secret. They did that to avoid the using of the same by the employees during the salary negotiations. It has begun to change in some quarters. The stakeholders are able to get an amount of strategic advantage from this. The person is able to have information that the other person don’t have. Similarly the stakeholders were silent about their new business plan which included the new partnership with other Transport Manufacturing Company. The reason behind keeping this as a secret is to maintain the privacy of the news. The stakeholders must maintain privacy in the relationship between the executive body and the employees. The privacy should be maintained between the employees and the top officials. There should be a formal relationship that should be maintained. This is one of the reasons of keeping the strategies secret from all the employees. Moreover the other reason behind this is to avoid the backlash from the political parties (Demil et al.  2015).

Mechanisms to Survive in the Market

The other reason of keeping the strategy secret is the chance of having a negative consequence for the secret holders. In case the information is widely known there was a chance of knowing it widely. The people who are engaged in all sorts of illegal activities usually hold these secrets for certain obvious reasons. It is safe to keep the information secret in this case. The Agility Logistics had some legal issues at one point of time. At that time the company did not reveal the legal issue to their employees. The strategy that the stakeholders adopted at that time was necessary to be kept a secret as it could create a negative impact on the employees (Estampe et al.  2013).

The decision of some surprise party is sometimes kept a secret y the strategy makers. The strategy makers form the strategy to arrange for a surprise party in the company for the motivation of the employees. The Agility Logistics hosts annual surprise party. They do this in order to motivate the employees and keep them active in their curricular activities. This strategy is not revealed to all the employees of the company. Only the top executives know about the plan. In such case it is justified as the plan would be ruined if all the employees knew about the plan. The motif behind the plan would get destroyed if the plan was revealed to the employees (Ivanov 2015).

In this company the secrets are valuable as the director of the company did not reveal the news of the change in the manufacturing parts. He thought of bringing a change in the brand and the quality. He replaced the brand that he used to use. Only the top executives knew about the change. He took the decision in order to bring a change in the taste of the customers. The strategist formulated the strategy to avoid the biasness of the sense of the taste of the customers. The company kept it as a secret even from the customers. The customers did not notice the change therefore the product was launched during an ad campaign to make the people aware of the change. The leaking of this strategy would increase the rumor about the change and it would be somehow leaked in the market which would not destroy the motive of strategy. The customers would not find any interest in knowing the product any longer (Jackson, Schuler and Jiang 2014).

Conclusion

There are lots of mental burdens of keeping the secrets of the strategies. It takes a lot of mental effort. This is in the case of the valuable and justified reason of keeping the strategy a secret. Sometimes the strategies are not meant to be kept secret. It is not that necessary. In spite of all these it takes a lot of mental effort to hide any upcoming news and some effective strategy from all the individuals working in the company. Sometimes this is a problem as the there is a chance for the individual to leak the information unintentionally. This happens when the person is engaged in complex and complicated discussions (Mathieu et al. 2014). 

The strategies are ultimately formed keeping in mind certain factors. Certain major factors are to increase coordination between the workers in the workplace. The aim of keeping the strategies a secret is to bring together all the departments. The further objective of it is to simplify the process of making decisions by avoiding the chaos. Too many people involved in the decision making might end up in creating a chaos. Therefore the strategies are sometimes kept secret and revealed only after confirmation of the same (Johnson 2014).

In order to survive in the future market there is a need for Agility Logistics to undertake certain mechanisms in order to compete with other companies in the market.

The first and foremost mechanism that should be improved is the sustainability. The company must focus on the major reduction of the carbon emissions and further on the cost and the time in the chain of supply to the global and the premium customers. It must also concentrate on the improvement of the free carbon reporting for the customers. Compared to the other logistics company it should improve the sustainability by improving the greening of Agility operations which is possible through the reduction of the use of the electricity and the packaging waste (Mathieu et al. 2014).

The company must attain another framework that is adopting the strategy to improve the security issues. They should develop the response towards taking the steps regarding the security of physical goods of the clients of the company. There is a chance in the logistics company to get the goods of the clients getting affected. In order to survive in the market the Agility Logistics is required to provide authentic security systems of transport for better customer satisfaction in order to survive in the market (Pang, Mörtberg and Brown 2014).

The other framework that is to be adopted by the company is the community involvement framework. In it the company must involve the community in the investment plan. It should adopt policies to develop the community contributors with a determined focus on the education. It should adopt policies to educate the community about their products. It can be done in schools, colleges of Kuwait. Employee volunteer is required for this purpose (Pearlson, Saunders and Galletta 2016).

The final mechanism that the company must focus is on the development towards the fair, safe, diverse and healthy workplaces. There should be an in-depth up gradation of Agility`s fair labor program. It concentrates on addressing the human rights which challenge in the supply chain. It includes the development in the Agility`s Code of Business Conduct and the other key initiatives, for example the voluntary commitments to the World Economic Forum`s Partnership against the corruption initiative. The company must take initiative to convince the employees to promote the ethics courses. All the logistics company focuses on the same. In order to have a better position in the market it is necessary for the company to adopt this framework. The monitoring and enforcement mechanisms must be improved in order to increase the opportunity of the employees to report the ethical concerns in person with the use of any mail, or through any other online methods which is answered by the third-party company (Peppard and Ward 2016).

Therefore from the above analysis it can be concluded that the secret strategies are sometimes required to have in the company. It is created for the betterment of the company. While attaining the framework this is to mentioned that the plans of Agility should be to focus on the global market and extend the global subcontractor management program which will include the standards of the ethics, the environmental responsibility and the practice of the fair labor. In spite of all this the commitment of the company towards work makes it a well-known logistics company of Kuwait. 

References

Baker, M.J., 2014. Marketing strategy and management. Palgrave Macmillan.

Broman, G.I. and Robèrt, K.H., 2017. A framework for strategic sustainable development. Journal of Cleaner Production, 140, pp.17-31.

Cozzolino, A., Wankowicz, E. and Massaroni, E., 2017. Agility Learning Opportunities in Cross-Sector Collaboration. An Exploratory Study. In The Palgrave Handbook of Humanitarian Logistics and Supply Chain Management (pp. 327-355). Palgrave Macmillan, London.

Demil, B., Lecocq, X., Ricart, J.E. and Zott, C., 2015. Introduction to the SEJ special issue on business models: business models within the domain of strategic entrepreneurship. Strategic Entrepreneurship Journal, 9(1), pp.1-11.

Estampe, D., Lamouri, S., Paris, J.L. and Brahim-Djelloul, S., 2013. A framework for analysing supply chain performance evaluation models. International Journal of Production Economics, 142(2), pp.247-258.

Ivanov, K., 2015. Communication, Collaboration and Coordination during humanitarian relief efforts.

Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), pp.1-56.

Johnson, P.F., 2014. Purchasing and supply management. McGraw-Hill Higher Education.

Mathieu, J.E., Tannenbaum, S.I., Donsbach, J.S. and Alliger, G.M., 2014. A review and integration of team composition models: Moving toward a dynamic and temporal framework. Journal of Management, 40(1), pp.130-160.

Pang, X., Mörtberg, U. and Brown, N., 2014. Energy models from a strategic environmental assessment perspective in an EU context—What is missing concerning renewables?. Renewable and Sustainable Energy Reviews, 33, pp.353-362.

Pearlson, K.E., Saunders, C.S. and Galletta, D.F., 2016. Managing and Using Information Systems, Binder Ready Version: A Strategic Approach. John Wiley & Sons.

Peppard, J. and Ward, J., 2016. The strategic management of information systems: Building a digital strategy. John Wiley & Sons.