Until recently, some departments in organizations of all sizes believed that the company’s strategic plan and its related objectives were secrets

that should be restricted to senior management, excluding the rest of the team—which includes everyone in the organization at every level, from managers to

عامل الأمن.

While some believe that sharing an organization’s vision, mission, and values is enough to communicate its strategy to internal and external stakeholders, a group of

business owners still favor keeping strategy secret, viewing it as a form of discretion and protection from competitors.

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 خطأَ إداري فادح

Over the past two decades, some managers—who studied modern management and put its principles into practice—have recognized that this is a serious management mistake that must be corrected,

and that sharing the strategy is no longer limited to governments, ministries, or official institutions.

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سبعة أسباب

In a discussion with a Harvard Business School professor more than ten years ago about which levels of management should have access to an organization’s strategy,

المؤسسة، أجابني بدون تحفظ بأن جميع المستويات يجب أن تعلم بالخطة الاستراتيجية للمؤسسة؛ for the following reasons:

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1 > It motivates them to achieve the strategy’s goals: every employee wants to contribute to the organization’s growth and prosperity by working together.

Everyone. Of course, this will have the greatest impact on strengthening every employee’s sense of belonging to the organization—a quality that most private- and public-sector organizations lack.

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2 > يمنحهم الثقة في الاستمرار بالعمل أو ما يعرف “بالأمن الوظيفي”؛ وبالتالي استمرار دخله دون انقطاع، بل ويحصل على الترقيات والمكافآت

and more, as long as the organization continues to grow and thrive.

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3 > It fosters self-discipline and comprehensive oversight, enabling them to assess themselves and those around them and determine how far they have strayed from the right path toward achieving those goals.

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4 > It will have the greatest impact on uniting everyone in pursuit of these goals. It also eliminates destructive informal internal cliques, or “islands”

within organizations, which can take many forms and engage in various activities. They may form along organizational lines, with the sales department becoming one island, the production department another, and so on

Marketing, sales, and other areas. They may be based on nationality, ethnicity, sectarian affiliation, or sometimes tribal affiliation, among other false criteria. All of these may exist

criteria and silos when the entity’s strategic objective is unclear.

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5 > -Motivates them to develop their scientific and technical skills and fosters fair competition to achieve better performance, because they believe that promotions will be based on

their actual contribution to achieving strategic objectives.

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6 > -Makes it possible to hold the entire team accountable for deviating from or adhering to the implementation of those objectives.

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7 > -Establishes management’s credibility first with the team, and then with external parties, affecting competition and sometimes even influencing the determination of market share

The company’s market position in the products or goods sector it serves.