Activating Strategic Agility Research 2022

Running head: ACHIEVING STRATEGIC AGILITY
Activating Strategic Agility in the Private Sector Companies using AHP
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ACHIEVING STRATEGIC AGILITY 2
Introduction
Most of the private companies lacks strategic agility. Most private enterprises at UAE
place too much emphasis on the formulation of management systems and management
procedures in organizations, neglecting the incentive mechanism for establishing and improving
enterprises. private enterprises, for cost considerations, rarely recruit new people through
professional career agencies, most of them are selected by entrepreneurs themselves, or
introduced by others. Generally speaking, there is a relationship between the operator and its
employees. A good personal relationship and a better understanding of employees, but
sometimes due to personal reasons of the operator, such as its personality, experience,
prejudices, etc., it causes improper employment and causes losses to the company. It should be
noted that lack of strategic agility is attributed to the fact that private companies in UAE often
face such issues because they have to make decision by considering multi-criteria, multi-factorial
and a lot of subjective factors. Fortunately, Analytic Hierarchy Process model (APH) is a handy
tool in such cases. Using United Arab Emirates private organization as our case specimen, the
paper will demonstrate how government, institutions or organizations can combine multiple
subjective factors, rank them, rate them and finally model them to make a justified decision that
integrates multiple criteria.
Research questions:
1. What is the possible mechanism to activate the role of strategic agility in the private
sector companies of the United Arab Emirates?
2. What is the relative importance of strategic agility in the private sector companies of the
United Arab Emirates?

ACHIEVING STRATEGIC AGILITY 3
3. What are the benefits of using the Analytic hierarchy process to activate the role of
strategic agility in private sector companies of the United Arab Emirates?
Literature review
Basically, strategic agility can be achieved through organizational dimension, people
dimension, technology dimension, planning dimension and innovation dimension. However,
these dimensions are influenced by a series of underlying factors that have different influence.
Organizational dimension
In order to achieve strategic agility, it is necessary to do well in the early stage to
discover the value driving factors, formulate the value promotion strategy, and form a complete
and effective management system. To achieve this goal, the internationally popular integrated
performance management system in recent years is a scientific and efficient planning and control
system (Oyedijo, 2012).
According to the company's goals and the personal conditions of employees, the
company uses human resource management to create an ideal organizational atmosphere, make
career plans for employees, and carry out horizontal and vertical posts or position adjustments
through continuous training. Personal value motivates employees to take the success of the
company as their obligation, encourages their creativity, creates a harmonious and up-to-date
working atmosphere, cultivates employees 'positive work style, changes employees' thinking,
improves the quality of the workforce, and makes employees passive and active (Oyedijo, 2012).

ACHIEVING STRATEGIC AGILITY 4
In the late twentieth century, American performance analysis expert Gary Ashwas put
forward the concept of integrated performance management, also known as IPM. The essence of
this management idea is to combine the strategy implementation process with value management
tools. Effectively enhance the value brand of the enterprise. It is implemented through a series of
specific means and methods. It is a strict and unified system to ensure the achievement of goals.
There are the following basic aspects: ① set goals in advance and propose performance to be
achieved in the future; ② evaluate goals and collect opinions extensively; ③ submit operationally
feasible solutions; from this we can see that IPM is a performance management system. It is the
management method to improve the value of the enterprise.
An enterprise is an organism composed of departments with different
responsibilities. There is a horizontal and vertical relationship between various departments and
levels. The performance management system designed is expected to fully consider the goal of
increasing the value of the company and shareholders. These relationships make the structure of
the performance management system compatible with the essential structure of the value of the
enterprise, and each link performs its own duties and is related to each other, thus running
smoothly (Charbonnier-Voirin, 2011).
If an enterprise wants to effectively implement integrated performance management and
become a value management enterprise, it must link its activities with the goals of the
organization, it must improve its information and communication platform, it must effectively
monitor and lead the entire performance management process, and it must make Employees can
apply performance evaluation and realization concepts under value management (Charbonnier-
Voirin, 2011).