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When information hoarding becomes rife, collaboration stops

The global supply chain is a complex system and its success largely depends on the ability of its stakeholders to collaborate.
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Global Supply Chain Group - vivek BWVivek Sood: Sydney based managing director of Global Supply Chain Group, a strategy consultancy specializing in supply chains. More information on Vivek is available on and more information on Global Supply Chain Group is available 

Vivek is the Managing Director of Global Supply Chain Group, a boutique strategy consulting firm specialising in Supply Chain Strategies, and headquartered in Sydney, Australia . He has over 24 years of experience in strategic transformations and operational excellence within global supply chains. Prior to co-founding Global Supply Chain Group in January 2000, Vivek was a management consultant with top-tier strategy consulting firm Booz Allen & Hamilton.

Vivek provides strategic operations and supply chain advice to boards and senior management of global corporations, private equity groups and other stakeholders in a range of industries including FMCG, food, shipping, logistics, manufacturing, chemicals, mining, agribusiness, construction materials, explosives, airlines and electricity utilities.

Vivek has served world-wide corporations in nearly 500 small and large projects on all continents with a variety of clients in many different industries. Most of projects have involved diagnostic, conceptualisation and transformation of supply chains – releasing significant amount of value for the business. His project work in supply chain management has added cumulative value in excess of $500M incorporating projects in major supply chain infrastructure investment decisions, profitable growth driven by global supply chain realignment, supply chain systems, negotiations and all other aspects of global supply chains.

Vivek has written a number of path breaking articles and commentaries that are published in several respected journals and magazines. Vivek has spoken at several supply chain conference, forums and workshops in various parts of the world. He has also conducted several strategic workshops on various aspects of supply chain management. He received his MBA with Distinction from the Australian Graduate School of Management in 1996 and prior to these studies spent 11 years in the Merchant Navy, rising from a Cadet to Master Mariner.

More information on Vivek is available on  and more information on Global Supply Chain Group is available on

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Introduction: Information hoarding presents a unique set of challenges for organizations. It can undermine collaboration, as it prevents critical information from being shared between parties. This can ultimately lead to inefficiencies and decreased productivity levels throughout the business. Furthermore, when information hoarding becomes rife, teams become unable to share knowledge or work together towards common goals, thereby impeding collaboration and increasing risk. By understanding why information hoarding occurs and how to identify it early on in an organization, business leaders can mitigate this risk and ensure that collaboration is truly promoted within their organization.

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When information hoarding becomes rife, collaboration stops due to a lack of trust. Hoarding is the act of withholding important data and resources from others. When people hoard information, they do so with the belief that it will give them an advantage over their peers or colleagues. This creates an environment of mistrust, as people are unsure if those who are hoarding have shared all relevant information or not. As a result, collaboration suffers because nobody wants to work together when there is potential for exploitation or favoritism.
The primary cause of information hoarding is fear: Fear that one’s own ideas won’t be appreciated; fear that someone else will take credit for their hard work; fear that their efforts won’t be rewarded fairly; and fear of losing control over their own decisions.

Information hoarding is a serious problem that can lead to the demise of collaboration. When information becomes hoarded, only certain individuals have access to it, creating an environment where collaboration cannot take place. This restricts the flow of knowledge and ideas between all members of the team, leading to a decrease in productivity. Moreover, if critical information is withheld everyone’s effort could be wasted due to lack of communication and coordination.


To prevent this issue from occurring, leaders should encourage open communication between team members and ensure that no one individual holds too much power over company data. Additionally, teams should use tools such as enterprise software to store key business information so that all members of the organization can benefit from its use equally. Finally, organizations should create systems and processes that enable employees to share information freely with their colleagues without fear or retribution from those who are higher up in power than them.


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When information hoarding becomes rife, collaboration stops. This is an issue that has been seen in many organizations, especially within the corporate world. An example of this problem can be seen in a company where one department manager keeps critical information to themselves and will not share it with other departments. As a result, other departments cannot collaborate effectively and must work around the lack of data. This makes communication and collaboration between departments difficult, impeding progress on projects.


Another way that information hoarding can impede collaboration is when an individual holds back details from their team. For example, if a team member has important knowledge but doesn’t volunteer it during meetings or conversations, then the rest of the team may not receive this crucial information needed for making decisions or working together effectively on projects.


When information hoarding becomes rife, collaboration stops. This phenomenon is known as the tragedy of the commons, where individuals selfishly hoard resources at the expense of others. In organizations, it is especially detrimental because it hinders team-building and innovation and can lead to stagnation in a shared work environment. To prevent this from happening, organizations must create an atmosphere of openness and trust by rewarding collaborative behavior. Furthermore, they should ensure that everyone has access to the same information by providing opportunities for shared learning and knowledge exchange. By recognizing each individual’s contributions while simultaneously fostering collective responsibility, a culture of collaboration can be cultivated within any organization and thus help prevent information hoarding and its resulting decrease in productivity. Ultimately, by understanding not only the consequences but also the causes of information hoarding companies can take steps to foster productive collaboration among their workers.



The global supply chain of products is an immense and complex system. It involves the movement of goods from the point of origin to the point of consumption, with intermediate steps that involve resources, materials and services to transport them. A supply chain encompasses activities such as purchasing, production, distribution and marketing in order to satisfy customer demands. Companies rely on a well-managed supply chain to meet their business goals by providing quality products and services at competitive prices.

Efficiently managing a global supply chain requires considerable effort, particularly when dealing with multiple suppliers located around the world. Complex logistics tracking systems are needed to monitor product movements from one place to another. Technologies such as artificial intelligence (AI) can help companies keep track of shipments across different locations for greater visibility into their processes.

what did Our Reader say?

(549 rating) 1676,People
global supply chain group

Chief Operating Officer Graphite Energy

I have experience with many of the well-known top-tier strategy firms but chose Global Supply Chain to support me on my supply chain projects. They always meet and exceed my expectations due to the quality of the work, the ability to work collaboratively with internal teams, and the flexibility to adjust the project approach when required.

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CEO - Large Global transnational corporation From: FOREWORD - OUTSOURCING 3.0

When I engaged Vivek’s services for supply chain transformation in one of the companies I was heading, we expected the careful and methodical approach that he was famous for... I was pleased to note that the original target set for 3 years was surpassed by almost 70% in just 18 months.

global supply chain group

Vice-President Supply Chain Asia Pacific

I have used their services for several business transformations and workshops in many companies. Each time an outstanding workshop and project result was delivered ensuring the success of the business transformation project. Savings surpassed $25 Million per annum in one case. Very powerful ideas, were implemented very diligently.

Global Supply Chain Group - Jean Briac Le Dean

Jean-Briac Le Dean
Co-Founder & Agen

Vivek is a very collaborative and open leader who leads teams by example. Whether internal teams, or clients teams, all are impressed by his intensity, energy level and drive to make things a little better.

Global Supply Chain Group - Lorna Calder Johnson

Lorna Calder Johnson
Omni-Channel Product Marketing
P & L Executive

Vivek's transformation expertise is apparent from his results and dedication to operations and supply chains. His strategic expertise, knowledge and network make him a standout even among an excellent team.

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