Middle managers are often at the center of efforts

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• Middle managers are often at the center of efforts to develop tactical plans to implement established strategies. How are tactical plans typically established? What challenges confront middle managers charged with strategy implementation?
• Beer and Eisenstat identify what they call 'silent killers' of strategy implementation and learning. Provide concrete examples - preferably from your own experience - of how these 'silent killers' sabotage strategy implementation. Why do Beer and Eisenstat add 'learning' to the list of victims of these 'silent killers'?
• What are the fundamental tensions that Dodd and Favaro identify? How does finding the balance among these tensions impact middle managers? Give examples from your experience.

Reference no: EM13775857

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