How do disruptive strategies impact middle managers

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Kaplan & Norton suggest techniques for implementing strategies without disrupting organizations. Provide examples from your work experience of disruptive and non-disruptive strategy implementations.

Were the strategies that did not disrupt the organization deliberately designed so as not to be disruptive?

Is it sometimes appropriate - even necessary - to design strategies with the intention of disrupting organizations? Can implementing disruptive strategies constitute a strategy for organizational change? How do disruptive strategies impact middle managers?

Reference no: EM13224164

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