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?