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?