OM 3.docx - Implementing Strategies with Minimal Operational Disruption Kaplan and Norton 2006 The persistent quest for new hierarchical structures and

OM 3.docx - Implementing Strategies with Minimal...

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Implementing Strategies with Minimal Operational Disruption; Kaplan and Norton, 2006 The persistent quest for new hierarchical structures and systems in an organization is driven by essential changes in the business environment, such as competitions and the ever- fluctuating markets and economy. Companies have been forced to remodel strategies of operation, shifting focus from physical assets and finances to human resources, viewed as the fundamental core of any organization. According to Kaplan and Norton (2006), as new opportunities are presented due to new policies and the emergence of new markets, focus on operational strategies becomes a rubric for organizational success. Companies have found themselves entangled in the redesigning process, which, apart from being quite costly, hugely disrupt production and operation. Employees have to be ready to embrace and implement strategically changes swiftly, but Kaplan and Norton (2006) argue that different approaches can efficiently steer desired change. DuPont Engineering was forced to reevaluate its operational
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