Organizations while pursuing their chosen objectives get disconnected. What can be the reasons/
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Article Disconnects and Consequences in Organization Theory?
In strategic thinking, objectives are established after a detailed analysis is made of the internal business environment and the external business environment. Thus, all the strategic decisions should be done in concordance with the dynamics of the external business environment. Disconnection may happen when managers do not pay attention anymore to the external business environment dynamics, or are rigidly focused on their planned strategy. There also an interesting connection between the strategic planning and perception of time dynamics. When we consider future in front of us and time dynamics known, then we plan for the future and keep going toward that future as if it remains unchanged. However, there is the reverse interpretation that future comes to us and we have to react to all the changes that may happen as a result in the external environment. That means to develop emergent strategies. Please, read the book "Emergent knowledge strategies" written together with professor Ettore Bolisani from Padova University and published recently by Springer International. You can find all the chapters of this book on ResearchGate, on my profile. It might help you in understanding the disconnection phenomena. I attached only one chapter of this book. I hope you will enjoy reading it.
Gareth Morgan also addresses this quite graphically in his book, Images of Organizarions. I have used his graphic many times in my classes as a way to illustrate organizational structures versus theor environments along an axis of five specific characteristics - shown also here on page 334 (cited in my own writings) http://www.dtic.mil/get-tr-doc/pdf?AD=ADA441765
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