What, if any, are the catalytic mechanisms in your organization? What is the link between vision, goals, and catalytic mechanisms? Collins implies that using catalytic mechanisms is not a widely employed management practice. Has that been your experience? What are the barriers to using catalytic mechanisms? What are the benefits?
While the purpose of a catalytic mechanism is to essentially take a business “by it’s horns” and establish processes and core structures that works towards producing effective results internally and externally, it may not necessarily provide the thoroughness needed when mid to large sized companies are involved. The problem with establishing catalytic mechanisms is that it doesn’t establish who, within the organization, should reinforce these procedures. This one single point of contact is key for enforcing such an affect on the organization.
A year ago, the executives at my company began planning on the restructuring of how our products would be managed through the various cycles of planning, development, and execution. This process is called Product Life Cycle Management (PLCM). PLCM promised to deliver the following:
1. Checks and balances
2. Eliminate bureaucracy
3. EVERY single person involved would impact the process. Any individual who did not influence any part of any of the planning, development, and execution stages, would have their position restructured. Otherwise, they would be fired.
4. Streamlined processes across the board
5. Increase in communication across all departments. Getting rid of silos.
6. A system by which the various departments could feel a sense of camaraderie and support.
PLCM officially launched World Wide in October of 2007. While only 2 fiscal quarters hav ...