Catalytic Mechanisms in Business

710 Words3 Pages
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 have passed, there has already been much disapproval of PLCM. Complaints include, lack of consistency across the board, checks and balances are not distributed equally and/or properly, and the lack of communication has not improved. Consistency has proved over time that it is not established by making simple statements or claims that promote change. It requires that all parties involved remain dedicated and committed to the process and actively pursue new methods that foster this change. In another words, for PLCM to work across the board, ALL departments involved need to abide by their newly outlined processes THEY had developed and submitted to the executives a year ago. The overall goal from the executives was for departments to streamline their headcount. This would ensure the beginnings of efficiency. However, some of the crucial participants to the overall process (directors and their direct reports) have preferred not to change anything about their department.
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