What, if any, are the catalytic mechanisms in your organization? What is the link between vision, objectives and catalytic mechanisms? Collins suggests that the use of catalytic mechanisms is not a widely used management practice. Is this your experience? What are the obstacles to the use of catalytic mechanisms? What are the advantages? Although the goal of a catalytic mechanism is essentially to take a business "by the horns" and establish core processes and structures that aim to produce effective results internally and externally, it does not necessarily provide the necessary rigor mid-term. large companies are involved. The problem with establishing catalytic mechanisms is that it is not possible to determine who within the organization should reinforce these procedures. This single point of contact is essential to having such an effect on the organization. A year ago, my company's leadership began planning to restructure how our products would be managed through the various planning, development, and execution cycles. This process is called Product Life Cycle Management (PLCM). PLCM has promised to provide the following:1. Checks and balances2. Eliminate bureaucracy3. EVERY person involved would have an impact on the process. Anyone who does not influence any part of the planning, development and execution stages would have their position restructured. Otherwise, they would be fired.4. Streamlined processes at all levels5. Increased communication across all departments. Get rid of silos.6. A system through which different departments could feel a sense of camaraderie and support. PLCM was officially launched worldwide in October 2007. While only 2 fiscal quarters have passed, PLCM has already garnered much disapproval. Complaints include lack of consistency at all levels, checks and balances are not distributed equally and/or correctly, and lack of communication has not improved. Consistency has proven over time that it is not established through simple declarations or assertions that promote change. . This requires all parties involved to remain dedicated and engaged in the process and actively seek new methods that promote this change. In other words, for PLCM to work at all levels, ALL departments involved must adhere to the new processes that THEY developed and submitted to leadership a year ago. The overall goal of management was for departments to streamline their workforce. This would guarantee a start of efficiency. However, some of the key players in the overall process (directors and their direct reports) preferred not to change anything in their department...