What, if any, are the catalytic mechanisms in your organization? What is the link between vision, goals and catalytic mechanisms? Collins implies that the use of catalytic mechanisms is not a widely used management practice. Was this your experience? What are the barriers to using catalytic mechanisms? What are the advantages? While the purpose of a catalytic mechanism is essentially to take a business “by the horns” and establish central processes and structures that work to produce effective results internally and externally, it may not necessarily provide the completeness needed if large companies are involved. dimensions. The problem with creating catalytic mechanisms is that you don't establish who within the organization should enforce these procedures. This single point of contact is critical to imposing this effect on the organization. A year ago, leaders at my company 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 promised to provide the following:1. Checks and balances2. Eliminate bureaucracy3. EVERY single person involved would have an impact on the process. Any individual who did not influence any part of the planning, development and execution phases would have their position restructured. Otherwise they would be fired.4. Streamlined processes across the board5. Increased communication in all departments. Get rid of silos.6. A system through which various departments could feel a sense of camaraderie and support. PLCM was officially launched worldwide in October 2007. Although only 2 fiscal quarters have passed, there has already been a lot of disapproval of PLCM. 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 achieved by making simple declarations or affirmations 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 other words, for PLCM to work at all levels, ALL departments involved must adhere to the newly outlined processes that THEY developed and presented to executives a year ago. The managers' overall goal was for departments to streamline their staffing. This would ensure the onset of efficiency. However, some of the crucial participants in the overall process (directors and their direct subordinates) preferred not to change anything about their department.