02602cam a22003378i 450000100090000000300070000900500170001600800410003301000170007402000250009104000250011604200080014105000260014910000560017524500840023126000090031526300090032426400680033330000160040133600210041733700250043833800230046349000370048652015860052365000240210965000250213365000170215865000270217565500240220283000380222619344878US-DLC20171029072100.0161017s2017    mau           000 0 eng c  a  2016041613  a9781633692589 (pbk.)  aMH/DLCbengcMHerda  apcc00aHD30.28b.C64317 20171 aCollins, James C.q(James Charles),d1958-eauthor.10aTurning goals into results :bthe power of catalytic mechanisms /cJim Collins.  c2017  a1705 1aBoston, Massachusetts :bHarvard Business Review Press,c[2017]  a78 pages cm  atext2rdacontent  aunmediated2rdamedia  avolume2rdacarrier1 aHarvard Business Review classics  aMost executives have a big, hairy, audacious goal. They write vision statements, formalize procedures, and develop complicated incentive programs--all in pursuit of that goal. In other words, with the best of intentions, they install layers of stultifying bureaucracy. But it doesn't have to be that way. In this book, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps translate lofty aspirations into concrete reality. Catalytic mechanisms, the crucial link between objectives and performance, are a galvanizing, nonbureaucractic means to turn one into the other. What's the difference between catalytic mechanisms and most traditional managerial controls? Catalytic mechanisms share five characteristics: (1) they produce desired results in unpredictable ways; (2) they distribute power for the benefit of the overall system, often to the discomfort of those who traditionally hold power; (3) catalytic mechanisms have teeth; (4) they eject "viruses"--those people who don't share the company's core values; and (5) they produce an ongoing effect. To illustrate how catalytic mechanisms work, the author draws on examples of individuals and organizations that have relied on such mechanisms to achieve their goals. The same catalytic mechanism that works in one organization, however, won't necessarily work in another. Catalytic mechanisms must be tailored to specific goals and situations. To help readers get started, Collins offers some general principles that support the process of building catalytic mechanisms effectively.-- 0aStrategic planning. 0aSuccess in business. 0aBureaucracy. 0aOrganizational change. 02localaPrint books. 0aHarvard business review classics.