Essay Sample on Flywheel and Doom Loop

Introduction

The flywheel concept is the implementation of a business strategy using a slow process that resembles the flywheel analogy. According to Jim Collins, implementing a new policy can be similar to bringing a large wheel into motion (Haden, 2014). At first, the wheel requires a great deal of effort to get into motion. However, the wheel gains momentum and moves faster with each successful turn. The flywheel principle is contrary to the doom loop, which uses a fast and careful process of implementing new strategies (Collins, 2009). According to Collins, an organization that finds themselves within the doom loop initiate new programs or new direction that fail to gather momentum.

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I observed two organizations that were trying to prevent illegal goods from entering their country. The first organization followed the flywheel principle while the other one was caught up in a doom loop. The different strategy implementation techniques caused the difference between the two organizations. The first company that had the flywheel model went by a step-by-step action process with full backing from the management. The management dedicated all of the organization's resources to try to implement the new strategy. For almost two decades, the organization has been making progress in its approach. The implementation didn't have any launch event or miracle moment that would qualify as the defining moment for the organization. In the flywheel system, the management uses tactfully managed short term pressures (Cassellius, 2006). In the early stages, the director was the only one who could see the potential of the strategy. However, as the organization accumulated small successes with small drug busts, more people came on board. The organization that went into flywheel benefited from the results of the drug busts. The modest results are essential for winning over the pragmatists to get behind the flying wheel and provide a boost for the wheel to move faster and gain momentum (Flywheel Concept, n.d.). The second organization was caught up in a doom loop cycle when they launched several programs to try to generate success (Molloy, n.d.). There was significant hope placed upon the new plans because the employees were very motivated for the new programs. They tried incorporating their operations with other organizations in some form of merger. However, the organization's programs produced disappointing results, which in turn affected the employees' reactions. As most organizations caught in a doom loop cycle, the organization ends up in a downward spiral characterized by depreciating results (Harro, 2004)The contrast between the two organizations indicates that the reason behind most institutions falling into the doom loop is that they fail to utilize the hedgehog concept. They rely on motivation instead of building on results. The hedgehog concept requires the organization to specialize at one particular path instead of trying to pursue several avenues at once (Wexler, Wycoff, & Fischer, 2007). In that instance, the unit fails to place its maximum effort behind the new strategy. Working on several programs or directions at once works to excite the employees and base the success of the new policy on their motivation. However, motivation is likely to be affected the moment the wheel hits the first bump, and that prevents the wheel from building momentum.

Conclusion

Building momentum is essential for public safety organizations. It is necessary for the people to be energized by results and line up behind the wheel (Osse et al., 2014). The flywheel allows the organization to concentrate on the continued improvement of outcomes, which depends on the delivery of public safety. That focuses the attention of the organization on the public hence improving their quality of service.

References

Cassellius, B. (2006). Using Relationships, Responsibility, and Respect to Get From "Good to Great" in Memphis Middle Schools. Middle School Journal, 4-15.

Collins, J. C. (2001). Good to great: Why some companies make the leap-and others don't. New York: HarperBusiness.

Flywheel Concept. (n.d.). Retrieved from Strategic Toolkit: http://strategictoolkits.com/strategic-concepts/flywheel/

Haden, J. (2014, January 21). Best From the Brightest: Jim Collins's Flywheel. Retrieved from Inc: https://www.inc.com/jeff-haden/the-best-from-the-brightest-jim-collins-flywheel.html

Harro, T. (2004, May 01). Lessons from the doom loop. Retrieved from Fast Company: https://www.fastcompany.com/49293/lessons-doom-loop

Molloy, J. (n.d.). The Dynamics of Good to Great. Retrieved from Systems Thinker: https://thesystemsthinker.com/the-dynamics-of-good-to-great/

Osse, A., Tars, E., Ahmad, N. H., Young, T., Githuku, G., & Saeid, S. (2014, February 21). Keeping the Momentum: How to maintain commitment and credibility. Retrieved from New Tactics: https://www.newtactics.org/conversation/keeping-momentum-how-maintain-commitment-and-credibility

Wexler, C., Wycoff, M. A., & Fischer, C. (2007). "GOOD TO GREAT" POLICING: Application of Business Management Principles in the Public Sector. Washington, D.C: Police Executive Research Forum.