By: Rebecca Kersting Issue: Transformation Section: Inspirations Like many other insects, butterflies develop through a process called complete metamorphosis, the change from one form to another. Butterflies go through four stages in their lifetime—egg, caterpillar, pupa and adult, and their lifestyle varies considerably during each of these stages. During the larval stage, the caterpillar invests all its efforts into feeding and growing. Metamorphosis from larva to adult occurs during the pupa stage, whereby the larval tissues are broken down and develop into adult tissue while in the cocoon. Then, the adult butterflies are responsible for mating and carrying on the species.
Successful organizations have a lifecycle that is similar to that of the butterfly. Over time, they emerge, grow, evolve and mature. The key to this growth is being able to create potential and then turn that potential into actual accomplishment. Potential is gained when the infrastructure, resources and vision are developed and organized. Taking pertinent advice from the theories of organizational experts may also increase potential. However, even when stories of potential and accomplishment occur, it is only when organizational potential is allocated to support chosen, value-creating strategies that it becomes truly transformational.
The inability to transform theories and visionary goals into action is one of the most common blunders that organizations face. The key to this metamorphosis is to stop thinking and to start doing.
In order for collaborative efforts to take full advantage of their potential, efforts should be allocated to value-creating processes that support the organization’s vision. By systematically focusing only on actions that will support the organization’s vision, team members will be more likely to move in the direction of that vision. Just as something does not come from nothing, in an organization, potential does not transform into accomplishment by itself. Even the most honest and hard-working team members will fall below their potential if there is nothing driving them to perform at their best. That is why even temporary collaborative projects need someone to ensure that quality progress is made and deadlines are met.
Passionate project leaders are the guiding force behind transformation from vision to doing. They are responsible for motivating team members. They must coordinate and direct all resources where appropriate. Most important, they must provide motivation and highlight the final beauty. In this issue of ICOSA we will look at organizations who have transformed their potential into action. We will also look at the motivating leaders who are the driving forces behind these collaborative outputs. Hope you are inspired!