Can islands of excellence be replicated?

YES AND NO.

By the very concept, islands are unique entities – standing apart from the mainstream – waiting to be reached through an extra and external effort. When they are adored with an additional glory of ‘excellence’, it would indeed put them on a class apart from the normal performers or regular existential organics.

They attain their glory, thanks to a set of faiths, systems, structures, precepts and practices which distinguish them from those who are victims of the beaten tracks, unwilling to explore, finding its safe to live in comfort zones, and search for an umbrella both for the shine and the rain. They define their own path of progress, set norms and goals; establish wiser roads to achievable targets and demonstrate their capabilities to the universe around, without making ado.

Replication of their glory to other systems is always the desire of either under-performers or those who want to learn from experiences that are not the own, and occasionally to sparkle as an artificial diamond to find an easy market value. Nevertheless, if those knowledge systems and performance profiles can benefit others to a limited personal value and largely to a social value – it is worth making an effort in this direction.

Each set of knowledge capsules and skill sets of an island of excellence can be moduled in an implantable manner and re-positioned to other adaptable systems for growing newer plantations of growth which are more healthy, dynamic, productive, measurable and deliverable. This can bring about a cultural change in the ethos and discipline of learning and performance of these new pastures and can result in meaningful learning experiences.

What are the limitations for such a transplant?

1. The DNA and the eco-systems of both needs to have basic synergy. In the absence of conceptual synergy without a match in vision and mission, the efforts may be just an experiment resulting in the wastage of time and energy.

2. The preparation of the resource systems (including human resources) has to be meticulous. In an unprepared soil lacking fertility, the newer ideas may not grow, find resistance and lead to more chaos, oftentimes driving one to retrace the path. This will have more long term and sustainability issues.

3. The mind-maps of those who are the core drivers of the new forces of action have to be not only focused on the central faith systems of the implants but also be able to transmit positive thoughts in the systems under their control and thus develop at each level a universe of faithful and committed agents for change and transformation.

4. Transformation should never be attempted holistically but should be facilited to emerge and grow within the system in an organic manner. Forced treatments will develop repulsive forces and action damaging the nucleus of the existing structures.

5. Comparative and Competitive measurements between the original and the newer systems have to be avoided as mostly they would lead to explanations for non-performance or non-transformation. The measurement of the dynamics of excellence has to be incorporated within the system and should act as a morale and performance booster for those working within the system.

Learning some of the best practices prevalent in the islands of excellence may be an easier step than to replicate, as trust in the generic profile of the organization is important to sustain its inherent and latent strength.

Well, the replication of the Islands of Excellence may not be a miracle, but the magicians who would bring about the transformation are far and few.