Robert Wynter, Contributor

When we speak about transformation, the questions are often asked: "What do you mean by transformation? and to what are you transforming?

Let us deal with the word transformation. The Wikipedia (internet encyclopaedia) lists many meanings for transformation (mathematical, chemical, biological, genetics, data, model, programme, vocabulary).

My favourite is: 'The introduction and use of seemingly revolutionary methods of mainly strategic nature to gain a permanent advantage over a perceived enemy'. The key words/phrases here are: 'revolutionary methods, strategic nature and permanent advantage over a perceived enemy'. Transformation therefore is not incremental change; it is not doing things a little better; it is not about working harder. The best example in nature is the transformation of the caterpillar to the butterfly.

To what are we transforming? Is that a better state than where we are? The answer lies in the Vision. Growth Facilitators is all about transformation. Our Vision is to see: The Caribbean transformed to the true paradise for all; 10 million tourists come to the region every year in search of paradise and usually find it.

Yet, it is an elusive dream for most of us who live here. Our contribution to achieving this Vision is by facilitating the transformation of organisations and individuals which we believe will result in the true paradise for all. In other words, our goals, objectives, actions and resources are all aligned to our vision to the extent that we reject offers for support to organisations which have no real intention to transform.

In 1994, then JFF president Captain Horace Burrell boldly articulated his vision of taking Jamaica to the 1998 World Cup in France. The Captain was able to get almost the entire country and diaspora to rally around his vision; and all the JFF's goals, objectives and actions were aligned to that vision. The rest is history.

Why is it then that organisations, governments and even countries continually fail to successfully transform, even when visions are clearly articulated? We believe the answer lies in how the vision is used to guide the organisation in its goals, objectives, activities and resource allocation.

Let us look at education in Jamaica. There has been the common agreement that transforming education would result in a permanent advantage over a perceived 'enemy' (in this case illiteracy, crime, corruption, squatting, pathetic economic performance would all qualify).

The Validated Vision for Education in Jamaica is: "Each learner will maximise his/her potential in an enriching, learner-centred education environment with maximum use of learning technologies...

"Accountability, transparency and performance are the hallmarks ... The system produces a globally-competitive, quality workforce and a disciplined, culturally-aware and ethical Jamaican citizenry." A blueprint (Report by the Dr. Rae Davis-chaired Task Force on Education Reform) to achieve this vision was accepted by Cabinet and laid in Parliament in December 2004, but that is where the alignment stops. Very little if any transformation has resulted, principally due to the Government's misalignment between the acceptance of the blueprint and the commitment of resources to the implementation of that blueprint.

In her budget speech earlier this year, the Honourable Prime Minister espoused a vision (I have a clear vision of Jamaica becoming a country that will reach a stage where we have universal literacy and an education and training system that produces a first-class human being capable of competing within any sector of the world economy. A Jamaica where our people will all have access, across the board, to first class health care, and to a safe and reliable transport. Central to my vision, is placing education as the cornerstone on which everything else will revolve in providing a better quality of life). Unfortunately, the budget presented by the Finance Minister is not in alignment with this vision as the resources required to make education that cornerstone has not been allocated. Furthermore, if the Prime Minister is really committed to the vision, there is no way she would allow schools to be closed during the Cricket World Cup.

Social and economic vision

The Gleaner on November 10, 2005 quoted Opposition Leader Bruce Golding speaking in New York: "We want a Jamaica in which education, health and infrastructure support, and economic policy will allow 'henny and hevry' Jamaican to reasonably strive for attaining their personal social and economic vision without having to run whey ... We want a Jamaica with high levels of personal responsibility and less dependence on a Golding or golden government." We are not sure what Mr. Golding meant by reasonably strive, but we will give him the benefit of the doubt - it is his vision.

However, Finance Shadow Minister Audley Shaw recently announced that a JLP-led government would approach the international funding agencies to finance the transformation of education. This again indicates a misalignment between vision and action. If we believe that transformation of the education is very important in each person's striving for their own social and personal goals, then it must be given priority in the budget, rather than banking on international funding, which is really meant to augment the core budget.

How do we therefore use the vision to guide transformation? Before any talk of transformation, we must articulate a vision. This vision must be shared. If not collectively developed, a leader must get buy-in on the vision so that it brings hope to all. The vision must be constantly communicated. Goals, objectives, strategies, actions and resource allocation must all be aligned to the vision. There is an Old Japanese proverb which says: Vision without action is a daydream; Action without vision is a nightmare; Vision + Action = Success.

It is time for Jamaicans to stop living daydreams and nightmares and start transforming to achieve success.

Robert Wynter is a partner in the firm, Growth Facilitators, a management consultancy firm. He may be reached at robwyn@cwjamaica.com