Syncresis Limited

Sanity and Innovation

About Syncresis


What do you need?

What we do

Profile: Stephen Scott

Business processes

Systems implementation

Change and risk

BPCS support

Interim systems

Business Continuity Management

Project examples

Email Inquiries

Decision time

  • How to love an old ERP system
  • Just enough project management

Thinking out loud

  • Why learning from experience isn't
  • How to succeed by accident
  • The deep reasons behind project failure


Learning from what? Organisational learning and the construction of history

Learning from experience doesn't happen as often as you might expect. Here are some ideas on why, and what to do about it.

Unintended strategies - and how to be good at them

A summary of an article on the limitations of planned strategy models, the role of Emergent Strategy, and concrete practices which can make the processes of emergent strategy more effective. The full article is published in the March 2006 issue of Control, the magazine of the Institute of Operations Management.

The deep reasons behind project failure (PDF, 74kb)

Based on a lecture given at the University of Greenwich, this article looks at the failure to apply widely-known "rules of success" in many projects, and examines some deep-seated reasons why this should happen so frequently.


Syncresis Ltd. Company no. 3548391. Registered in England and Wales. Registered office: 14 Wolverton Avenue, Kingston upon Thames, KT2 7QD. Vat No. 711 0818 74

All material on this page is copyright of Syncresis Ltd, 2005-2009, unless otherwise stated.