Forsyth Consulting Group - Reflections in Excellence Introduction Page


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Forsyth Consulting Group publishes Reflections in Excellence for the benefit of its customers. This is our name for a series of short articles by our consultants and others on the big issues in strategic and organisational development. The topics are focused around our four service groups: Business Excellence, Strategic Excellence, Leadership Excellence and Sustainable Excellence.

Many of our articles bring a new perspective to common strategic issues. All are thought provoking and seek to challenge or extend established ideas. They are generally published here first. This gives our customers an advantage in knowing about emerging trends and current issues in our areas of expertise.

You can receive links to the articles in the Reflection In Excellence series as soon as they are published by becoming a member of our Leaders in Excellence Network.

You can also be notified when we add a new Reflections in Excellence article on-line now by completing the Membership Form linked to this symbol . This will provide you with a direct link into the Leaders in Excellence Network and the Insights Weblog. You do not need to be a customer. You do not need to remain a member of the information network. You may do if you have an ongoing interest in how organisations sustain continued success.

To see if our topics are of interest to you, samples of the articles already published are below:

Business Excellence:

The Meaning of Success (17 December 2001)

Many of us are striving for success, in our work, our recreation and our relationships. But what does ‘success’ mean? Providing meaning in success may be more important than merely finding a definition.

The Bigger Picture: Frameworks of Business Excellence (2 February 2002)

Many organisations claim excellence. They know what they do and that it is essentially done right. But how do we judge quality? Usually only by our sales as a reflection of customer satisfaction. But for some organisations there are wider benchmarks, where excellence is not subjective, but an objective.

Strategic Excellence:

Strategic Paralysis: The Princely Dilemma (17 January 2002)

What happens when we are faced with a long awaited strategic opportunity? Do we recognise it and choose our time to act? Or do we reach a state of analysis so profound that it leads to paralysis of thought and action. Our history of decision making says a lot about our future.

The End of the Age of Dinosaurs: Beyond Evolutionary Business Strategy (9 January 2002)

There are always metaphors linking nature to business. We describe our growth as organic, the environment as a jungle and to succeed is to get a lion’s share. In the law of the wild it is survival of the fittest. But what is the crucial difference that means we should take on a humanistic rather than animalistic approach to our business survival?

Leadership Excellence:

The Entrusted Leader: In Whom do we Trust? (1 November 2001)

In our Leaders we place our trust, sometimes deservedly and sometimes not so deservedly. But what is it that permits some to lead and others to instead assume the role of followership? Knowledge of the familiar is becoming not as relevant as the ability to lead into the unknown.

Time Management: The Next Generation (20 January 2002)

Time management can be learned. With the use of simple tools we have become increasingly skilled at managing the urgent. But for those managing strategically for the future a more sophisticated approach is required.

Sustainable Excellence:

The Seventh Age: Growing the Big Idea (10 August 2002)

Is your organisation a hyperactive child, the lanky teenager, having a mid-life crisis or just a grumpy old man? In a recently published book, Robert Jones identifies seven phases in the life of an organisation and its ideals. Organisational growth and decline may not be pre-destined, but how do you know when your organisation has reached its potential?

Trapped in the Learning Paradox (10 October 2001)

Our defense to the potential for embarrassment in learning something new is often to justify to ourselves that what we already know - is all that we need. The less we find out, the more we are justified in our belief that there is nothing knew to learn – and the less we find out. When this syndrome becomes part of an organisation’s culture, innovation and learning comes to a standstill. But how do we break this learning paradox?

To view the full text of any of these articles, just enter our site through the Membership Form . We welcome submissions from customers and consultants on new and interesting initiatives and examples of sustainable excellence in organisations world-wide. Share your knowledge and Contact Us .