Our approach is collaborative and co-productive. We do not have all the answers. In our experience most organisations have the capacity within themselves to transform. What they need is experienced and specialist support to help them take the most effective steps.
We bring a wealth of experience and technical skills but we aim to and expect to learn as much from our clients as they learn from us.
We are not management consultants. We don’t offer silver bullets, one size fits all solutions or simplified models of change. We offer our experience, our skills, our abilities, our energy and our excitement for change.
We are all motivated by delivering excellent, high-quality, effective public services. We believe the best way we can achieve that is by helping people in the public sector and other public value organisations to change their culture. To help build public value in the connected age.
We offer two main modes of support
Short term, tactical interventions.
We work with organisations on a project with a particular focus: such as redesigning a service based around user needs or taking a step towards better use of data in decision making.
Typically 4-8 week interventions.
Longer term, strategic interventions.
We work with organisations on systemic, whole organisation change. Through a flexible programme of workshops, bootcamps, coaching, training and consultancy support we help leaders, managers and workers identify, confront and overcome the barriers to cultural change in their organisations
Typically 12-24 month interventions.
The Satori Lab was founded by a small group of recovering bureaucrats in 2014. We were committed public servants frustrated by how hard we found it to do the right thing for citizens and service users.
Our mission is to learn how to deliver excellent public services in the connected age (digital age) and then share what we learn.
A shorter version is our mission is to fix public services.
We live in the digital (connected) age. Global society is being fundamentally changed by internet, mobile and computing technology. Public services must radically change in response. Connected age organisations are adaptable, networked and lack rigid hierarchies.
The sooner public services can adapt to the connected age, the better the outcomes for citizens, service users and those delivering public services.
No-one can be certain what effective public services should look like in the connected age.
We have seen that some promising patterns of behaviour, thinking, and action are very helpful to connected age organisations. In particular agile and innovation methodologies, design thinking and evidence based decision making are all useful in the connected age.
These new patterns of behaving and thinking are very different to the patterns that people working in hierarchical organisations are used to. It is hard for people in organisations to behave differently. It goes against the prevailing culture: the sense of “this is how we do things round here”.
Changing culture is always hard, takes a long time and requires effort across the organisation. We specialise in and focus on helping people in organisations with this change. We have developed tools and techniques that organisations have successfully use to drive transformations in their own culture.