Our clients
The team at Sattva has twenty years experience delivering organisational development and change. We have designed and delivered leadership and change programmes for more than 70 organisations in the public and private sector involving over 8,000 senior executives and managers. Examples of clients we have worked with include:
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The council had identified a need to bring new behaviours to life for staff through tools that could work across the breadth of a hugely diverse organisation. We worked to develop and test a range of practical, easy to use tools which supported the workforce and OD team in getting leadership buy-in.
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Our work with the Chief Executives of Airedale NHS Foundation Trust, Bradford Teaching Hospitals NHS Foundation Trust, Calderdale and Huddersfield NHS Foundation Trust, Harrogate and District NHS Foundation Trust, Leeds Teaching Hospitals NHS Trust and Mid Yorkshire Hospitals NHS Trust aims to clarify the vision, priorities and ways of working for WYATT.
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We have worked with DFID to support the establishment of partnership-based approaches to development assistance in Uttar Pradesh and West Bengal, India. Our work has included engagement of local communities in defining community indicators of
sustainable development.
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We developed a programme to support the Natural England Cumbria Management clarify its strategic direction. The programme focussed on a clear ‘strategic narrative’, commitment to leadership behaviours and ways of working that buillt trust and resilience and sustaining measurable changes in behaviour and ways of working.
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We are delivering a development programme for the acute trust Finance Team designed to build transformative leadership that focusses on shared challenges. Participants are exploring practical tools that support the development of a ‘high-support, high-challenge’ culture characterised by greater resilience, optimism and confidence amongst colleagues and partners.
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We have provided team-coaching to the Council’s Executive Management Team supporting collaborative working to address ‘live’ issues for the team, to strengthen understanding of individual team members strengths and to create a culture of openness and dialogue.
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We are providing support to local leaders experiencing issues with collaborative problem-solving, accountability in partnership organisations and organisational development. We aim to build leadership that focusses on shared challenges. It is genuinely transformative and avoids the potential for gradual creep back into older, less effective
ways of working.
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We support the Executive Team of the Greater Manchester Combined Authority, Local Authority Chief Executives and key stakeholders, to create a culture that will drive public service reform.
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We were asked by Bradford Teaching Hospitals and Airedale NHS Foundation Trusts to support them to achieve their commitment to develop a single stroke service for the whole area. We worked with Clinicians and managers to identify the key challenges faced by the collaboration and designed a series of bespoke interventions to support the work.
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We have supported senior officers and non-executive directors within North Cumbria in the recent integration of health provider-organisations as well as providing facilitation to the North Cumbria System Leadership Board.ways of working.
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We have developed and piloted an innovative approach to leading change that has been delivered to approximately 1,000 clinical and non-clinical colleagues in the Trust.
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We have developed a Collaborative Leadership Development Programme for the top three tiers of the organisation and continue to provide coaching support to senior officers.
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