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Network - Satori Partners

Satori Partners has a number of alliances with like-minded people and organisations with complementary skills:

Jeremy Hope and Robin Fraser set up the Beyond Budgeting Round Table in 1998 with the aim   of identifying and promoting alternatives to traditional budgeting. Research conducted by the BBRT team is shared with and supplemented by the experiences of the membership - which mainly comprise managers some of whom are in the process of implementing variants of the Beyond Budgeting model. Unilever was one of the founder members of the BBRT and the BB model was the inspiration behind the Dynamic Performance Management project in Unilever, which I founded and led.

Click here to discover more about the BBRT and what they have learned from the wide range of organisations that attribute their success to the innovative way in which they manage their business - without budgets and the command and control practices that accompany them. My personal Beyond Budgeting journey led me into systems science and it came as no surprise to me to discover that the BB model - distilled from the shared experiences of hundreds of innovative organisations - is based on sound cybernetic principles.
SCIO is a group of independent practitioners and consultants who come together to share knowledge and promote the use of Systems and Cybernetics in organisations.
Fractal is a consultancy specialising in the application of systems based approaches to business problems. Its founder, Patrick Hoverstadt, has recently published a book, 'The Fractal Organisation' (Wiley, 2008) which is a highly recommended introduction to Stafford Beer's VSM.
CBPM is probably the leading centre for research into performance management practices in the UK.
CatchBull is a software company co-founded by Steve Morlidge in order to provide widespread access to some of the tools and techniques developed by Satori Partners.
Its first product, ForecastQT, is a web application that enables organsations to radically improve the quality of their forecasting and so make better decisions.
Research has shown that better forecasting improves organisational agility and helps avoid shocks (which typically knock 10-20% off market capitalisation). It also provides the tools necessary to attack poor operational forecasting, which often costs the equivalent of 2% of revenue.
ForecastQT typically helps reduce this source of waste by at least 50%.