Sector Three was borne from a feeling that the status quo is no longer fit for purpose.
As citizens; leaders; workers; subjects; consumers; parents it’s increasingly difficult to be content with the systems that run our day-to-day lives. We wanted to develop a social business that helped other organisations build more meaningful, purposeful and rewarding relationships with their audiences, their workers and the world around them. We in turn wanted to re-write the rules of how we work and participate in society.
Originally founded by Liam Cahill in 2009, who in working within the NHS and in co-founding an impactful social enterprise, saw the real impact that building teams with greater freedom, less rules, empowered by tech and a shared sense of purpose and fun could have. Coupled with the inevitable societal upheaval and displacement over the coming decades we’re now on a mission to help as many organisations before it’s too late.
How we work
We’re a collective of people-people, who want to work with other people to help, empower and connect. That is, after all, the premise of most worthwhile human endeavours and aspirations – to be citizens who are part of something.
If you want traditional consulting, with clever models and reports full of clever terms, frameworks and concepts that you just about understand and struggle to implement please stop reading. But if you want real human beings who believe in translating big ideas that can really help your social organisation, and having fun along the way, then please read the Sector Three code, built by nice people for other nice people: (click to expand)
We want to love work, to learn at work, to be proud of what we achieve and have the chance to do it well. We want work to make us better, not worse, we want the rewards of creativity, friendships, fulfilment and knowledge to make work more than financial compensation. We want life-work balances, not the other way around. We intend to live up to the promise of technology, efficiency and flexibility.
We commit to understanding our own inner engineering for effectiveness and we question conditions, clocks or cultures that do not get the best out of us. We will break the tyranny of e-mails, meetings, to-do lists and any other anachronistic trappings of an old way of working: if they don’t work for us, and we won’t stop until we’re judged by our output, not our input.
We believe that the mindset of the ‘consumer’ is out of date. We will challenge the language and mindset of consumerism that in turn will help us develop more interactive and mutually respectful relationships between people. We believe that organisations are at their best when they think of the different kinds of ‘citizen’ that they engage with.
We undertake to remove the labels that restrict the relationships inside and outside of your organisation, instead seeking to find common goals and ways to participate within the emerging ‘new power’ methods of facilitative collaboration, using great digital tools to build citizen networks.
We celebrate and appreciate the art of strategically, intuitively and instantly improvising in a positive way. We champion creative solution finding and positive problem solving based on available facts the moment of opportunity and the power of practiced intuition.
When indecision is not an option, when change is constant and nothing is normal we’re proudly comfortable to rationally and rapidly develop, test and implement solutions on the spot. We learn from our mistakes, even if we don’t celebrate them, and use them to make making up better.
We take happiness seriously, and give deep happiness the place and importance it deserves. We seek happiness as a strategic driver for success, productivity and creative output, but also as a strategic objective in and of itself.
We do not believe that happiness is a nice-to-have, we believe it is a need-to-have. We make happiness a starting point, not just a endpoint; and part of informing the decisions we (and you) make about your present and future. We endeavour to champion that happiness is symbiotic with great work, great relationships and great impact.
We do believe that fun can be an excellent tool for building relationships with all of your ‘citizens’, and that creation is at its best when it’s fun. We try to ‘bring in the fun’ whenever we can.
In such an unpredictable world, we don’t believe the static format of the ‘plan’ is the best structure for the fluid future of our organisations, projects, dreams and schemes. We believe in a motivating manifesto that outlines a clear vision supported by a concise-but-responsive roadmap with agile measures of accountability.
We believe that strategy should be collaborative and inclusive within organisations, including our own. We neither promote nor deliver static ‘plans’ for only a narrow audience or moment in time, only for it to gather dust in an inbox ignored and unused. Success to us is helping people to own new ideas and ways of working, and feel empowered to change them as the world changes.
We support and practice extensive transparency-as-a-strategy with your customers, beneficiaries and stakeholders, to openly evaluate success, failure and future scenario planning, building loyalty and participation.
We believe in diversity of thought, background, experience and understanding as a driver of competitive advantage, creativity and productive cultures. We who desire to create projects, products, content and campaigns for the future, know the importance of reflecting the future we want to see, one of interconnected, collaborative, communicative and creatively colliding cultures.
We commit to recruitment that opens doors to more than the usual suspects, we will go the extra mile to find the talent that might not have found us. We commit to accepting that we all have prejudices, and then commit to actively challenging them.
The concepts above are principles that we believe, adhere to, and what we want to help you explore. We practice what we preach and use our first-hand experiences, good and bad, to help enrich the work that we do with you. As we continue to grow and learn we will test and amend these principles to ensure they always fits our values in a changing world.
The ideas above come from a range of excellent sources and approaches that we can use to help you experiment and grow. But they all subscribe to the mantra that ‘the status-quo definition of workplace needs to evolve, to meet the challenges and opportunities of the future’.