The world better services built around the needs of people and planet, and organisations need to change to deliver them.
These are two sides of the same coin; if you want to launch a service that meets customer needs, stands out in the market or solves a really complex problem, you need to have a capable, engaged and empowered team to make it happen.
I’m Will Osborn, a service and organisational designer who brings together psychology, systems thinking, and a deep belief in human potential to create meaningful change.
My work sits at the intersection of service design, organisational design, systems thinking, and positive psychology. I help organisations see their challenges, and their people, more clearly, so they can design systems and services that enable human flourishing. Looking beyond better metrics or improved efficiency, and into environments where people genuinely thrive.
My path began at a crossroads: design or clinical psychology. Both drew me because both were about making things better for people. I chose psychology first, knowing I could always come to design later. I later realised was that the two were never meant to be separate.
Rather than following the traditional design path, I built something more integrated. Through psychology, I learned how understand people, our behaviours, our motivations, as well as our flaws. Through service design, I discovered how to shape the environments that surround use day-to-day. Through organisational work, I realised that the best services emerge from organisations designed to support the people creating them.
Psychology isn’t just my background—it’s the lens through which I approach every design challenge. Where others might see user needs, I see human potential. Where others might see organisational problems, I see systems that can either enable or constrain flourishing.
This combination gives me a unique perspective—helping me connect business models to human behaviours, strategy to lived experience, and innovation to accountability.
Over time, I developed and refined my own frameworks to bring clarity to complex, intangible challenges. I approach each project by mapping the surrounding system—its people, technologies, incentives, and constraints—so we can target the right interventions and design change that sticks.
Working in the energy sector taught me that the biggest challenges—like transitioning to sustainability—aren’t just technical problems. They’re human and systemic ones. The future energy grid needs people to engage with energy differently, and that requires designing systems that work with human behaviour, not against it.
Today, as a Director of Service and Organisation design, I draw on those early influences not as theory, but as practical, strategic tools. Psychology helps me identify the hidden blockers to adoption. Systems thinking helps me anticipate second-order effects. And positive psychology reminds me that the best solutions don’t just solve problems—they help people become more capable, connected, and fulfilled.