Roads to Resilience

Business challenges

One challenge for TTP is that creating new technology is inherently complex and uncertain: “ If we are developing a new technology, or a new product for a customer, it may or may not be doable. So often we are pushing the limits ” (Chairman). Every new project has aspects which are uncertain at the beginning and, for example, it is not always possible to precisely define the client’s requirements: “ the specifications can often be quite fluid and you’re both working together and you’re on a little bit of a journey of discovery … in the early phases defining and tying down what you need to do … And then you can get more confidence in the cost and timescales and really that’s how we manage risk for our clients ” (Project Leader). TTP often have responsibility for an ‘end-to end development’ project, including all aspects of the development process, from understanding the client’s requirements, to delivering a solution that can be manufactured. This increases the range of technological risks in a project. In addition, the impact of a failed project on some clients’ businesses would be catastrophic. For example, if one recent client project “ hadn’t been successful, it would have incurred significant amount of cost and delay to the programme and the client company at that particular time was about to replace their whole range of products … and didn’t have a product to sell ” (Project Leader). Therefore, identifying technical and project risks and their potential business impact is an integral part of TTP’s work. Top management clearly recognise the value of TTP’s culture, which encourages people to be able to act alone: “ Culture is very important and the definition I like is that culture decides what people do when you’re not around ” (Chairman). It goes without saying that high levels of scientific and engineering knowledge are part of the culture but the nature of TTP’s business means that every employee also needs a desire to constantly explore, to be able cope with very high levels of autonomy, and to adapt quickly to working in project teams. A desire to explore A key issue driving the culture within TTP is the type of project: “ We earn our keep operating at the frontier of new products and new technologies ” (Managing Director). The process of creating new technology is a fundamental because: “ That’s what turns the engineers and scientists on … creating something that didn’t exist before. The ‘interesting’ bit is important: it is interesting, challenging … ” (Chairman). The opportunity to work at the forefront of technology is not only motivating for employees but also it sometimes enables the company to spot new business opportunities. Within TTP there is an awareness that the insights gained from creating new products and technologies can also lead to ideas for new businesses. TTP has created new groups and formed several spin-off companies as such opportunities were identified: “ The instrumentation business that we have started out as a contract to develop an instrument. The team developed the specialist instrument, and the task expanded to providing a manufacturing service for the customer. This service grew, so that it became a separate subsidiary which develops and manufactures a broad range of instruments, which are sold into the People and culture

138

Appendix A Case study: The Technology Partnership