In 2013, Mott MacDonald was a leading global engineering consulting firm for the infrastructure
industry, headquartered in the UK. Davide Stronati was their new Global Sustainability Leader.
As he entered head office in London on 20 July, Davide anticipated the hours ahead with
excitement. The Group Board would meet shortly to discuss the path they would be taking with
their sustainability strategy. Davide had done extensive groundwork and prepared three
possible scenarios. Would the Board embrace his radical vision of sustainability as core to
business strategy, or would they choose to keep things as they were?
This case is for educational purposes and is not intended to illustrate either effective or
ineffective management of an organisational situation. The situations and circumstances
described may have been dramatized or modified for instructional purposes and may not
accurately reflect actual events.
The Test People (TTP) is a testing solutions and consulting firm providing performance engineering, automation, test strategy and managed test services. It was established in 2007 by Gavin Winter, Andy Slight, Ash Gawthorp and Chris Thompson – former co-workers at Accenture who identified an opportunity in providing highly technical software testing services to the e-gaming, retail and financial services sectors. In 2014 the company experienced significant growth, both in terms of revenues, exceeding £7 million (a 30% increase from the previous year) and headcount, which increased to 90 permanent staff (up from 52 in 2013).
Looking ahead, the team faces some difficult questions: How can they sustain a business model reliant on accessing a small pool of skilled test engineers? Can they establish an organisational structure that does not depend so much on the founders to bring in consultativeled sales? Finally, and most controversially, could they move away from the professional services model of delivering projects using consultants by monetising the proprietary toolkits developed for their existing client base and repackaging them as a Software as a Service (SaaS) offering? If so, what might be the implications for both people management and culture?