Examining E-valuer: beyond the scope of the proposed framework

As noted in the previous section, review of the data relating to E-Valuer reveals extensive support for the theoretical framework presented in Chapter 3. Returning to Chapter 4 however, it was noted that data analysis is essentially an iterative process. Thus, through repeated review and analysis of the data, additional themes also emerged inductively as relevant to strategic entrepreneurship. Such themes have been broadly categorised under the headings of strategy, culture, and branding; and are considered under the relevant headings below.

7.6.1 Strategy

The construct of strategy in the context of Quotable Value is examined primarily for comparative purposes, on the basis that specific findings on the topic of strategy emerged from the previous two case studies. In contrast however, no such findings emerge from the data pertaining to Quotable Value, other than to note that Quotable Value’s strategy seems to be one focused on growth (Quotable Value, 2004). Specifically McKelvie (2004, p. 3) refers to “establishing systems and building capacity”; Osborne (2004, p. 5) emphasises “advancing technology, improving the design and speed of services”. Thus an emphasis on growth in the context of internal development emerges as a strong theme.

Examination of Quotable Value’s operations since 1998 also provides evidence of strategic direction, strategic planning, and strategic leverage within Quotable Value. In particular these constructs are reflected in Quotable Value’s actions to establish and maintain a complete dataset, making that data available via the internet, and combining innovation and knowledge to create value added services using that data. Thus, a planned approach to strategy (Mintzberg &

Waters, 1985) is evident within Quotable Value.

As part of the organisation’s growth strategy, an important aspect to be managed is the culture of the organisation (Langridge, 2005a). The notion of culture and the process of culture management within Quotable Value are considered in further detail below.

7.6.2 Culture

Within Quotable Value the notion of culture gradually emerges as one which is both challenging and rewarding. In particular, the organisation’s Annual Report for 2003 projects “energy” as a central theme. Specifically Richard Westlake (2003, p. 3), then Chair of Quotable Value’s Board of Directors, notes “the Board has set some ambitious targets for the coming year, and we believe our people are equal to the task”. Similarly, there are repeated references to “the efforts of our capable and committed people who have taken on an enormous workload” (Westlake, 2003, p. 3); a willingness to take on new challenges (Osborne, 2003). Profiles on individual employees such as Rob Smithers, Lee Cochran, and Muriel Powles (in Quotable Value, 2003), also reinforce the notion of long hours and rewarding results, challenging workloads combined with flexibility, as characteristic of Quotable Value’s culture.

As noted by Osborne (2003), Quotable Value has experienced a significant change in culture since undertaking a commercial focus as part of New Zealand’s government reforms.

Since 1998 QV has undergone a dramatic shift in culture. Despite the strong competition our people have adapted with enthusiasm to the changes. It’s meant new working styles and increased levels of productivity, but we’ve all risen to the challenge. Our re-energised culture has enabled QV to meet market demand and to face the many challenges put before us. (Osborne, 2003, p. 4)

Thus within this culture there is a strong emphasis on people: the energy, enthusiasm, and commitment of staff to adopt and share Quotable Value’s changing culture. Hence the importance of adopting a shared culture emerges, together with a specific emphasis on staff. The notion of staff is considered in further detail under the heading of “People”, following a brief examination of confidence in the context of Quotable Value’s culture.

a) Confidence

The notion of confidence does not emerge as a particularly significant theme from the data, but

rather is examined briefly for comparative purposes. Despite the many changes in Quotable Value since 1998, such as demanding workloads, and a strategy or vision focused on growth;

confidence does not surface as an important issue for Quotable Value. Rather, themes which do emerge and may be indirectly related to confidence include a willingness to face challenges, and addressing those challenges with enthusiasm and energy (Osborne, 2003). Arguably however, such comments are a reflection the attitude of people or staff within Quotable Value, and are considered in that context below.

b) People

Within the data pertaining to Quotable Value a strong and recurring emphasis on people emerges. Specifically, this theme of people encompasses two key aspects: staff and customers.

Thus, the importance of people both internal and external to the organisation is highlighted.

With respect to staff, Langridge (2005a) notes the deliberate efforts of Quotable Value to manage the people aspect of the organisation’s culture through the introduction of a nationwide conference, and initiatives to foster work-life balance such as health assessments, four weeks annual leave (compared to the statutory annual leave entitlement of three weeks), and flexible working arrangements and hours. Thus, while Quotable Value’s work environment is demanding, a deliberate effort has been made to ensure it is also flexible and rewarding for staff.

Within the 2003 Annual Report in particular, the acknowledgement of staff contributions seems both deliberate and genuine. Langridge offers an honest assessment of the staff issues Quotable Value has previously addressed, acknowledging that staff turnover is an issue. Quotable Value was forced to decrease staff numbers in the early stages of its operations as a crown entity, as well as downsize the organisation through natural attrition.

There would have been a number of staff whose leaving wasn’t voluntary; whereby work was lost and staff couldn’t be retained. It was also a case of change in processes, so as staff left they weren’t replaced. There was probably a period of pain for almost four years, where although the business was growing, there were a lot of negative stories led by negative staff experiences. So one of the first things we did in November 2002 was hold the first ever nationwide conference (Langridge).

The conference, widely acknowledged as successful by both management (Langridge, 2005a;

Osborne, 2003) and staff (Powles in Quotable Value, 2003) was viewed by Quotable Value as:

a chance for our people to set a vision for the future at both company and personal levels. Everyone got into the spirit, working together as a team. This helped achieve a

collective energy, a common understanding of our future vision (Quotable Value, 2003, p.

12).

Thus the participative nature of the organisation and the importance of staff sharing a common vision and enthusiasm for that vision become evident.

The contribution and importance of staff is further acknowledged by Osborne (2004, p. 4) on a number of occasions: “Technology is one thing but it is nothing without the people to implement it and enhance it. To use the truism, people are our greatest asset”. Osborne continues to express his “heartfelt thanks” to the staff of Quotable Value, noting that “QV’s continued success is a direct result of your efforts”.

This notion is further reinforced through Westlake’s and Osborne’s earlier comments, referring to Quotable Value’s outstanding results as directly attributable to “the efforts of our capable and committed people” and the confidence in Quotable Value’s staff to meet future ambitious targets (Westlake, 2003, p. 3); and the manner in which staff have adapted with enthusiasm to Quotable Value’s cultural changes (Osborne, 2003). Thus the importance of staff within the organisation emerges as a strong theme.

With respect to people outside the organisation, Langridge’s comments also reveal a genuine concern for and awareness of customers (both existing and potential), the general public of New Zealand, competitors, local councils, and other government departments. Specifically Langridge refers to the existing and potential use or application of Quotable Value’s property data as providing information to the general public such that informed decisions can be made, enhancing the efficiency of New Zealand’s property market, assisting councils with town planning to ensure a safe and stable living environment, and providing competitors and government departments with access to Quotable Value’s resources such that other useful services may be introduced.

Based on the organisation’s Annual Report for 2004 in particular, a strong focus on customer relationships is also evident. Specifically profiles of and comments from a range of customers, highlights the importance of both a customer focus and customer relationships within Quotable Value. Comments by both individual customers and Quotable Value reflect on their relationship in an informal context as one of “partnership”; working together; tailoring Quotable Value’s services to meet specific customer needs. This emphasis on customers is effectively captured in the comments of Sandra Hunter of Dunedin City Council: “We have a great working relationship.

We couldn’t ask for anything better than what we get” (Quotable Value, 2004, p. 7).

This focus is reinforced by Osborne who refers to Quotable Value’s vision as customer centred, and notes:

Our customers have played a vital role in helping to shape our future by openly sharing with us their needs and aspirations. I would like to thank our customers for their loyalty and support and confirm QV’s commitment to meeting their ongoing needs (Osborne, 2003 p. 4);

We operate in an extremely competitive environment and must always be innovative in the creating of value for our customers (Osborne, 2004, p. 4).

Thus the importance of both a strong customer focus and customer relationships is emphasised within Quotable Value.

7.6.3 Branding

A final theme considered in the context of Quotable Value and E-Valuer is that of branding.

Specifically the notion of branding emerged in the context of the previous two case studies, by way of distinguishing the brand name or profile of the main SOE (e.g. MetService and NZ Post) from the brand used to promote certain commercial activities offered by these SOEs in both New Zealand and abroad. Thus for the purposes of consistency and later comparison in the discussion (Chapter 8) the notion of branding is also considered briefly in the context of Quotable Value.

While the notion of branding does not emerge as directly relevant to Quotable Value or E-Valuer, certainly there is an emphasis on the organisation’s profile, and enhancing that profile. As noted previously, Langridge’s comments acknowledge the importance of advertising, promotional activities, and increasing Quotable Value’s profile in New Zealand and abroad. While various activities have recently been undertaken to address this issue (Langridge), such comments also indicate the organisation remains in the early stages of effectively doing so. Thus, in the context of Quotable Value, establishing or enhancing the organisation’s profile rather than establishing or differentiating specific brands, is relevant to the organisation. This may in part, be due to the size and early developmental stage of the organisation (Pullar-Strecker, 2002), and is examined further in Chapter 8.

Thus, findings identified from the data pertaining to QV and E-Valuer in particular, offer further insight into the strategic entrepreneurship construct. For ease of reference these findings are summarised in table 7.2 below.

Table 7.2 Additional elements relevant to strategic entrepreneurship in the context of E-Valuer

Additional elements relevant to SE Identification of element within E-Valuer

Strategy • clear evidence of strategic direction, planning, and leverage

Culture

• confidence

• people

• challenging and rewarding

• does not emerge as a central theme

• strong focus on people both internal (staff) and external (customers, general public, competitors, other government organisations)

Branding • strong emphasis on establishing a public profile, rather than distinguishing a particular brand name

Specifically this table presents the central themes emerging from the case which are beyond the scope of the proposed framework, together with details on the application or relevance of those themes to E-Valuer. In addition, key aspects of these themes are highlighted in italics.

As noted previously, in order to incorporate a longitudinal dimension in this study, a second phase of data collection and analysis was undertaken approximately six months after the initial interview with Langridge, for the purposes of identifying developments and changes relating to E-Valuer. Such changes are detailed in the following section.