Examining Weatherscape XT: beyond the scope of the proposed framework

Based on the data pertaining to Weatherscape XT, various themes emerge in support of the proposed framework of strategic entrepreneurship presented in Chapter 3. Further analysis of the data, however, also reveals a number of elements associated with strategic entrepreneurship, which were not addressed within the proposed framework. These elements may be broadly categorised under the headings of strategy, culture, and branding, and are considered in the respective sections below.

5.6.1 Strategy

While MetService seems to have a clear vision for the organisation and emphasises the importance of this vision, Lumsden (2004) makes a clear distinction between the organisation’s very deliberate focus on innovation, and the term “strategy”.

We wouldn’t normally bless it with the title ‘strategy’. Where we start from is this…the vision mug. When you’re recruited by this organisation, you get given one on your first morning here, and told that if all else fails, when you’re trying to make a decision, if it’s consistent with what’s on here, you’ll be just fine. So if there’s a strategy at all, it came from people’s interpretation of what was on the back of the coffee mugs. And it’s on the back of everyone’s coffee mugs because we have left-handed ones as well as right-handed ones. We don’t actually have a strategy; we don’t actually consciously think of it that way.

The organisation’s vision and in particular, the staff coffee mug which details the vision statement, are referred to continuously throughout the interview.

There’s a very intentional attempt to align our policies and procedures with the organisation’s vision, and that has almost magically allowed the people [within the organisation] to do the things which others say “that’s pretty cool; how do you do this innovative stuff? (Lumsden)

Caution in using the term “strategy” is perhaps a reflection of its association as a rather formal concept or plan (Ansoff, 1965, 1979). Certainly the culture within MetService, and the atmosphere created by Lumsden during the interview seems informal, open, and relaxed. Thus, while no formal strategy is in place, a clear mindset or vision provides the necessary direction and guidance for the organisation to employ activities which are both strategic and entrepreneurial in nature, for the purposes of creating competitive advantage. Such findings indicate that while strategy is at the core of strategic entrepreneurship, it may be either formal or informal. The issue of MetService’s informal culture in the context of strategic entrepreneurship is considered in further detail below.

5.6.2 Culture

Within MetService the culture of a proactive, curious, and open organisation seems well established. Flexibility within the work environment, emphasis on innovation, and the strong working relationships both internally and externally; also emerge as central to the operations and success of MetService (MetService, 2003). Lumsden (2004) attributes this success to the culture of the organisation. “There’s no doubt we welcome innovation. And it just happens.” Lumsden sees this as being culture driven, and considers the advantage for MetService is the difficulty which competitors face in copying that culture. At the same time, however, Lumsden acknowledges that MetService itself does not have a perfect understanding of how it continues to innovate so successfully within this culture, and feels it may be difficult to maintain the culture if the organisation grew significantly in size.

Reinforcing the notion of a flexible and relaxed work environment, MetService also emphasises the elimination of unnecessary bureaucracy. Lumsden does not have a personal assistant; his door is open to staff, and he acknowledges a reference to the organisation as “a collection of extended families”. Certainly MetService seems to be an informal and open place to work.

“MetService has no ivory towers – we’re much more interested in getting involved and achieving results” (MetService, 2003, p. 9). Two aspects within this culture which seem particularly relevant to MetService’s success in adopting an entrepreneurial and strategic approach to business are confidence in the organisation, and the value placed on employees. Each of these issues is considered briefly below.

a) Confidence

As noted previously, confidence in MetService’s own abilities was something the organisation had to develop; “learning to have confidence in ourselves” (Lumsden). This has resulted in a “can-do”

attitude which allows MetService to take on new projects, knowing they have the strength of operational excellence in the area of their core capabilities. “We realised we didn’t have to be too frightened of things not working out…we had the skills in getting things to work once we analysed them” (Lumsden). This is highlighted by MetService taking on projects such as forecasting in the Himalaya Mountain region, which was a new activity for MetService, and something several other organisations in China and Australia chose not to engage in.

b) People

The other aspect of culture which emerges as an important theme from the data is people.

MetService repeatedly emphasises the importance of relationships both internal and external to the organisation. “To achieve great things we need to employ great people and keep them – that’s why we are dedicated to creating and sustaining our unique internal culture” (MetService, 2003, p. 9).

Staff turnover is extremely low.

The management team that’s in place today has one addition and two subtractions from what it had in 1992. We said goodbye to someone the other day who had worked here for 38 years. Staff tend not to leave. We want [MetService] to be an inspiring environment...we try to give staff work that is meaningful, recognise that people can and will want to enjoy their work (Lumsden, 2004).

Excerpts from the annual report support this philosophy and link it to MetService’s commercial outlook.

These strong working relationships help us develop our business and make a valid contribution to yours. Our belief is that the love of what you do and where you work is a starting point for excellence. This is at the heart of our organisation so our customers benefit from the best people working for their organisation (MetService, 2003, p. 5).

Such excerpts from the annual report are further reinforced through statements made by Lumsden during the interview. “The value of the [organisation] isn’t the value of the equipment;

it’s in the people and the way they work”. Hence, a focus on relationships within the organisation is considered central to MetService and the success of the organisation.

5.6.3 Branding

One final theme which emerges from the data is branding. While not discussed at length, it is an important construct to be considered in the context of strategic entrepreneurship, relevant to government organisations in particular. Lumsden (2004) notes the importance of MetService’s organisational structure, and the role of Metra, MetService’s subsidiary, within that structure.

We use the brand Metra when we’re overseas, because we don’t want people to get confused with the traditional national meteorological service. The national meteorological service of New Zealand doesn’t stack up too well when you’re selling energy generators in other countries. You have to explain your government ownership, but your commercial focus. So we decided to brand ourselves.

Thus, in the context of government organisations, branding appears to be an important aspect in order to ensure traditional associations of government organisations with inefficiency, a non-commercial focus, and other potentially negative overtones; do not have any adverse impact on the organisation in a commercial environment. A summary of the findings with respect to Weatherscape XT and MetService in general, is detailed in Table 5.2 below.

Table 5.2 Additional elements relevant to strategic entrepreneurship in the context of Weatherscape XT

Additional elements relevant to SE Identification of element within Weatherscape XT

Strategy • clear direction and guidance provided by the organisation’s vision

• may be formal or informal

Culture

• confidence

• people

• relaxed, open, informal environment

• confidence in core capabilities to take on new projects

• strong focus on relationships both internal (staff) and external (customers) e.g. providing a challenging and rewarding work environment for staff

Branding • distinguishing the organisation’s image from that which is typically associated with traditional government organisations

Specifically Table 5.2 provides a summary of the central themes emerging from the case which

are beyond the scope of the proposed framework, and may offer further insight into strategic entrepreneurship as a general construct, or strategic entrepreneurship specifically in the context of government organisations.