Key aspects of Weatherscape XT

Within the proposed framework, scope (the potential application of strategic entrepreneurship to

various forms of business), operation (the integration of elements central to strategic entrepreneurship), and function (the change in balance of those elements over time, and the resulting potential to create competitive advantage); were all considered important features of strategic entrepreneurship. Accordingly, this section examines issues relating to Weatherscape XT which emerged as significant from the data, and are also addressed within the proposed framework.

a) Scope

An important feature of MetService noted by Lumsden (2004) is the size of the organisation with respect to activities such as Weatherscape XT. In particular, Lumsden comments that restricting the size of the organisation is important to ensure activity which is both entrepreneurial and strategic continues. With staff numbers of approximately 180 people, MetService is classified as a large organisation in New Zealand terms (Cameron & Massey, 1999). Putting that number in the context of size classification in North America, or comparing it to government organisations in general, MetService may well be considered a small or medium size organisation overall (Miller, 1983). Certainly Lumsden is conscious of the organisation’s size, stating “I don’t think I’d like to see the company get any bigger. I’d be very worried if we got much bigger than what we are. I think you’d want to have another one, rather than two together.”

This may perhaps be attributable to the close relationships of staff and the relaxed or informal work environment established in MetService, which provides freedom for innovation. Lumsden considers that the success achieved to date is closely linked to the culture of the organisation, and has concerns regarding whether that culture could be maintained in a larger organisation. “I don’t think this place would work well if it was twice the size” (Lumsden). In response to the observation of competitors that MetService is a collection of extended families, Lumsden comments:

It’s true. We have got departments of 14-20 people. They all know each other…we know what’s going on in other departments, so the organisation of it is not very difficult.

Communication and decision-making are fairly easily done. You know them, you understand where they are coming from. If we were the size of the Australian Bureau of Meteorology (around 1,500) or the UK Met office (over 3,000), you couldn’t know everything that was going on (Lumsden).

Reflecting on the issue of being a government organisation, Lumsden notes:

We don’t think there would be a significant difference in what we’d do if we were owned privately. We’d like to think that the way we’re running the company is the way a new

owner would want it to be run.

Lumsden highlights that MetService competes against government and non-government organisations in the weather forecasting industry, and products such as Weatherscape XT assist the organisation in establishing itself with that industry. Essentially, Lumsden contends, projects of a nature similar to Weatherscape XT were available to government and non-government organisations, both large and small.

b) Operation and function

With respect to Weatherscape XT, the core elements discussed in Section 5.5.1 seem closely interrelated, and at times, deeply intertwined, such that it becomes difficult to separate or isolate particular elements from others. Examples include identifying the opportunity to further innovate Weatherscape XT, the flexibility within that innovation, transfer and application of knowledge linking both flexibility and innovation, having the vision to identify that opportunity. The close relationship between elements is reinforced by Lumsden (2004) who notes “innovation is fine, but we need this balance”, indicating that a combination of elements is required.

Hence the notion of interrelated elements and balance within those elements emerges. Similarly, the issue of change within that balance begins to surface, as Lumsden emphasises the importance of innovation and opportunity identification in the initial stages of developing Weatherscape XT, but later highlights the importance of flexibility, as the software is modified to satisfy the needs of individual users such as the BBC. Thus a change in the balance of these elements can be noted throughout the development of Weatherscape XT. Innovation for example, emerges a dominant feature in the initial stages of the project as creative ideas were transformed into a practical and user friendly product. Opportunity identification and vision were emphasised particularly in the later development of the software, once TVNZ withdrew.

Acceptance of risk and flexibility seem balanced throughout the development; growth being emphasised at the end of the project.

One final point raised by Lumsden is the issue of competitive advantage arising from Weatherscape XT. Lumsden notes the success of Weatherscape XT has brought advantages to MetService, both financial and non-financial. Establishing itself as a leader in the industry and gaining increasing recognition, represent significant benefits to the organisation. With respect to any enduring benefit or sustained competitive advantage however, ultimately this will become

clearer over time. Thus, the case of Weatherscape XT offers significant insight into strategic entrepreneurship and substantial support for the proposed framework, based on the findings presented above.

It should be noted however, that the data relating to Weatherscape XT also provides insight on issues relating to strategic entrepreneurship, beyond the scope of the proposed framework. The iterative process of data analysis revealed various additional themes within the data, which were not initially identified within the proposed framework detailed in Chapter 3. Such themes did however, indicate a relationship with strategic entrepreneurship in some form, and are considered in the following section.