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  • January 2014
  • Case
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The Weather Company

By: Rosabeth Moss Kanter
  • Format:Print
  • | Language:English
  • | Pages:27
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Abstract

New CEO David Kenny transformed The Weather Company in less than two years from a primary identity as a cable television channel to a multi-platform digital company innovating in the uses of weather data. He assesses progress and considers strategic choices and organizational challenges ahead. He created a new narrative for the company in the era of Big Data, putting science at the center (great forecasts) and stressing services, stories (the ability to communicate the data to users), and safety (preparation for severe weather, including using social media). Now he has questions about how much to invest in the declining but still important television business; how to build and hold audiences beyond severe weather events, when audiences spike; how to stay ahead of growth of digital platforms, especially mobile, when current partners (such as Google) could easily turn into competitors; and how to build organizational capabilities, culture, and talent to be ready for ongoing and future change, including global growth. Kenny grapples with a number of strategic tensions: between innovations and the traditional business, between global and local, and about increased partnering or proprietary advantages. He must continue to lead and develop the team to support a vision that is still unfolding.

Keywords

Innovation; Strategy; Strategic Change; Change Management; Expansion; Weather; Growth and Development Strategy; Innovation and Invention; Technology Industry

Citation

Kanter, Rosabeth Moss. "The Weather Company." Harvard Business School Case 314-083, January 2014.
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About The Author

Rosabeth M. Kanter

General Management
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Related Work

    • March 2014
    • Faculty Research

    The Weather Company

    By: Rosabeth Moss Kanter and Ai-Ling Jamila Malone
Related Work
  • The Weather Company By: Rosabeth Moss Kanter and Ai-Ling Jamila Malone
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