Finally marketing has not generated sufficient excitement to meet the sales forecasts, so the CEO has given Jan Peters and the implementation team 30 days to turn things around or he will pull the project. Opportunity Identification Some of the opportunities that face Harrison-Keyes, Inc. are the success of a fully implemented e-publishing strategy, this will give them an opportunity to be one of the first in the e-book market as well as realize the potential revenues that are available.
Problem Solution: Harrison-Keyes Inc. Since its foundation in the late 1800's, Harrison-Keys has enjoyed success and it has been one of the leaders in the publishing business; specializing in scientific, technical and business books and journals, etc. Yet, the new trends in the industry like competition from low-cost retailers are jeopardizing Harrison's leadership in the market. The Board of Directors have fired the recently appointed CEO, Meg McGill; who favored the digital era and wanted Harrison-Keys to implement an online store to begin selling digitalized copies of its books. To fill this position, William Guardo, a man with more than 30 year of experience in the industry was hired as the new CEO.
Harrison-Keyes Problem Solution Name Strategic Implementation and Alignment MBA Essay Professor's Name Date Harrison-Keyes Problem Solution Introduction Harrison-Keyes is going through turbulent times. In addition to the challenges of an industry undergoing rapid transformation, the company is under new leadership that is not an advocate of the direction the company was going towards under the previous CEO. This paper will examine the most recent issues the company is facing, analyze the available opportunities and define the steps that can be taken to move the company forward to a desired end-state. Issue and Opportunity Identification Unlike the previous CEO, William Guardo, the new CEO is not a fan of e-publishing. All his experience over the last thirty years is in traditional publishing.
Situation Analysis and Problem Statement: Harrison-Keyes, Inc. Situation Analysis and Problem Statement Over a century old, Harrison-Keyes was founded in 1899 and made its early money publishing the works of literary giants. Throughout the years, the companys focus shifted to meet demand and by the mid-1950s, it was regarded as a leading publisher of business, scientific and technical information. (University of Phoenix, n.d., Scenario Harrison-Keyes, p. 1). Harrison-Keyes has taken Situation Background Harrison-Keyes Inc. is a global publisher of print products specializing in scientific, technical, and business books and journals, professional and consumer books, textbooks and other educational materials for all levels of study. The company publishes about 2000 titles each year and holds about 22,700 active titles.
This issue could provide the company with an opportunity for a fresh, more organized start that is tracked and charted. The second issue identified was the lack of an adherence to a project baseline. Harrison-Keyes cut the project budget by 20%. This became an opportunity for executives to kill the project or at least re-evaluate it. The next issue was identified when Asia Digital failed to deliver due to a natural disaster.
Once a project is decided upon, the different functional units are delegated the various segments (Gray & Larson, p. 56). Disadvantages of projects organized along functional lines include lack of focus, poor integration, slowness, and lack of ownership (Gray & Larson, p. 58). These disadvantages are readily apparent in the Harrison-Keyes’ e-publishing project. Stakeholder Perspectives/Ethical Dilemmas Among those with a major stake in the success of Harrison-Keyes e-publishing project are new the CEO, the Project Manager, and the employees. The new CEO is interested in making his mark on the company.
Implementation Planning Strategic project management and the corporate strategy-Implementing strategies through projects Harrison-Keyes (H-K), Inc had a proven track record of success with its traditional publishing business but due to an industry-wide change in the way other publishing firms were conducting their business, the company had to realign its corporate strategy with its changing business environment. The company’s new CEO, Meg McGill, was experiencing the challenges faced by project advocates who do not align their initiatives with the current corporate strategy. H-K’s e-publishing project was the pet project of the new, tech-savvy CEO. Unfortunately, Ms. McGill was unable to demonstrate to all members of her upper management team how the e-publishing initiative was aligned to the organization’s corporate strategy. In this case, some major stakeholders at H-K, such as its A-list author Will Harper and the firm’s CFO and production, felt the project was an inappropriate choice.
still felt that it undervalued the entire company, so they rejected the offer again. This was followed by a set of events that would result in YHOO’s share price to decrease. The decision to reject Microsoft’s offer was agreed upon by Yahoo!’s Board of Directors. The first time Microsoft decided to withdraw its offer was May 5th that same year. As a result, YHOO’s shares dropped to $23.05 at opening price and closed at $24.37 as nobody wanted to buy the shares and many wanted to sell.
2. Highlight the effects of the earthquake in relation to the following factors: (a) Breaks in the supply chain Since the earthquake also hit the northeastern region of japan the suppliers were not able to supply critical parts and raw materials to Toyota and Honda ‘Just In Time’, hence ‘Toyota faces a shortage of 30 components’ illustrates that due to the break in the supply chain between the supplier (of the raw materials and critical parts) and the Japanese as well as the American manufacturers. (b) Workforce availability The earthquake in japan caused several problems for many manufacturers as well as many families. One major issue could be the loss of life of employees, which utterly affects a firm and family. Thus the car manufacturer will need to recruit the to replace all the employees that have passed away and also will... ... middle of paper ... ...le employee’s weekends to work and have their break during two weekdays.
George Bernard Shaw said, “The single biggest problem in communication is the illusion that it has taken place” (Shaw). It is imperative that leaders and inspiring leaders prove good communication skills rather than assuming that he or she has good communication skills. The purpose of this paper is to inform readers that business experts can fail without effective leadership and communication skills; however, leadership and communication skills can be natural or learned. In September 2011, Hewlett Packard’s CEO, Leo Apotheker was fired and replaced within a year of being hired. The quick involuntary separation from the company came as a shock to many people.