Harrison-Keyes Problem Solution

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Harrison-Keyes Problem Solution

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Strategic Implementation and Alignment

MBA Essay

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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. However, he is open-minded to the e-publishing initiative – if he can be convinced the strategy is sound and the objectives achievable.

Mr. Guardo is not the only member of the management team who has internal doubts about e-publishing. The CIO of the company, Mack Evans, is also uncomfortable with the new technology as he is at risk of being exposed as in over-his-head with the associated information technology challenges. In the previous Scenario, it was revealed that Robert Smith, the CFO, also has doubts about the e-publishing initiative. In addition, judging by the escalating number of defections of staff members, a growing number of employees have misgivings. It is clear that the organization, in general, is bound to the old ways of doing business in traditional publishing. This organizational culture paradigm will be a barrier to progressing towards the new e-publishing business model (Gray & Larson, 2006, pg. 20, Chap. 3).

Another issue facing Harrison-Keyes at this time is the fact that the company from India that had been contracted to perform the e-formatting of the Harrison-Keyes library has been put out of business indefinitely by a natural disaster. This unforeseen event has put the e-publishing timelines way behind schedule. The fact that there was no backup plan indicates that the project planning for this initiative did not include risk management considerations. A scenario analysis would have identified this as a possibility along with the potential impact (Gray & Larson, 2006, pg. 6, Chap. 7).

The last issue identified for this scenario is the fact that the marketing plan for the e-publishing was never funded adequately. In addition, the staff is not adequately trained or experienced in the nuances of e-marketing.

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