Problem Solution: Harrison-Keyes Inc.
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Running head: PROBLEM SOLUTION: HARRISON-KEYES INC.
Problem Solution: Harrison-Keyes Inc.
Keith Todd
University of Phoenix Online
MBA590
June 3, 2007
Instructor: Kenneth Kobus
Problem Solution: Harrison-Keyes Inc.
There are many alternative approaches to solving problems. Traditionally they have involved a step-by-step process of defining the problem, identifying alternative solutions, assessing the alternatives, making a decision, and implementing the solution. A more state-of-the art process also incorporates appreciative inquiry, which helps to reframe the problem into an opportunity and defines success in terms of the desired future end state and success factors. This also a process that involves engaging people through the process of dialogue to create an initial state of shared understanding to help define the right problems and the expertise required to solve many of todays multidisciplinary and complex problems.
Because the realities of todays world demand quick, high-quality solutions to resolve issues and realize future opportunities, the approach must be fast-cycle, rigorous, fact-based, systematic, and holistic. These demands lead to a step-by-step process, which can be thought of as a series of cycles (University of Phoenix, 2007).
This paper addresses Harrison-Keys present situation required actions to alleviate the negative results and how the firm must provide a clear strategy to create a project plan and follow the best practices in project implementation.
Harrison-Keyes continuing efforts to remain competitive in the publishing industry led the organization to initiate a new e-commerce strategy. This initial push for eBooks was plagued with various issues and failures from startup and Harrison-Keyes response to previous issues and failures was to replace CEO Meg McGill with William Guardo. Former CEO Meg McGill was an advocate of eBooks and she was the first promoter of the eBook implementation. After several failures and delays Meg was replaced and the new CEO William Guardo is not completely convinced that the eBook initiative is the direction to firm should take.
Guardo opinions and direction broadly vary from Megs and he selects traditional publishing over eBooks and does not possess extensive high-tech knowledge and experience. However, William Guardo is still contemplating the eBook initiatives and offered his leadership team 30 days to address the oversights in planning and implementation or he will redress the situation and eliminate funding.
This analysis will list issues and opportunities currently facing Harrison-Keyes, stakeholder perspectives and ethical dilemmas associated with the eBook program. In addition, this analysis will assess what the future of Harrison-Keyes might look like if the organization implements procedures to prevent these challenges from surfacing again, review the gap analysis concerning the present state of affairs at Harrison-Keyes and the firms future end-state vision.
Describe the Situation
Issue and Opportunity Identification
Numerous issues have contributed to the stagnation and failures of Harrison-Keyes e-book project however, the aforementioned problems in retrospect provide many opportunities for Harrison-Keyes to salvage what damages have occurred, assume total control of the eBook project, realign the project with organizational goals and subsequently see the desired deliverables. There are many issues identified in the scenario that require immediate action and make available challenges for Harrison-Keyes realize and assess.
From the startup phase of Harrison-Keyes e-publishing initiative the organization did have a project selected but failed to communicate a holistic organizational strategy throughout the firm. Strategy is implemented through projects. Every project should have a clear link to the organizations strategy (Gray-Larson. 2005, pg 21). Harrison-Keyes e-publishing project must contribute value to the organizations strategic plan, which is designed to meet the future needs of its customers. Ensuring a strong linkage between the strategic plan and projects is a difficult task that demands constant attention from top and middle management. Ample evidence still suggests that many organizations have not developed a process that clearly aligns project selection to the strategic plan. The result is poor use of the organizations resources–people, money, equipment, and core competencies (Gray-Larson, 2005).
Harrison-Keyes can assure strategic management objectives by following the following strategic management processes:
Review and define the organizational mission. This identifies what the organization wants to become.
Set long-range goals and objectives. Objectives translate the organization mission into specific, concrete, measurable terms.
Analyze and formulate strategies to reach objectives. Formulating strategy answers the question of what needs to be done to reach objectives.
Implement strategies through projects. Implementation answers the question of how strategies will be realized, given available resources (Gray-Larson, 2005).
Strategic management provides the theme and focus of the future direction of the organization. It supports consistency of action at every level of the organization. It encourages integration because effort and resources are committed to common goals and strategies (Gray-Larson. 2005, p. 24).
Implementation of projects without a strong priority system linked to strategy creates problems. Three of the most obvious problems are discussed below. A project portfolio system can go a long way to reduce, or even eliminate, the impact of these problems.
To reduce and eliminate the possibilities of the implementation gap Harrison-Keyes must implement an effective Project Portfolio Management System. Because clear linkages do not exist, the organizational environment becomes dysfunctional, confused, and ripe for ineffective implementation of organization strategy and thus, of projects. The implementation gap refers to the lack of understanding and consensus of organization strategy between top and middle-level managers (Gray-Larson. 2005, p. 294).
In addition, an effective Project