Harrison Keyes: Gap Analysis

3371 words - 13 pages

Harrison-Keyes, Inc., in an effort to remain competitive in the global publishing industry, has begun implementing a new E-book publishing strategy. With much contesting and opposing, Harrison-Keyes' executives decided to pursue a new electronic book publishing initiative that promises to offer a bigger profit margin and revitalize its diminishing performance in the publishing industry. Harrison-Keyes is currently in front of several challenges with this new strategy as the company replaces CEO, Meg McGill with William Guardo. William Guardo has much different views of e publishing than the former CEO, Meg McGill had. He favors traditional publishing; he has little high-tech experience, and is not a big fan of e-books, (University of Phoenix, 2007). However, Mr. Guardo is not as open to the idea of e-publishing and has given his leadership team 30 days to address the oversights in planning and implementation or he will consider stopping the project and create a different initiative to bring the company back to life.This analysis will show the issues and opportunities currently facing Harrison-Keyes as well as the stakeholder perspectives and ethical dilemmas associated with this strategy. The analysis will also review what the future of Harrison-Keyes could look like if it implements procedures to prevent these issues from happening again. Finally, this analysis will take a look at the gap between the current situation at Harrison-Keyes and its future end-state vision.Situation AnalysisIssue and Opportunity IdentificationMany issues have contributed to the condition of Harrison-Keyes' e-book project today. Though difficult and demanding, these issues provide opportunities for Harrison-Keyes to take back control of the project and bring it back on target to reaching the company's expected outcomes. There are five issues identified in the scenario that present challenges for Harrison-Keyes. The first issue to be acknowledged was the lack of a clearly distinct project scope, which has caused uncertainty throughout the project. The second issue identified was the lack of a clear implementation strategy. The next issue was identified when a natural disaster had Asia Digital fail to complete the formatting portion of the project and unknown time for being back in business. The lack of and a need of a contingency plan was then acknowledged. The next issue that was identified was a lack of agreement among project stakeholders. This lack of agreement has caused major issues with getting jobs done in a timely manner and the employee morale to decrease. The final issue identified was the lack of plan control. Table 1 briefly outlines these issues and opportunities."As fundamental and essential as scope definition appears, it is frequently overlooked by project leaders of well-managed, large corporations," (Gray & Lawson, 2005). Harrison-Keyes' poorly defined scope currently appears to be a barrier to its potential e-publishing project success. The main...

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