Harrison-Keyes Problem Solution

Harrison-Keyes Problem Solution

Name

Strategic Implementation and Alignment

MBA 590

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. 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. Estimating project times and cost is an essential part of project management (Gray & Larson, 2006, pg. 1, Chap. 5). A good project plan would have accounted for the fact that there would be a learning curve associated with executing a credible marketing plan for this initiative.

Considering the problems outlined above, there is an opportunity to step back and reassess the organization's approach to this initiative. Growing evidence suggests that the organization may have rushed too rapidly into the deployment phase without completing the necessary planning. Fundamental organizationally issues must be addressed as part of the implementation planning, including organizational alignment, organizational culture, changing skill sets and training, as well as contracts management.

Stakeholder Perspectives/Ethical Dilemmas

The management team has expectations of the staff. If they feel they are looking after the best interests of their employees, they have an expectation or trust that the staff will exhibit some level of loyalty. That trust can be shaken when employees begin to resign. Management can often feel slighted, leading them to take it personal or feelings that staff is ungrateful for all they have done for them. In the end, however, the management team is most interested in meeting the expectations of the Board and the shareholders. Balancing interests between the two can present ethical dilemmas.

The staff members, on the other hand, may be most interested in job security. They may feel completely responsible for providing for their families, which can be a powerful emotion. If they feel management is purposefully steering the organization into perilous waters (therefore endangering their job security), they may feel self-justified in withdrawing any loyalty they have for the organization. Their dilemma is balancing their sense of loyalty and the self-preservation of job security.

The Board, above all, wants to know what is going on so that they can provide advice and assistance. In this context, honesty is the most important value they want and need from the management team. If they cannot have complete trust in the honesty of the management team it will affect their confidence in strategy.

End-State Vision

"Harrison-Keyes will be an industry leader in the e-publishing field."

Pursuing this vision will continue to create dilemmas concerning staff and management team members with outmoded skills. However, Harrison-Keyes must not shortchange its future in the publishing industry as the industry is moving in this direction with or without Harrison-Keyes.

Gap Analysis

Jan Peters appears to be the only member of the management team who is still for implementing the vision of the previous CEO. It is going to be up to her to refashion the strategic plan in a way that will address the new challenges. Being that the new CEO is not hell bent on rushing head-long into e-publishing, this presents an opportunity to step back and gather resources for a more successful strategy. However, the new CEO is interested in controlling losses. Strategic implementation aside, there is still a need to "mind the shop" (Corboy & O'Corrbui, 1999).

Ms. Peters must initially focus on project alignment. Alignment is about gaining all the necessary commitments and buy-in from project stakeholders and team members (Villachica & Stone, 2004).

To avoid repeats of the problems Harrison-Keyes had with marketing and IT, the organization must take the necessary time and investment to provide staff with the necessary training and education. This will enable the staff to successfully participate in the next attempt at strategically