Harrison-Keyes

Running head: PROBLEM SOLUTION: HARRISON-KEYES INC.

Problem Solution: Harrison-Keyes Inc.

Jamicka Solomon

University of Phoenix

Problem Solution: Harrison-Keyes Inc.

Harrison-Keyes has suffered from the competition of low-cost retailers that cuts the profits of publishing companies. CEO, Meg McGill planned on updating the company’s strategy for e-publishing however, many of the executive leaders and authors do not support her plan. Now that CEO, Meg McGill has been replaced by William Guardo, he has made it evident that he does not support the e-publishing market. Harrison-Keyes needs to improve its strategic management process or give up on the idea of becoming an e-commerce publisher. Defining what is needed before implementing changes will create a more harmonious culture amongst the teams and decrease bad publicity. Harrison-Keyes is a century year old company that normally does not move quickly when it comes to taking risks and making changes that affect their company. This paper will address the company’s issues and opportunities, find alternative solutions and offer guidelines to assist the organization in making some major decisions pertaining to where Harrison-Keyes will fit in the new millennium.

Describe the Situation

Issue and Opportunity Identification

Harrison-Keyes has been a competitive force within the publishing company targeting business, scientific, professional and consumer books, technical information, text books and other educational materials for all levels of study. Although these services have placed the company in a successful present state, Harrison-Keyes is feeling a little competition from the industry who is forcing the organization to find innovative ways to survive. Harrison-Keyes has decided to compete by switching from its traditional to an electronic publishing method in order to both increase profits and offer modern services to its customers. Currently, the company has been afflicted by poor communication strategies. The fact that the executives of the company failed to communicate its company strategy to all of Harrison-Keyes stakeholders in the beginning has made it difficult to create cohesiveness within the organization. The company has also experienced changes resulting in the firing of Meg McGill and the hiring of CEO, William Guardo. William Guardo has little high tech experience within the publishing industry and heavily supports traditional methods as opposed to the modernized e-publishing. This poses a problem within an organization who was once supported by a CEO who was all for the new ideas. In addition, the project manager is finding it difficult to persuade stakeholders to convert their support from traditional publishing ideas to the e-publishing industry. This issue could turn into an opportunity for the organization if the top shareholders can take on the responsibility of being more vocal and supportive of the project. If the shareholders project an overall sense of confidence in the project, then it will spill over onto the project team as well as the other employees involved. The company’s organizational culture seems to want to hold on to the old ways instead of taking a risk in the new e-market which could eventually cost the company from progressing and effectively competing with other companies who are succeeding within the e-publishing market.

To make matters worse Asia Digital Publishing, the outsourcing company used on the e-publishing project, has undergone unanticipated trials which has caused them to close its company for an unforeseen amount of time. Harrison-Keyes suffers from this unpredicted turn of events because not only did they not have a plan B, they are also facing unmet deadlines that are critical for the success of the project. This forces the company to begin its search for a new outsourcing company which will meet deadlines in a short amount of time. Last but not least, the CEO, William Guardo, has placed a one month turn around time on the project which is unrealistic. This leads to an issue because it will force employees to rush the project and eventually create more mistakes that could have been avoided if more time were allotted. Harrison-Keyes may turn these issues into opportunities by establishing better communication, a clear strategic plan and incentive plans. Executives must develop an effective and realistic estimate for project costs, budgets, and time.

Stakeholder Perspectives/Ethical Dilemmas

Harrison-Keyes is looking for ways to generate revenue through the e-publishing market and must develop a plan to take the stakeholders into account. First, Harrison-Keyes must develop and create an agreement with the authors. The authors are worried, with no help from the bad publicity, that there is a risk with switching from traditional publishing to electronic publishing. They fear that they will run into anti-piracy issues along the way that will effect the proper protection of their materials. An agreement should be developed between the authors and Harrison-Keyes that will guarantee protection for both new and existing materials. Harrison-Keyes vs the stakeholders/CEO is next. Unless Harrison-Keyes can implement a proper plan, this project will fall by the waist-side fast. For the company to succeed within the e-market, they must understand the stakeholders perspectives. The ethical dilemmas facing Harrison-Keyes come from employees in all levels of the organization and project management controls of the operation. Employees are feeling threatened by the possibility of outsourcing occurring and are resigning or deciding to turn to a competitor for security. Executive management is not fully invested in the e-publishing sales and has placed a time limit on the success of the project. The company has fired CEO, Meg McGill and replaced her with William Guardo. The new CEO is not a supporter of digital publishing and favors traditional publishing instead. The organization is not aligned in a common strategy which has resulted in numerous issues for the project. Employee roles have not been defined and the corporate strategy is in question. Resistance and skepticism can occur when organizational change is instituted.

Frame the “Right” Problem

Harrison-Keyes Inc. aspires to be a global electronic-publishing industry