Problem Solution: Harrison-Keyes Inc.
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Running head: PROBLEM SOLUTION: HARRISON-KEYES INC.
Problem Solution: Harrison-Keyes Inc.
Jay Miller
University of Phoenix
Problem Solution: Harrison-Keyes Inc.
Embarking on a new business strategy, Harrison-Keyes is enters a pivotal point in their business development. As a result, business practices that the company has come to rely on are likely to change. As senior management embarks on expansion into e-publishing from traditional hard-bound products and begins to identify changes in their day-to-day operation, a strong project management team must lead the way toward achievement of the new goals. Topics such as, strategic alignment of projects, risk management, project structure, and organizational culture were evaluated and benchmarked against seasoned organizations. As research indicates, each issue can be dealt with effectively if Harrison-Keyes leadership team takes the opportunity to learn from the prior experiences of other corporate leaders.
Issue and Opportunity Identification
Publisher Harrison-Keyes needed a change. Current business practices, product offerings, and sales were stagnant and needed attention. The company decided to bring in a new CEO to jump start the company again and move the publisher into the next phase of business. Meg P. McGill was hired as the new CEO. She came with some big and immediate ideas. The first impact she wanted to make was the introduction of e-books to the Harrison-Keyes product line. This introduction would set precedent for Harrison-Keyes. Previously the publisher only produced paperback books, and this change will develop internal practices unique to the previous way of doing business. Of course these changes come with obstacles as well. The preparation for going online with an e-book offering as well as setting up a website for purchasing develops challenges unlike those encountered in the paperback arena. As Harrison-Keyes addresses the new challenges, obstacles are addressed and turned into opportunities.
Stakeholder Perspectives/Ethical Dilemmas
A few individuals within Harrison-Keyes are having issues with the new initiative. There are even some on the outside having a part in the e-book start up with concern. A well known and very influential author, Will Harper, is concerned about the new e-book privacy issue. Harper wants to protect his royalties from potential piracy. His lack of education around the format of e-books makes him nervous around selling his work on the internet. Harrison-Keyes wants to develop new markets. They see a new opportunity not saturated by the competition. Each party seeks a fair outcome from their perspective. Some education and compromise by both parties will help resolve this dilemma.
Harrison-Keyes product manager, Pete Ross, is having difficulty dealing with the overseas production crew Asia Digital hired to produce the e-book format.
Ross does not understand the cultural differences Asia Digital has, and feels they may not have the same attention around this project as he does. Ross may feel threaten by Asia Digital as they are now in charge of the production he has had responsibility for in the past. Asia Digital may also not understand the emphasis of the project Harrison-Keyes is inducing. Asia Digital and Ross must find a way to respect each others differences. Once mutual respect is established, try to leverage their differences for a better overall experience.
The new CEO has her own challenges around the new initiative. Meg McGill was hired to produce results, and convincing the board of her e-book idea seems to be difficult. McGill want to move quickly into e-publishing as she believes it will sustain future growth. The board wants a slower approach with more detailed research that supports the move. McGill was hired by the board to do a job. McGill just wants to prove to the Board they hired the right person. The board is hesitant as they do not feel the market is demanding or even embracing the e-book format yet. As McGill and the board discuss, proper research on McGills part should help shed some light on the e-book opportunity. The board will have to trust in their hiring and allow McGill to perform her tasks.
Frame the “Right” Problem
Harrison-Keyes has produced books for many years. The next step in the business evolvement consists of moving online with products and services. As Harrison-Keyes services their customers, staying ahead of the competition by using technology, new practices, and innovative ideas will result in continuing their leadership as the top publisher of books.
Describe the “End-State” Vision
Harrison-Keyes will look forward 18-24 months and see they have established an effective online ordering product, and a broad offering of e-book options. This will help Harrison-Keyes become the industry leader in the e-book arena. Embracing this technology will also place Harrison-Keyes in the front of the learning curve when new technology options arise.
Identify the Alternatives and Benchmarking Validation
Borders is a bookstore that must implement new projects in order to stay competitive in the marketplace, and aligning the project with the organizational strategy is essential. In the past decade, Borders has made alliances with Amazon, T-Mobile, and Seattles Best Coffee LLC (Borders, 2007). All of these alliances have required the organization to accept changes in order to move forward. “Borders is now facing losses in the marketplace and is being forced to make major changes in their strategy in order to remain operational. Borders Group Inc. unveiled an aggressive company overhaul Thursday that includes an all-new retail Web site, a major update of its Borders superstores, shuttering nearly half of its Waldenbooks stores, and the possible sale of most of its overseas operations” (Youssef, 2007). Borders must ensure that these projects are aligned with the organizational strategy in order to increase their impact on the overall success of the business strategy. Many of their previous problems may be attributed to a misalignment between project decisions and organizational strategy, and in the end, they will have to prioritize wisely to best utilize scarce resources. “Multiple competing projects, limited skilled resources, dispersed virtual teams, time to market pressures, and limited capital can serve as forces for the emergence of project portfolio management that provides the infrastructure