Gap Analysis: Harrison-Keyes

Gap Analysis: Harrison-Keyes

Harrison-Keyes, Inc., in an attempt to maintain competitive in the publishing industry, embarked on an implementing a fresh approach. Harrison-Keyes upper management team made a decision to pursue a new electronic book publishing that promises to offer larger profit margins in the publishing industry. Harrison-Keyes is currently facing several challenges with this new strategy as the company replaces CEO, Meg McGill with William Guardo. Guardo greatly differs on his view of e-publishing than the former CEO. He favors traditional publishing, has little high-tech experience, and is not a big fan of e-books, (University of Phoenix, 2007). However, Guardo is open minded to e-publishing and has given his leadership team one month to address the issues or he himself will no longer allow e-publishing to continue at Harrison-Keyes.

This paper will show the issues and opportunities that faces Harrison-Keyes as well as the stakeholder perspectives and ethical dilemmas connected with this strategy. The analysis will also exam what the outlook of Harrison-Keyes might look like if it implements measures to revert these challenges from happening again. To conclude, this analysis will take a look at the space connecting the current situation at Harrison-Keyes and its future end-state vision.

Situation Analysis

Issue and Opportunity Identification

There are five issues recognized in the scenario that offer challenges for Harrison-Keyes. The first issue to be identified a clear project scope, which has caused confusion during the project. The second issue identified was the lack of a clear implementation strategy. The third issue was due to Asia Digital failing to complete the formatting portion of the project due to an unexpected natural disaster. The fourth issue that was identified was a lack of alignment among project