Problem Solution: Harrison-Keyes Inc.

Running head: PROBLEM SOLUTION: HARRISON-KEYES INC.

Problem Solution: Harrison-Keyes Inc.

Keith Todd

University of Phoenix Online

MBA590

June 3, 2007

Instructor: Kenneth Kobus

Problem Solution: Harrison-Keyes Inc.

There are many alternative approaches to solving problems. Traditionally they have involved a step-by-step process of defining the problem, identifying alternative solutions, assessing the alternatives, making a decision, and implementing the solution. A more state-of-the art process also incorporates appreciative inquiry, which helps to reframe the problem into an opportunity and defines success in terms of the desired future end state and success factors. This also a process that involves engaging people through the process of dialogue to create an initial state of shared understanding to help define the right problems and the expertise required to solve many of today’s multidisciplinary and complex problems.

Because the realities of today’s world demand quick, high-quality solutions to resolve issues and realize future opportunities, the approach must be fast-cycle, rigorous, fact-based, systematic, and holistic. These demands lead to a step-by-step process, which can be thought of as a series of cycles (University of Phoenix, 2007).

This paper addresses Harrison-Key’s present situation required actions to alleviate the negative results and how the firm must provide a clear strategy to create a project plan and follow the best practices in project implementation.

Harrison-Keyes continuing efforts to remain competitive in the publishing industry led the organization to initiate a new e-commerce strategy. This initial push for eBooks was plagued with various issues and failures from startup and Harrison-Keyes response to previous issues and failures was to replace CEO Meg McGill with William Guardo. Former CEO Meg McGill was an advocate of eBooks and she was the first promoter of the eBook implementation. After several failures and delays Meg was replaced and the new CEO William Guardo is not completely convinced that the eBook initiative is the direction to firm should take.

Guardo opinions and direction broadly vary from Meg’s and he selects traditional publishing over eBooks and does not possess extensive high-tech knowledge and experience. However, William Guardo is still contemplating the eBook initiatives and offered his leadership team 30 days to address the oversights in planning and implementation or he will redress the situation and eliminate funding.

This analysis