Harrison-Keyes Inc

Problem Solution: Harrison-Keyes Inc.

Pearce and Robinson (2004) conclude that when a strategic decision moves from formulation to implementation phase, to make the implementation successful, the manager has to do four things well: a) Identify short-term objectives, b) Initiate specific functional tactics c) Communicate policies that empower people in the organization and d) Design effective rewards. Managers at Harrison-Keyes must scan the environment for issues and challenges, make systematic decisions, and implement solutions that meet the demands of the company’s various stakeholders (University of Phoenix, 2006).

The intent of this paper is to examine the Harrison-Keyes’ scenario and begin with a situation analysis by providing a summary description of the existing issues and opportunities in the scenario. These issues and opportunities will become the foundation for defining a problem statement that focuses on the future, establishing the desired end-state vision, and identifying a set of end-state goals. These short and long-term goals should be specific, measurable, workable, and reasonable. The short-term goals should focus on maintaining the firm’s current strength and position in the industrial electronics parts market. Alternatively, the long-term goals will focus on increasing market share and sustainable growth. In addition, provided is a set of alternatives and an analysis of the potential risks, consequences, and mitigation strategies. In conclusion, the optimal solution is identified, an implementation plan is outlined, and the metrics to be used to evaluate the success of the chosen optimal solution are identified.

Describe the Situation

Harrison-Keyes was founded in 1899 and is a well-known publisher of scientific, technical and business books and journals, professional and consumer books, textbooks and other educational materials. The company holds about 22,700 active titles and publishes about 2000 new titles each year. Similar to the industry Harrison-Keyes is suffering because of consolidation and competition from low cost retailers. The profits have declined because of declining market share if independent book sellers (down 12% from 50% to 38% in the decade between 1992 and 2003). Several of its distribution facilities have gone out of business. Technological advancement has changed customers’ needs; customers now want to be able to search text within books.

Issue and Opportunity Identification

Harrison-Keyes is facing a number of issues in implementing its strategy. First and foremost is that the company does not have a company-wide implementation strategy for their new initiative. This is causing disconnect between different functional groups. An instance of this disconnect can be seen when Robert Smith, the CFO expresses his concern about the whole strategy of e-publishing. This may lead to a low morale among the employees involved in the implementation. According to Gary and Larson (2006), “the relationship between strategic management and project management: there is a lack of understanding and consensus on strategy among top management and middle-level (functional) managers who independently implement the strategy; they refer to this as the ‘implementation gap’ ”.

The second issue that Harrison Keyes is facing is that of leadership and ownership. Some of the key managers are not playing active role in the implementation of the strategy. This can be seen in the leadership meeting where Dharma Joyce, the executive vice president of global strategy is does not appear to be playing an active role and the only comment Dharma makes is about hiring Asia Digital publishing. Being the executive vice president of global strategy, Dharma is expected to display more commitment and ownership towards the strategy.

The third issue is that of communication. There is a collapse of communication and follow-up between Harrison-Keyes and Asia Digital Publication. Pete Ross is unable to communicate effectively with Asia Digital Publishing. Asia Digital Publishing has missed intermediate deadlines and Pete seems to have no control over the task. The situation arises because of lack of a clear communication plan. “As part of the project communication plan, stakeholders define up front the communication and decision-making process that will be used to evaluate and accept changes.” (Gray & Larson, 2006)

The lack of a project manager is the fourth issue. There is a lack of coordination and cohesion between different stake holders. In the scenario, Mack Evens proposes pulling off some people from other high priority tasks into resolving the hardware and software issues. This could severely impact the high priority tasks and put the project into jeopardy. Gary