Gap Analysis

Gap Analysis

Gap Analysis: Harrison-Keyes
Radical changes in the publishing industry have forced Harrison-Keyes to rethink its business strategy. The company has struggled to implement a strategic project that will integrate the latest technology with its vision and help regain lost market share. However, implementing change can create a chaotic environment. To date, a number of   set backs have prevented Harrison-Keyes from sucessfully implementing this project. In an effort to identify the problems that affect Harrison-Keyes, this paper will examine the company’s culture, implementation strategy, and risk management.

Situation Analysis
Issue and Opportunity Identification
A key component in creating a strong corporate culture is communication. Both of Harrison-Keyes’ CEOs have performed poorly in this area. Former CEO, Meg McGill failed to effectively communicate the company’s strategy and therefore created confusion among the company’s employees.   Under Ms. McGill’s tenure there was confusion about job functions and a general lack of knowledge and awareness about the e-publishing strategy. Consequently, some employees were alienated and feared for their jobs. Some of them left Harrison-Keyes to seek employment with other publishing companies.  
Current CEO, William Guardo and the Board of Directors have compounded the problem by voicing opinions on the e-publishing initiative. In a meeting of managers, Mr. Gurado stated, “to be fair, I should tell you all up front that I’m not really a fan of e-publishing and the Board has been expressing some reservations about it as well”, (University of Phoenix, 2008). Statements like this undermine everything the company is trying to accomplish. If the CEO and the Board of Directors do not believe in the company’s strategic vision what does that say to the employees?
Implementing a strategy requires concise communication with regards to the organization’s goals. Harrison-Keyes must seize the opportunity to...