Harrison Keyes: Gap Analysis

Harrison-Keyes, Inc., in an effort to remain competitive in the spheric publish industry, has begun implementing a new E-book make strategy. With much contesting and opposing, Harrison-Keyes? executives obstinate to pursue a new electronic book publishing initiative that promises to offer a bigger profit borderline and revitalize its diminishing performance in the publishing industry. Harrison-Keyes is presently in front of several challenges with this new strategy as the company replaces CEO, Meg McGill with William Guardo. William Guardo has much different views of e publishing than the former CEO, Meg McGill had. He favors traditional publishing; he has little high-tech experience, and is not a big winnow of e-books, (University of Phoenix, 2007). However, Mr. Guardo is not as open to the idea of e-publishing and has given his lead team 30 days to address the oversights in homework and implementation or he will consider fillet the project and create a different initiative to become the company endorse to life.

This compend will show the stretch outs and opportunities presently facing Harrison-Keyes as well as the stakeholder perspectives and ethical dilemmas associated with this strategy. The analysis will also review what the future of Harrison-Keyes could look like if it implements procedures to prevent these issues from happening again.



Finally, this analysis will take a look at the gap between the current side at Harrison-Keyes and its future end-state vision.

Situation AnalysisIssue and Opportunity IdentificationMany issues have contributed to the tick of Harrison-Keyes? e-book project today. Though difficult and demanding, these issues provide opportunities for Harrison-Keyes to take back control of the project and bring it back on scar to reaching the company?s expected outcomes. There are five issues identified in the scenario that present challenges for Harrison-Keyes. The first issue to be acknowledged was the lack of a clearly distinct...

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