Gap Analysis Harrison Keye Inc.
Running head: GAP ANALYSIS: HARRISON-KEYES
Gap Analysis: Harrison-Keyes
Phil A. Sewell
University of Phoenix
Gap Analysis: Harrison-Keyes
The goal of this paper is to identify the steps management at Harrison-Keye Inc. needs to take to make culture changes. The gap analysis identifies three issues that require immediate attention and new leadership. The fact that Harrison-Keyes Inc. has to stop and take stock of what they can and cannot do is critical to their success. This is due to their inherent lack of resources to implement their e-books initiative and its misalignment with their vision and mission statements.
Situation Analysis
Issue and Opportunity Identification
Harrison-Keyes Inc. management does not understand project management nor project implementation techniques. Management did not fully define the elements of the e-books initiative evidenced by the fact that Mack Evans, CIO, stated his hardware and software were incapable of delivering the e-books as planned. The vendor handpicked by the implementation team was having problems delivering on time due to inadequate estimates of the resources involved to deliver certain elements in a timely manner. Management did not align end state goals for project implementation with the capabilities and resources within the organization nor were these goals aligned with the vision and mission statements. Meg P. Mc Gill's email of March 24th 2004 shows a glowing endorsement of her vision for e-books. Her follow up email to Marsha Goldfarb, Senior V.P. Marketing, asks for estimates of industry growth in e-books. Basically management bought into Meg's strategy for e-books without any prior evidence or research outlining all the specific steps required to insure success. Management had several projects running simultaneously. They had a vendor digitizing the vast company catalog of books, they had their internal CIO running the...
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