Complete the Harrison-Keyes Generic Benchmarking Worksheet following the instructions provided on the worksheet. The work that the team completes will be used by individuals to develop alternative initiatives for the Harrison-Keyes Implementation Plan and Defense in Week Three.
After reviewing the Harrison-Keyes scenario, you will identify several issues that directly connect to the concepts in the mind maps for weeks 1 through 3. In addition to reading the assigned text materials to develop knowledge about the concepts, a thorough master's-level education requires the development of effective research skills. In this assignment, you will work collaboratively to create a rich source from which you will individually develop alternative solutions for Harrison-Keyes.
Individually, identify and research two companies that have faced specific issues related to those you identified in the scenario and connected with the course concepts. For each company selected, discuss the following in a 350-word synopsis: (A) issue identified in the scenario that is also facing the company, (B) how the company responded to the issue, and (C) outcomes of the company's response to the issue. Thus, each team member should have two 350-word synopses, one for each company, which provides the information identified. To avoid duplication of efforts, each team member should identify, to the team, the companies he or she will be researching before doing this part of the assignment.
Need help with two companies, and comparing them to the Harrison-Keyes scenario.. I would like to do Maybe Walmart, (not K-mart) or something in the retail industry if applicable.
I'm assuming this is your week 2 benchmarking since the question states ". . . will be used by individuals to develop alternative initiatives for the Harrison-Keyes Implementation Plan and Defense in Week Three."
Here are two companies similar to HK and I have given you some analysis for both. You can use this for your step 2.
Implementing strategy through strategic leadership
Staying on top in today's business environment is becoming increasingly challenging for Harrison-Keyes, given the rapid pace of change, global competition, changing consumer preferences, and the emergence of innovative business models that make traditional ways of doing business obsolete. Even more challenging is the edging out of independent book sellers by superstores and mega-discounters who offer enormous discounts and generous return policies. The need for strategic leadership is important for Harrison-Keyes' management team as the will need to create a climate that fosters a strategic leadership mindset at all levels within the organization. The management team seems to possess the experience needed to face and solve their challenges. Therefore, the need now revolves around their mindset. According to Konczak, "leadership involves the ability to balance the short-term and long-term needs of the organization to ensure the enduring success of the business" (2005). Meg as the CEO will need to utilize strategic thinking, strategic acting, and strategic influencing when making decisions. Her final decision to give Marsha on month to come up with solutions to all the problems is not properly aligned with strategic thinking or acting. A strategic leadership mindset should operate within a learning framework where there is an on-going state of formulation, implementation, reassessment, and revision of organizational strategy. To be successful, the management team at Harrison-Keyes will need to continually assess and reassess the situation as the make continuous decisions. Hughes and Beatty (2005) identified the following five strategic thinking skills in their work at CCL that are vital but underdeveloped in most managers.
* Scanning: Assessing the organization's current state.
* Visioning: A view of what the organization can and should become.
* Reframing: The ability to see things ...
Benchmarking alternative solutions for Harrison Keyes
--Implementing Strategy through Strategic Leadership (1 company benchmarked)
--Involving stakeholders in strategic plans (1 company benchmarked)