Harvard Case - Greeley Hard Copy: Portable Scanner Initiative (A)
"Greeley Hard Copy: Portable Scanner Initiative (A)" Harvard business case study is written by Michael L. Tushman, Daniel B. Radov. It deals with the challenges in the field of Human Resource Management. The case study is 15 page(s) long and it was first published on : Jul 3, 2000
At Fern Fort University, we recommend that Greeley Hard Copy implement a phased approach to launching their portable scanner initiative. This approach will prioritize employee training and communication, address potential concerns regarding job security, and ensure a smooth transition to the new technology. The initiative should be accompanied by a comprehensive marketing campaign to highlight the benefits of the portable scanners to both internal and external customers.
2. Background
Greeley Hard Copy is a successful, family-owned business specializing in document management and copying services. The company faces increasing competition from digital solutions and recognizes the need to adapt to the evolving market. The introduction of portable scanners represents a significant investment in new technology, aimed at enhancing customer service and expanding service offerings. However, the initiative faces challenges, including potential employee resistance due to concerns about job security and the need for significant training and adaptation.
The main protagonists of the case study are:
- John Greeley: The company's president, who is committed to innovation and adapting to the changing market.
- Mary Greeley: John's daughter and the company's marketing manager, who is tasked with promoting the new initiative.
- The employees: The company's workforce, who are concerned about the impact of the new technology on their jobs and the required training.
3. Analysis of the Case Study
The case study presents a classic example of organizational change management. The introduction of portable scanners represents a significant technological shift that requires careful planning and execution to minimize resistance and maximize adoption.
Framework: We can analyze the situation using Lewin's Change Management Model:
- Unfreeze: This stage involves preparing the organization for change by communicating the need for the initiative, addressing employee concerns, and building support for the new technology.
- Change: This stage involves implementing the new technology, providing training and support to employees, and monitoring progress.
- Refreeze: This stage involves solidifying the changes by integrating the new technology into the company's operations, celebrating successes, and reinforcing the new way of working.
Key Issues:
- Employee Resistance: The potential for employee resistance is a significant concern. Employees may fear losing their jobs or struggle to adapt to new technology.
- Training and Communication: Effective training and communication are crucial for successful implementation. Employees need to be adequately trained on how to use the new scanners and understand the benefits of the initiative.
- Marketing and Promotion: The company needs to effectively market the new service to both internal and external customers to drive adoption and increase revenue.
4. Recommendations
Phase 1: Preparation and Communication
- Employee Engagement: Conduct town hall meetings and individual discussions to address employee concerns about job security and the new technology.
- Training and Development: Develop a comprehensive training program that includes hands-on training, online resources, and ongoing support.
- Leadership Communication: John Greeley should actively communicate the rationale behind the initiative, emphasizing the benefits for employees, customers, and the company's future.
- Pilot Program: Implement a pilot program with a small group of employees to test the technology and gather feedback before full-scale rollout.
Phase 2: Implementation and Support
- Phased Rollout: Implement the portable scanners in a phased manner, starting with specific departments or locations.
- Technical Support: Provide dedicated technical support to assist employees with any issues or questions they may have.
- Performance Monitoring: Track key performance indicators (KPIs) such as customer satisfaction, employee productivity, and revenue generated by the new service.
Phase 3: Marketing and Promotion
- Targeted Marketing: Develop a targeted marketing campaign that highlights the benefits of the new service to both existing and potential customers.
- Customer Education: Educate customers about the benefits of using portable scanners, including convenience, efficiency, and cost savings.
- Employee Advocacy: Encourage employees to act as ambassadors for the new service, promoting its benefits to customers and colleagues.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The initiative aligns with Greeley Hard Copy's core competency in document management and its mission to provide innovative and efficient solutions to customers.
- External Customers and Internal Clients: The initiative addresses the needs of both external customers seeking convenient and efficient document scanning solutions and internal clients who require access to new technology for improved productivity.
- Competitors: The initiative allows Greeley Hard Copy to stay ahead of competitors by offering a differentiated service and adapting to the changing market landscape.
- Attractiveness: The initiative is expected to generate a positive return on investment (ROI) through increased revenue and improved efficiency.
Assumptions:
- Employees are willing to adapt to new technology with adequate training and support.
- Customers will embrace the convenience and efficiency of the portable scanner service.
- The company can effectively market the new service to both internal and external customers.
6. Conclusion
By implementing a phased approach to the portable scanner initiative, Greeley Hard Copy can successfully navigate the challenges of organizational change, minimize employee resistance, and maximize the benefits of the new technology. The initiative will enable the company to remain competitive in the evolving market, enhance customer service, and expand its service offerings.
7. Discussion
Alternative Options:
- Immediate full-scale rollout: This option carries a higher risk of employee resistance and potential disruptions to operations.
- Outsource the service: This option could be less expensive but would limit the company's control over the service and potentially impact brand reputation.
Risks and Key Assumptions:
- Employee Resistance: If employees are not adequately trained or supported, they may resist the new technology, leading to lower adoption rates and potential disruptions.
- Customer Acceptance: If customers do not embrace the new service, the investment in the portable scanners may not generate the expected return.
- Technology Adoption: The success of the initiative depends on the rapid adoption of the new technology by both employees and customers.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline the timeline, budget, resources, and key milestones for each phase of the initiative.
- Establish a communication strategy: This strategy should include regular updates to employees, customers, and stakeholders about the progress of the initiative.
- Monitor key performance indicators: Regularly track KPIs to assess the effectiveness of the initiative and make adjustments as needed.
By following these recommendations, Greeley Hard Copy can successfully implement the portable scanner initiative, enhance its competitive position, and achieve its strategic goals.
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Case Description
Hewlett-Packard's Greeley Hard Copy Division is the market leader in the production of desktop flatbed scanners for personal computers. The division has been working to develop a portable scanner product for the past five years with mixed results. The new general manager, Phil Faraci, faces mounting pressures in the flatbed scanner markets, but is also presented with a new technology that has the potential to be a breakthrough for portable scanners. Faraci must decide whether or not to pursue the new portable technology, and if so, how to structure the organization to make product development successful where it has failed in the past.
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