Professional Documents
Culture Documents
By
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Key concern areas inside Kodak were
Conservatism
Operational Efficiency
Digital Focus
Suppress , Avoid , Canibalism
Processing Time ( Technical).
The world's biggest film company filed for bankruptcy in 2009, beaten
by the digital revolution. The only problem is, the enemy started within
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Kodak & Digital Revolution
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Kodak’s First Digital Camera
Innovation – Suppressed / Ignored
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Kodak lacked backup plans
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Kodak vs FujiFilm strategy
Another pitfall: knowing where to focus innovation. Innovation is “the
match between a solution and a need, connected in a novel way,”
Terwiesch says. Kodak had a choice in how it pursued innovation: If it
focused on the need, it would have to find new ways to take and store
photos. If it focused on the solution, it would have to find new
markets for its chemical coating technologies. Kodak’s competitor,
Tokyo-based Fujifilm, focused on the solution, applying its film-making
expertise to LCD flat-panel screens, drugs and cosmetics. “You have to
make a decision: What are you as a company? Is it understanding the
need or understanding the solution?”, “These are simply two very
different strategies that require very different capabilities.”
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Kodak’s business model
When disruptive technologies appear, there is a lot of
uncertainty in the transition from old to new. “The challenge is
not so much in developing new technology, but rather shifting
the business model in terms of the way firms create and capture
value.” For years, Kodak operated under the classic razor blade
model: Like blades to razors, Kodak made most of its money off
film, not cameras. When the company began to shift to digital,
it “thought of digital as a plug-and-play into Kodak’s existing
model,”. The company didn’t envision making money off
cameras themselves, but rather the images it assumed people
would store and print. “If you look at R&D, they were superfast.
In terms of the business model, they were quite the opposite.”
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Kodak failed to build a strategy based on
customer needs
Kodak failed to build a strategy based on customer needs
because it was afraid to cannibalize its existing business.
Technological Innovation and Strategy from the Outside In. “It
succumbed to inside-out thinking,”— that is, trying to push
forward with the existing business model instead of focusing on
changing consumer needs. Accustomed to the very high film
margins, the company tried to protect its existing cash flow
rather than look at what the market wanted. “Long-run
strategies work better if you stand in the shoes of your
customers and think how you are going to solve their
problems,” . “Kodak never really embraced that.”
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Kodak Internal voice for
change unheard
Kodak even had people within the
organization who were pushing for change,
but those people were ignored. Leadership
assumed, since the company was growing
steadily, that it would continue to do so—that
nothing could derail that progress. Before
anyone could make any meaningful changes
at the company, Kodak had declared
bankruptcy.
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Leadership Lesson Learnt
Leadership lesson learned: Avoid
complacency! Kodak executives
assumed that the organization was and
would continue to be in great shape if
they just kept doing what they were
doing—right up until the moment when
the digital market took over. At that
point, there was nothing they could do.
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Leadership Lesson Learnt
It is key to keep up with the changing
times and pay attention to new trends
that may affect your industry. And
always heed the warning voices within
your own organization—your employees
are on the front lines and probably have
great insight into where your industry is
heading.
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Leadership failure at Kodak
That maybe the case for a few but for
most the end results from some failure,
or failures, of leadership that manage to
turn what should be a small problem
into a major disaster. Often it is really
simple basic leadership principles that
somehow get lost in the system and
then lead on, over time, to an eventual
demise.
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Poor on Market Intelligence
After years of leading the world of
photography Kodak failed in 2012 primarily
due to its inability to listen to its customers,
to recognise changes in the market and to
adopt new technology to meet those needs.
These basic mistakes present a clear set of
critical messages to all organisations no
matter what they do or where they are :
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Leadership Lesson Learnt
1. Listen to your customers and be flexible to
their needs
2. Look out as well as in to ensure you see
changes in markets and technology in good
time
3. Always be prepared to ask if your current
approach is still optimal even if it was leading
edge just a few years ago.
4. Listen to your staff and empower at all
levels to help you stay ahead 20
What Kodak should have done
They should had remained at the top in
the area of digital photography .They
have been overcome many obstacles
and as long as they can compete with
the constant competition from previous
designers and with companies that are
entering the same market daily, they
would have survived.
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Kodak – Key Employee
performance evaluation ignored
During the late 1980's into the early 1990's
Kodak did a mistake by not giving managers
equity stake in new ventures that they were
entering. This was one reason for the failure
of Kodak managing new ventures and
acquisitions. They began to change the way
that employees were paid. Instead of the
employees being compensated by time, they
would be paid on level of performance they
have completed.
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What Kodak might have done
differently to survive?
Throughout the history of Kodak, they have had a lot of success with marketing and selling
their products. There are things it might done to continued their success in market at that
time.
The competitors of Kodak continue to design cameras with sleek looks and easy to use
buttons and software. Many consumers see Kodak's cameras as being "cheaply" made.
Some of the materials that they use in the design process could possibly be changed to
have more appeal to the potential customers. They should have advertise more on
television, and other types of media.. Even though they have a very long history of
promoting their products, they should have continued advertising their products to remain
in consumer's minds when they go to purchase a product.
They should have spend more money on the research and development areas of the
company. If they design products that appeal to the consumers that the competition has
not yet thought of, that would have given them an edge that can make them extremely
profitable. Kodak could also start selling their cameras in bundle packages
They should had remained at the top in the area of digital photography .They have been
overcome many obstacles and as long as they can compete with the constant competition
from previous designers and with companies that are entering the same market daily, they
would have survived.
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A failure of focus: Lessons
from Kodak
Kodak had several gaps in its expertise to design
a complete business model but lacked the clarity
of vision or the continuity of leadership to acquire
the resources in a systematic fashion, let alone
integrate them with its considerable internal
knowledge of digital imaging.
The critical role of integration of internal and
external knowledge to achieve innovation, which
would, in turn, improve their chances of
successful adaptation.
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Poor Management Decisions
While Kodak did make efforts to outsource its camera
manufacturing (and thus fill some gaps in expertise), the
outsourcing arrangement did not achieve the integration of
external knowledge with Kodak’s own internal knowledge that
was so critical to continued innovation. As a result, Kodak
remained stuck in the lower end of the digital camera
spectrum and could never compete in the high end of the
spectrum, which is where the bulk of the profits are.
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Kodak issues probable
solutions
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Kodak issues probable solutions
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Kodak’s failure lay in its
strongly inward focus.
Why did Kodak fail to achieve the integration of external
and internal knowledge?
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