Eastman Kodak

5. What, if anything, could the foremen have done differently to help the group's conflict management and decision-making process?

2. What were the weaknesses of each of the following methods of stabilizing the industry?

If I were responsible for solving the problem, in addition to Kodak’s repositioning strategy, I would do the following:

7. Evaluate the statement: "If there are sacrifices to be made for human progress, it is not essential to hold to the principle that those to be sacrificed must make the decision themselves?"

b. Why do you think Microsoft decided to defer a portion of its revenues in fiscal 1996?

a. The company wouldn’t produce replicas and change their business model (sales are still increasing roughly 20% each year)

a. We were already lagging behind the market to begin with. Unless we give an increase in the basic

a. Do you think the strategic analysis, as described in the case, achieved its objective? Explain.

d. Does the firm appear to have an effective corporate governance structure? Explain any shortcomings.

c. If you were the CIO, what would you have done differently to protect all stakeholders?

Taking pictures with the Kodak camera was simpler than the earlier camera because first, it did not require a darkroom or chemicals and glass plates. It did not require any of these things because it was not only one person’s job to develop and take the photo. The photographer could send their camera in, and the Eastman Kodak Company would develop the pictures for them. “In the first year, 13,000 people paid $25 for a Kodak; they each took 100 pictures, returned the camera and within ten days, Kodak sent back the prints and camera with film for another 100 pictures,” (Buckland and Lefer 250). This opened up a whole new door for inexperienced photographers. All they had to do was take pictures, and send the camera

When making changes to its organizational architecture, Kodak should have designed it with following characteristics in mind: 1) assignment of decision rights, 2) methods of rewarding individuals, and 3) structure of systems to evaluate the performance of both individuals and business units (Brickley, 2009, p. 341). When changing organizational architecture, it is very important to keep in mind that the three components of organizational architecture are interdependent and need to be coordinated (Brickley, 2009, p. 350-1). Simply stated, the company did not implement a rewards method and performance evaluation system (e.g., the MAPP) at the same time it began changing assignment of decision rights (e.g., restructuring into 17 new departments). When one component is changed, the other components should be changed too. Holding employees accountable while simultaneously implementing a decentralized decision making approach would have helped Kodak to improve the effectiveness of the change in architecture. The company had a stranglehold on the industry and was set it its own company

b. The board of directors is to be supported by an in house team to monitor and coach the resolutions.

Kodak’s competitive advantage began in black and white film products, even though the company did produce cameras and camera equipment as well. As the years progressed, Kodak “paid progressively less attention to

D. It also engaged in the wholesale coffee beans, more and more companies buy coffee beans from the it