Kodak

Date: May 06th 2012|
KODAK CASE ANALYSIS Critical sight|
ASSIGNMENT 1-SGMT 6000|
|
SWAMINATHAN SUNDARRAJAN|
STUDENT ID: 211884137|

INSTRUCTOR: PROF CHARLES MCMILLAN
[Type the abstract of the put down here. The abstract is typically a short summary of the circumscribe of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.]|

Issue Statement: at heart the perspective of manufacture transformation to digital imaging products, Kodak struggles to suit and evolve its in store(predicate) strategic position deep- routed in poor management capabilities, lack of internal competencies, corporate formation and failure to visualize a global strategy.
Important line of merchandise: Creative Disruption in technology is non the root cause but one of Kodaks set of problems with modified scope.



Usually disruptive innovation comes with a change in consumer habits and call for a radical rethink in corporate strategy.
The irony is Kodak invented the digital camera but sat on the technology, fearing that it would cannibalize on its core business. Application of BCG matrix indicates that Kodak was so indulged in protecting its cash cow (film business) that it failed to see threating industry transformations in digital imagery. This is a serious indication since the future strategies of the firm are dependent on management foresights and its force to take strategic positions. Some leading lessons:-
* Static leadership can be a curse. Kodak management was captive by its core business that it cannot think of another way to do things. This phenomenon the incumbents curse. When a company becomes successful, it develops a dominant logic. When the world went digital, Kodaks strengths became weaknesses. It could not overcome its dominant...If you want to get a full essay, dictate it on our website: Orderessay



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