Essays on How Eastman Kodak Company (Kodak) Managed Innovation And Change Since 1975 Case Study

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IntroductionThis report critically evaluates the innovation and change management implemented within Eastman Kodak Company. To start with, all that drives change in this company and any resistance that go with it are identified. It also elaborates on the change management strategies which this companies have implemented so as to remain successful and most importantly competitive internationally. After a deep analysis, there are substantial recommendations and conclusions that Kodak can employ so as to be at a competitive advantage in a market that is defined by innovation and change. Finally, it is worth noting that, this analysis is based on the Eastman Kodak case study (Gavetti, Henderson & Girogi, 2005)Background of KodakKodak is a company that was founded in 1884 by George Eastman in Rochester, New York.

This started with just a simple, pre loaded, point and shoot camera where people could capture even day’s moment. This was an invention that changed photography forever and Kodak established its hallmark easy to use camera system that was accessible to all (Gavetti, Henderson & Giorgi 2005). The transformation to digital photography in 1975 caused tremendous changes in the company whereby in 1995 they inaugurated a DC40 camera which the resulted to at least 40 percent of America household owning one digital camera by the end of 2004.

Additionally, Kodak has diversified in other businesses like acquiring IBM’s copier services business; Clinical Diagnostics producing in-vitro blood analysers; Mass Memory and other Bioscience and lab research firms. It is also worth noting that, this company has transformed from black and white films, to coloured films and then to digital photography (Brienzi & Kekre 2005). Change Management and InnovationThere are specific variables concentrated to the business, technical, environmental or even labour environment that trigger changes or transformations in the different activities of organizations.

Change usually touches the people, processes and cultures (Smit & Trigeorgis 2006). To effectively manage change, then all the three aspects must balance. Communication is vital when it comes to change initiatives. First, it is used to announce organizational changes and provide the stakeholders with information about the nature and significance of the entire change. Secondly, the lower level employees are involved in planning and implementing change and therefore resistance is minimalInnovation and creativity is also another important aspect to the growth and development of technology.

Changes in any given organization are as a result of two aspects: economic, which is aimed at the swift management of the organization’s competitive edge and corporate culture, which is aimed at organization’s human resources (Hammer 2004). Mergers, reductions or relocations of operative units are also other approaches used to manage change. In order to remain competitive, change is inevitable in any given organization. Triggers of ChangeThere are circumstances that act as catalysts to organizational change.

This therefore entails that, any disorganization, which show that the current arrangements, systems, procedures and rules plus other structures and process are not as effective as they should be are trigger causing change (Pettigrew, Woodman & Cameron 2001). They can either be internal or external. This therefore means that, the political, economic, social, technological, environmental and legal (PESTEL) analysis and Porters five analysis are vital when it comes to change and are therefore Kodak’s key triggers to change are based on these aspects.

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