The paper "SWOT Analysis for Kodak" is a good example of a business case study. This report emphasizes the case of Kodak as it tries to survive, the company plans to change from a film company to a printer company. From the given case study on Kodak; it is evident that the company is struggling much so as to survive and it hopes that the bankruptcy protection will help to slash what it owes retirees and force much bigger technology companies for the use of its patents, though there are doubts whether Kodak will be able to squeeze the billions of dollars out of its patents.
This report sets out to discuss the reason of Kodak’ s failure in the digital revolution, limitations of Kodak’ s new strategy of repositioning itself to a printing company, an explanation of how theories of cultural excellence and the concept of organizational learning could help improve Kodak’ s adaptability and agility to future challenges in the market, and a list of recommendations of human resource and leadership practices that may promote organizational learning and modify Kodak organizational culture. 2.0 Logic and strategy In the past decade, many companies and industries such as Kodak and Fuji have found it difficult to weather past the digital revolution.
The technology of phones like smartphone, laptops and the digital camera has gradually reduced the need for traditional films. These changes in technology have contributed a big deal to the downfall of not only Kodak but also other digital industries. For any business idea to thrive and yield the required outcome, the strategic choice of its approach must be accompanied by logics and critical decisions. This principle of the strategic approach to strategic ideas so that the ideas generate the best possible outcome has been a great debate between two schools of thought i. e.
the Generative Thinking Perspective and Rational Thinking Perspective (Dyer, Kale & Singh 2001, 40). Most companies apply the Rational thinking perspective to approach their strategies because of its mutually exclusive and collectively exhaustive nature. From its commencement, Kodak has applied the RTP approach to address the production and sale of their products (film and cameras). Kodak strategy has been selling cameras at a low cost and the films at a relatively high cost which contributed to Kodak growth and profits in its earlier years.
The business, therefore, depended highly on the profitable margins collected from the sale of films. This move made the Kodak management to progressively pay less attention to the equipment (cameras). The situation got worse when Fuji joined in the market share and approached their strategies using GTP. The approach helped the Fuji Company to concentrate more on the equipment and making innovations that moved with the technology since by then the digital technology was at its full swing.
The approach enabled Fuji to surpass Kodak in the market share, therefore, a financial loss. If only Kodak Company had used the GTP approach in the business it would have allowed them to move with technology and hence would have not missed a step in market share (Pettigrew 1987, 655).
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