Organizational Transformation and Change Management Case of Kodak

Document Type:Thesis

Subject Area:Business

Document 1

Of course, organizations need to do this without causing any form of disruptions to employees while at the same time, ensuring that they achieve the set objectives. However, Banker (2012) cautions that we do not have one defined model that explains how every company can achieve change. Besides, the recent findings about the expected failure of Kodak Company could be revived through the adoption of Kotter’s 8-step process model for leading change to compete in a disruptive environment. Company overview (200) Kodak Company as referred to as the Eastman Kodak Company is an American technology-based company. Kodak specializes in production of imaging products. Currently, the company has its headquarters at the Rochester, New York. The imaging products and services range from professional services, communication, and graphic, functional printing, and packaging across the world. However, the company major business segments include software and solutions, micro 3D printing and packaging, enterprise Inkjet systems, consumer and film, and print systems. George Eastman and Henry A. Strong formed Kodak in the third quarter of 1888. The faster expansion of the company in the better part of the 20th century saw the company hold a dominant position within photographic film. According to Teacher (2003), is that Kodak’s ubiquity shown through the “Kodak moment tagline, took somewhat a common lexicon in order to explain a personal event. Poor management and misappropriation of funds saw the company go through financial struggles in 1990s. Consequently, the company recorded low sales volume and slow transition from the traditional film into digital platform.

Sign up to view the full document!

Despite using a turnaround strategy in the early 1990s, the company has continued to undergo moments of failures. The following section diagnoses the events that led to Kodak’s failures and the need for management to revive the company through Kotter’s 8-step process model. Diagnosis The current turbulent happening at Kodak Company has been present since 1990s. Even though the company once enjoyed a dominant position in the better part of 20th century, the company is yet to recover from what Anthony (2016) refers to as a disruptive digital market. According to Usborne (2012), is that in case any company goes bust, a majority of customers do not pay much attention to what caused the company to fail. For Kodak, the name that had become a household among the Americas, such a name disappeared in a period of five years.

Sign up to view the full document!

Besides, a majority of cameras went digital after which, they disappeared to become cellphones. While the company expected that its customer’s would continue making pictures, customers turned into taking pictures and sharing them online. Furthermore, Anthony (2016) reiterates that the company made decision to file for a court injunction to protect it from being declared bankruptcy. Besides, management sold some most of the patents to other companies across the world in 2013. It is an understanding that Kodak once enjoyed its monopoly in film making in 1990s. They could then design possible scenarios indicating what is likely to take place in future. Second, there a need to examine opportunities that already lies in digital films such as online photo sharing and storage, new alliances, and digital imaging. Besides, management should also require support from customers and other potential stakeholders such as the government.

Sign up to view the full document!

Step 2: Form a Powerful Coalition Convincing stakeholders that the company needs changes requires strong willed leaders. While at the same time, leaders should receive support from their employees. While at the same time, team leaders should keep checking on their members. Such an approach will help identify the weak spots and strengthen them with a diversified team from different departments. Step 3: Create a Vision for Change At this level, the company management should start to clarify how the future of Kodak is likely to be different from what it has done in the previous years. Kotter (2012) maintains that any clear vision must identify three key roles. First, the vision must simplify several decisions. According to (most of stalled transformations arises from inconsistencies and under communication. The approach of communication that announces transformation at Kodak could take several channels.

Sign up to view the full document!

The first channel of communication could be through instructing the communication department to design a memo. Second, the department could also post a series of speeches made by the company chief executive officer (CEO) during different conferences. Furthermore, the effectiveness of the vision could also depend on frequent communication through hour-by-hour communication. Conduct a research to obtain up-to-date competitive information. Second, use frameworks such as PESTEL, porters five forces model, and group analysis to conduct market analysis. Third, create the ability to communicate in the most effective way among team members. Step 6: Create Short-Term Wins Nothing would motivate employees more than knowing that they can achieve the needed change at Kodak Company. According to Kotter, is that leaders must be in a position to give their companies a taste of victory during the change process.

Sign up to view the full document!

Besides, management must ensure that research and development (R&D) keeps on looking of the best way to improve cameras to achieve the last success. Step 8: Anchor the Changes on Corporate Culture This step requires that management anchor all the new changes to make them stick and become part of the corporate culture. Khan and Ismail (2017) explain that leaders must now ensure that the newly developed practices take strong roots for them to remain part of the corporate culture. Kodak culture comprises of shared values, norms, and behaviors of employees. Both the new members and anyone coming to work at Kodak will have to be initiated and indoctrinated into becoming part of the company culture. org/2016/07/kodaks-downfall-wasnt-about-technology. Accessed on March 17, 2018 Banker, D. Organizational Change: Pragmatic approaches to Organizational Change Management. Amity Global Business Review, 763-67.

Sign up to view the full document!

Gyanchandani, R. Online] from http://www. kotterinternational. com/our-principles/changesteps. Accessed on March 17, 2018 Ng Choi, T. Rashad, Y. Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level. Public Performance & Management Review, 40(4), 722-740. doi:10. Teacher, D. July 2003). uk/news/business/analysis-and-features/the-moment-it-all-went-wrong-for-kodak-6292212. html. Accessed on March 17, 2018.

Sign up to view the full document!

From $10 to earn access

Only on Studyloop

Original template

Downloadable