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Business 599 A NEW STRATEGY FOR KODAK Strayer University(USE AS GUIDE ONLY)
A NEW STRATEGY FOR KODAK 1
A NEW STRATEGY FOR KODAK
Business 599 Strategic Management
A NEW STRATEGY FOR KODAK 2
Eastman Kodak is an American icon and household name. It is a name that stands for
quality and longevity but in the past several decades the firm has fallen victim to its own hubris
and the principle-agent dilemma. Since the 1970s the Eastman Kodak Company has been playing
a lukewarm game of catchup against stiff competition and an unforgiving marketplace. Eastman
Kodak has had to scramble to redefine and reinvent its core competencies.
The firm lost sight of the changing technology front and the impact digitalization would
ultimately have upon the photography industry. The company also held onto a bloated workforce
of 145,300 employees at its peak in 1988. It would take several decades before the myopic senior
management would wake up and come to grips with the new normal. Employees are not retained
from the cradle to the grave. Employees come on board with the knowledge, skills and abilities
the company needs to improve its core competencies and achieve the mission. When the
objectives are achieved then employees are reshuffled, reassigned, retrained or released and go
on to work for other companies. That is the new normal of the business world that started in the
1980s and 1990s.
Eastman Kodak has made strides in streamlining and paring down the bloated size of its
workforce since the 1980s. It has updated and modified its human resource practices in order to
compete globally. Earlier, Eastman Kodak incorporated some unique strategies due to which the
Eastman Kodak human resource department benefited a lot. Actually, Eastman Kodak
researched numerous techniques and models to implement effective strategies; it has
implemented specific HR practices by an Indian law firm by the name of Singhania and Partners
as worthy so it has developed some of them.
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