Change Management: Eastman Kodak and Blockbuster Video Case

Running head: CHANGE MANAGEMENT
Change Management
Name of the Student
Name of the University
Author Note

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Assessment 1: Eastman Kodak Case
The photography industry is significantly observed to inherit the digitalization in order increase the quality of the photographs. Several
organizations in the mentioned industry are observed shift their focus from the traditional process of photography to the new process by
incorporating the digital technology in their operation. The organizations that failed in managing the change are observed to get disconnected
from the preferences of the customers. The paper is focused in elaborating one such case where the chosen organization is one of the market
leader of the concerned industry named Eastman Kodak.
Eastman Kodak is one of the renowned name in the American Graphic Arts and imaging technology industry. The organization was
established 130 years ago in the year 1888 by George Eastman and Henry A. Strong (Kodak.com 2018). The general products of the
organization is photographic materials, equipment and services along with digital imaging. The organization is able to experience the excellent
leadership of Jeffrey J. Clarke in the post of CEO and James V. Continenza as their chairman. Apart from this, the excellent work of their 6100
employees were significant in making the organization as one of the top two organizations in the concerned industry (Kodak.com 2018).
1.
The organization was one of the most important and successful company in the concerned industry. But the introduction of the Fuji photo
film in the industry was the main reason behind the drop of the organization to the second position. The main reason behind the organization’s
try to adapt the transition from the traditional form of photography to the new digital form is the follow up of the customers demand. The market

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at that time was significantly filled with the digital cameras and digital photography tools in accordance to the preferences of the customers. But
being an organization that is largely focused in the traditional form of photography, Kodak was not able to participate in the market and that was
significantly evident with the loss of the market share of the mentioned organization. Hence it lost its spot to the Fuji Photo Film, an organization
that was significantly creating revolution in the photography industry with introduction of modern and updated digital cameras and digital
photography tools. The shift in the market from the traditional photography to the modern digital method was pretty evident for the mentioned
organization. Along with that the organization was able to observe significant scope in the production of the digital cameras for the consumers,
professional photographers and entertainment industry. Along with that the change initiative inside the organization was significantly triggered
by the scope of conducting profitable business with the health care imaging products like medical films, chemicals and processing equipment.
The organization also had the chance to create commercial digital imaging products like graphic, micrographic, aerial and industrial films along
with the inkjet printers, digital printing equipment and scanners for the commercial usage. These were the driving forces for the organization in
the transition to the digital photography from the traditional mode of photography.
2.
The main challenge that the organization faced in the transition was the difficulty in the adapting to the digital technology in printing.
The organisation was one of the premier organization in the concerned industry. But their incapability of recognising the customer demand was
the main reason behind their slip down to the second spot. As the sense of urgency in recognising and managing the change was absent from the
part of the organization, it was utilised by the Fuji Photo Film in capturing the market share. Kodak was not able to create a market penetration

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with the digital products and significantly failed to establish market share. The organization was observed to be significantly threatened with the
rapid diversification in the digital technology. Along with the organization was not able to evaluate the current strengths and capabilities of the
organization that will be able to create it as “The Picture Company”. Apart from that the organization was not able to assess the seriousness
weakness and the competitive deficiencies, the alignment of the organization’s resources with the market opportunities and the continuous
ability of investing in the new technology. In addition to this, the organization was not able to decide regarding the appropriate strategies which
will be instrumental in entering the digital camera business. It was unable to decide whether it should look for partners in developing the digital
technology products or it should go alone and the organization also faced the need of suitable strategies in order to cope with the threats of the
existing market competitors.
3.
The organization significantly failed to recognise the need of the customers. Along with that the change that the market was notably
demanding, was ignored by the organization. Kodak was not able to assess the urgency of the change process and was observed to stick to the
traditional method of photography which the customers were not liking. The organization was observed to follow the business model which were
significantly invalid for the post-digital age which the organization was not seemed to recognising. By the time they recognised the need of the
change, it was almost over for them. Hence the creation of the urgency in the change initiative was significantly missing from the part of the
organization.