Eastman Kodak

Eastman Kodak

Eastman Kodak went through a considerable transformation change since it was founded. The organization structure at Eastman Kodak was a typical classical hierarchy with the CEO overlooking the entire organization. Later in 1984, the company went through a transformation change in which it was reorganized into 29 separate business units grouped into four lines of business. It included Photography (PPG), Commercial and Imaging Group (CIG), Chemicals (EC), and Health (HG) and three international segments. Each group operated under its own general manager.

Later again in 1988, Eastman Kodak launched an Information Systems Department (ISD) which was responsible for development of business applications and management of small-scale computer network operations.

After going through change management organization, Eastman Kodak made alliances with IBM, DEC and Business Land. The new organization consisted of three distinct organization entities: Kodak’s Corporate IS organization; Kodak’s Business Group/ Business Unit IS organizations and the Alliance organization.

The strategic stand during the transformation change at the beginning was focused on downsizing its business core units by cutting employment by 10%. Cutting costs was also a priority as they moved to outsourcing of some of its business processes, especially in the IT area if it met its core function of the company or if there was value in it.

ISD was responsible for management of large data centers and voice and data communications. Eastman Kodak had its own IT management department that supported services that were not outsourced.

The type of culture that existed at Eastman Kodak was also transformed significantly. The major change was when part of its business processes was outsourced to other companies because employees had to adapt to whole new environment even though it was not a total change. Employees that had worked for Eastman Kodak for years are the ones that may have been affected most because they probably were used to the hierarchical type of leadership.

I think organization structure is the one that must have had an impact on other elements like IT because mainly after outsourcing some of its services. It meant that whatever decision these other element make or change, they had to consider the new allied division so to make sure its strategies are in line with their business processes.

A decade later, Eastman Kodak is still the leader in photo imaging and other services. The company has a website on which it markets its products and services to a number of different customers. The website also contains a number of websites in different languages worldwide. The overall new structure of the company is divided into three groups consisting of Consumer Business Group, Commercial Business Group and Global Operations with each group with sub units.

The company has introduced new products and services since the 80’s. One of the achievements is its introduction of a new division in the imaging area called Digital and Applied Imaging. It was formed in 1994 with a focus on various digital imaging programs.

I agree with Hudson’s approach for selecting outsourcing partners and negotiating the agreements. The reason is because she had consulted an outside vendor to study Eastman Kodak’s IT services and on top of that inquired with other internal and external studies to yield to the decision of outsourcing. I would have done the same thing. It is because when you make inquiries about something, you get a different perspective or see things at a different angle than what you had in mind. It helps you make a better decision than if you do not ask questions.

If I were going to do something different, I would have followed the same procedure with the exception that whatever I found from my inquiries, I would not have outsourced. Instead I would have tried to improve the current IT infrastructure to support the services needed. It would mean that hiring new IT personnel and training existing employees to new equipment and services. I would not have to worry about introducing new benefits for employees or even losing my current employees.

I think the most critical role Katherine Hudson played at Eastman Kodak was a team leader. The reason is because it requires a lot of effort and energy to drive people to accomplish goals. It says in the case that to implement the organization change, she had to recruit a strong manager and provide executive leadership.

The role of leadership has changed since it was founded. It is mentioned in the case “Kodak was still organized as a classical hierarchy, with the CEO presiding over a single monolithic functional structure.” This was very much a typical organizational structure in long time ago. A lot of companies had one person being in charge of over