lOMoARcPSD|61746433
Analyzing Kodak Decline
OM 3080 - Operations Management
University of Cincinnati
lOMoARcPSD|61746433
Everyone remembers the phrase “A Kodak Moment”. Kodak was
founded by George Eastman and Henry A. on September 4, 1888.
During that time Kodak held a very high position in the world of
photography and at one-point Kodak possessed over 90% of the
photography market share. Kodak’s services included packaging,
photography, printing, graphics, and other professional services.
Kodak began to struggle financially in 1990 when sales declined. The
world of photography went digital and progressed with cell phones.
This led to Kodak filing for Chapter 11 bankruptcy in 2012. The
world went from printing pictures to using the internet as a way to
share. The market for printing photos changed as the world began to
change in time with technology. Kodak completely missed the
development and onboarding of digital technology. The world was
moving in one direction and Kodak was still left in the past. Kodak
fumbled with the future. In other words, the management failed to
plan for the future of photography and even though Kodak invented
the first prototype of a digital camera they failed to invest in it. The
digital camera did not have the best quality and was a little too
complicated to use, and was not quick at all but it definitely had
potential to be great and take their market to the next level.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
lOMoARcPSD|61746433
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
lOMoARcPSD|61746433
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
lOMoARcPSD|61746433
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
lOMoARcPSD|61746433
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
lOMoARcPSD|61746433
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
lOMoARcPSD|61746433
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
lOMoARcPSD|61746433
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
lOMoARcPSD|61746433
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
lOMoARcPSD|61746433
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
lOMoARcPSD|61746433
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
lOMoARcPSD|61746433
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
lOMoARcPSD|61746433
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
lOMoARcPSD|61746433
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
lOMoARcPSD|61746433
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
lOMoARcPSD|61746433
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
lOMoARcPSD|61746433
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
The perception of the organizational culture at Kodak began to
decrease due to the poor management and leadership at the company.
Once it was released that Kodak plants were going to cut roughly over
20 percent of their workforce Kodak employees began to be fearful of
their livelihoods and employment. What was once a happy and family
enriched culture began to slowly fall apart. Management failed to over
the employees the reassurance that their jobs were secure and that they
would have future employment. Employees knew that Kodak fell
short when keeping up with the digital technology and began to brace
themselves for layoffs.
lOMoARcPSD|61746433
According to Professor Paddy Miller of IESE Business School and
author of Innovation as
Usual. “People at the top hadn’t done their job, and that includes the
HR people. Kodak had the potential to be a great business but they
didn’t do what they had to do, which was close that disconnect
between the people who invented the digital camera and had a view of
where the world was going, and the people at the top,”. Kodak’s
culture was one that held loyalty to its employees and team members
in extreme high regard. Kodak began as a culture that treated all
employees as a close knit family and life as a Kodak employee in the
birth state of New York was great! However, Management failed to
have 100% transparency as the company began to suffer financial
hardship. This caused employees to lose faith and trust in Kodak and
to hear whispers from tabloids, news reports, and neighborhood buzz.
Kodak needed to motivate employees and gain their trust back after
business began to decline. The barrier in communication regarding
bankruptcy, decline in sales, and the future of Kodak played a major
role in Kodak’s management inability to increase employee
performance.
References:
Anthony, S., Solis, B., & Brian Solis is a world-renowned digital
analyst. (2019, December 10). Company Culture - Kodak Moment or
Next Big Thing - SU Blog. Retrieved December 04, 2020, from
https://su.org/blog/company-culture-is-your-kodak-moment-or-your-
next-big-thing/
White, T. (2012, March 17). Culture and Kodak and Beyond.
Retrieved December 04, 2020, from
