IndexSummaryIntroductionKodak's Digital Imaging Strategy 1992-2012Why the Strategy FailedBetter Alternatives to the StrategyLessons from Eastman KodakThoughtsReferencesExecutive SummaryThis report was initiated to find out why Eastman Kodak was swept from the photography industry scene, evaluate Kodak's digital imaging strategy and why it failed, provide better alternatives to the strategy, and finally highlight what other companies facing disruptive changes in their core business can learn from Kodak's experiences. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay IntroductionEastman Kodak is often hailed as a prime example of a company that failed to take advantage of the changing dynamics of technological transitions that would alter the way a company produces and sells its products. Kodak was the world leader in film photography for several decades and even designed the first digital camera in 1975. However, the company's management did not fully understand the importance of the new technology and the impact it could have on the industry in the future. .Kodak's Digital Imaging Strategy 1992-2012Kodak was among the pioneering companies in the digital revolution that occurred in the 1990s. The company hired George Fisher as CEO to help implement the company's digital imaging strategy. Fisher reiterated that the company's primary focus was not the photography industry but the imaging business. The digital imaging strategy had four main themes: applying a growing approach and process to manage the company's transition to digital imaging, using various strategies for different markets, business outsourcing, and increasing the focus on printed images by returning to collect the old advantages of their traditional photography business. Why the Strategy Failed There are several reasons why Kodak's strategy failed. First, timing was critical and Kodak failed to understand the disruptive nature and impact of digital technology in time. Second, Kodak's core business was film, and they did little to prepare for the disruption that digital technology would have on the industry. Third, the strategies were not adaptable to changing market conditions. Finally, Kodak faced stiff competition in a very diverse market. Better alternatives to the strategy Kodak could have renamed the Ofoto company to a different company instead of the Easyshare gallery, used the Easyshare platform as a networking company, and focused on specific solutions for different markets. They should have invested in digital technology much earlier, especially after developing the first digital camera in 1975. A top-down and bottom-up project management approach in its organizational structure could have led to effective project management and evaluation. Lessons from Eastman KodakThe The main lesson that companies can learn from Eastman Kodak's experience is that they should be more proactive in developing strategies that anticipate and adapt easily to change. Market demands form the basis of the products a company can produce. A company facing disruptive change in its core business should not be afraid of failure and should be willing to take risks regarding changing its production process. Please note: this is just an example. Get a customized document from our writers now, 2.