Kodak Essay -- essays research papers

Eastman KodakEastman Kodak went through a considerable change change since it was founded. The institution social system at Eastman Kodak was a typical classical hierarchy with the CEO overlook the entire formation. Later in 1984, the company went through a transformation change in which it was reorganized into 29 separate business units grouped into four lines of business. It included Photography (PPG), Commercial and Imaging Group (CIG), Chemicals (EC), and health (HG) and three international segments. Each group operated under its own world(a) manager.Later again in 1988, Eastman Kodak launched an Information Systems Department (ISD) which was obligated for growth of business applications and focussing of small-scale computer network operations. After waiver through change management organization, Eastman Kodak made alliances with IBM, DEC and Business Land. The rising organization consisted of three distinct organization entities Kodaks Corporate IS organization Kod aks Business Group/ Business Unit IS organizations and the Alliance organization.The strategic stand during the transformation change at the beginning was focused on downsizing its business bosom units by cutting employment by 10%. Cutting make ups was also a priority as they moved to outsourcing of some of its business processes, especially in the IT area if it met its core function of the company or if there was value in it. ISD was responsible for management of large data centers and voice and data communications. Eastman Kodak had its own IT management department that supported function that were not outsourced. The type of culture that existed at Eastman Kodak was also transformed signifi potbellytly. The major change was when part of its business processes was outsourced to another(prenominal) companies because employees had to adapt to whole new environment even though it was not a total change. Employees that had worked for Eastman Kodak for years are the ones that may have been touch most because they probably were used to the hierarchical type of leadership.I hypothesize organization structure is the one that must have had an impact on other elements like IT because mainly after outsourcing some of its runs. It meant that whatever purpose these other element make or change, they had to consider the new confederate division so to make sure its strategies a... ...asing a pc for a Kodak end user.The advice I would give Hudson concerning long-term management of Eastman Kodaks networked IS organization is that she would want to consider automating the business processes with the Alliance organizations if they plan on outsourcing their services for over a long period of time. The benefit would be cost reduction time wise and faster service and product to customers. round of the processes I noted are used on their websites (www.kodak.com), for example, delivering pictures to customers through email.I think, as a company grows bigger, like Eastma n Kodak has, its business processes become complex, and in this case, its complexity includes outsourced services. I think Eastman Kodak can benefit from this and so can the allied partners. An example is given in the case over service deliver process in which it says, a Kodak end user getting a personal computer from Business Land had to contact not scarcely Business Land but also IBM to establish a mainframe account, and DEC to install network connections. I think there are processes that have not been realized yet that can be supported by an automated system but can only be realized as time passes.