Strategic Management

How might these rapid , consecutive and fundamental changes in the corporate structure both facilitate and hinder Kodak 's ability to effectively and efficiently implement its corporate level-strategy

The corporate level strategy of Kodak was to create strategic business units that would enable them to better serve their clients and gain competitive advantage in a number of diverse businesses . The rapid and fundamental change in the corporate structure of Kodak facilitates the implementation of the corporate level strategy by identifying the key business units that the company should develop and enable to compete

in that specific market . The first restructuring targeted the customer base of the company in to provide better services to customers and in the sharing of resources between divisions . The consecutive change after the first structure focused more on the diversified products of the company and sharing of resources had been minimized . This was decided upon as top management 's main concern was that the shared resources were not competitive and failed to provide objective performance assessment These changes hindered the implementation because in a span of a year business units and divisions under each was shuffled and reshuffled which would have made the actual implementation difficult and was prone to disasters . A strategy should match the structure but it seemed that Kodak have not yet found an effective corporate structure to implement their strategies . Moreover the first structure was straightforward and the line of coordination and reporting was easily identifiable while the second structure was more complicated . Thus it would be presumed that even the company itself and the employees had difficulty identifying their goals and objectives and seemed to be competing with each other Lastly , the shift from a cooperative structure to strategic business unit would normally be met with resistance from its employees

Does either of the newest organizational charts match with the related constrained or related linked corporate level strategies ? Why or why not

The first organizational chart of Kodak in appearance is a straight related linked model for the implementation of corporate level strategy for it is managed by the corporate headquarters and under each SBU are divisions that share market base and resources . Each SBU is a separate entity that caters to different customers . However , it appears that the three SBU are interrelated in that they may share similar customers and the divisions under them are diverse in itself like under the commercial business group are health imaging and entertainment imaging which in essence are two separate groups , hence the sharing of resources within the divisions is limited which should have been the primary characteristic of related linked structures . Kodak 's second organizational chart matches the related linked corporate level strategies because it has three levels , the corporate headquarters (CEO finance , marketing , R D , HR and strategic planning the strategic business units (photography , commercial business , components , health imaging , entertainment ) and the divisions under each SBU . From the chart , each SBU is a profit center that is controlled by the corporate headquarters...