1. Could this be avoided? How ?

Acting as a first mover

Remove the denial
Change the organization culture, more voices and
disagreements, criticism need to be heard
Better change managements
Decentralise

The company says it now concentrates on commercial printing, packaging, funcitonal

printing and professional services.
2. How kodak company business model looks like today?—
visualize it

3. Is their new strategy a winning strategy?

If Mentality has changed

4. Suggestions for the company and lessons to be learnt

Disruptive innovation: change the paradigm , disrupting

industry, introduce something substantially new, better,
more functionality, disrupt all technology,

Film-based products squeeze margin, bite & hook

configuration

New ceo is a Centralized person

Threats from new entrants, and new substitutes
Cannibalise

Share price of a company is zero

Reorganizational plan

Kodak’s innovation is very proactive,

Leap-frogged

One-company town, centralisation

Economy of scope vs economy of scale

Geographic dispersion , fragmentation , specialization,

globalization
Foot prints of companies, operation prints
Gilley-volvo case, collaboration

Captive offshoring, foreign direct investment

Offshore outsourcing
Domestic outsourcing

Why is it important to talk about decision-making with

relations to innovation studies
Jasper:
Displacement:
When lecturer say “chocolate”, value is being understood
differently.

1. Energy, long cycle

2. Indulgence, good snacks
3. Sex, the amount of dark chocolate increase sex drive

You do a good job, quality over quantity or quantity over

quality.

Abbr.
Wife butter example, write everything, 500g, carb amount,
calcium etc.

Create info overload.

Public organization, hitting zero. Some production use, innovation,

human resources, not only machines, we can use BSc

Climate for action, efforts in learning

Employees are the one that enables company’s performance.

Top to down: planning

Down to top:

What have we learnt about the balance scorecard?

The measure of financial assets isn’t enough to control
Cost leadership, producing same/similar things but at
cheaper rates. Ryanair, Ryanair business model, cut off
unnecessary on-board meal and drinks.
Cost focus, focus strategy, customer segment

versatile capabilities, flexible employees, adapting myself to

changing condition, multi-skilled

PIVOT, Under what conditions PIVOT will be considered easy

or difficult?

LICENSING, letting other ppl use yr brand and get paid.

Understand theories, ideas around it, new words we learnt

Slides

3-4 theories with relevancy

application of the theory, a brief description of theory, then
move along, apply theory. Theory & practice.

Introductioj
Reason why choosing Ryanair
Short description

Relevant theory

Business model

Ryanair
Why