EASTMAN KODAK PEREZ

Will Eastman Kodak under the leadership of CEO Perez succeed to manage its new environment?

Will Eastman Kodak under the leadership of CEO Perez succeed to manage its new environment?

Introduction

Like Procter and Gamble, Major League Baseball, Sears and Wal-Mart, Eastman Kodak Company is an American icon. Since its founding in 1880, the company has enjoyed an illustrious history of capturing and preserving memories for families around the globe and as a trusted commercial partner for businesses. Kodak is not only well-known for its large lineup of imaging products but also for its service within the communities where it conducts business (Wylie, 2003).

Continuing the legacy of Eastman, Antonio M. Perez, named CEO in 2005 after two years as president and chief operating officer, is leading the company through some challenging business times while maintaining the original values of giving back to employees and community (Wildstrom, 2007).

Serving the Global Customer

Getting diversity and inclusion right might well be the key to unlocking Kodak's recent sluggish market performance. The Rochester, N.Y.-based company's foray in to the digital world was viewed as late, but Perez has been praised for his innovation in quickly positioning Kodak away from its staple, silver halide photography, to a concerted focus on digital imaging. The transformation has been painful, necessitating massive downsizings and divesture of physical plants. But Perez's global astuteness might just be the prescription to catapult the company to a new level. In a published statement, Perez said, “Guided by the insights of diverse customers and employees, Kodak is transforming itself to serve new markets. Through diversity of thought and innovation, we will continue to deliver breakthrough products that delight customers. And our journey of diversity and inclusion--while never complete—will help us better serve those who have come to trust Kodak.” (Wylie, 2003)

Clear Metrics

Underscoring that the business case for Kodak is clear and compelling, Perez said his charge is to ensure that everybody in the company not only lives the letter but the spirit of diversity. Starting with comprehensive strategic business planning, diversity is a core component. Every business leader is required to complete a plan that outlines goals, objectives and challenges and how he or she intends to meet them. Key to the plan is identifying diverse customer segments. “As a company we probably have just about as diverse a customer base as anybody, and their needs and wants are constantly changing,” Perez said. “To understand them, we have to know them and look like them.” Perez has established robust metrics to assess the top leaders of the company. “As the saying goes, what gets measured gets done. And sometimes it is not that they do not want to do it, but they have other priorities and they will first work on what is being measured,” he said. Kodak's diversity metrics are linked directly to leaders' bonuses. Every year, Chief Diversity Officer and Director of Community Relations Essie L. Calhoun conducts one-on-one sessions known as “Personal Qualitative Factor Assessments” with the heads of each business ...