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(All I need is the Implementation part only, and don't need the rest.)

Consider the Kodak. Using the guidelines established in Chapter 11 of your text, produce a Strategic Audit for Kodak. As you produce your Strategic Audit, make sure to include all eight sections.

IFAS, EFAS, and SFAS tables are to be presented in Excel format, separate from the rest of the assignment, which is to be written in a Word file.

Current situation (10 points)
Corporate governance (10 points)
EFAS Excel table (15 points)
EFAS narrative (20 points)
IFAS Excel table (15 points)
IFAS narrative (20 points)
SFAS table (20 points)
SFAS narrative (20 points)
Strategic alternatives (20 points)
Discussion and recommendation of strategies (20 points)


Evaluation and control
Information systems
Control measures


1- Explain the strategic management process within the global environment.
2- Describe the role of corporate governance in strategic decision making.
3- Conduct various environmental analyses as they relate to an organization.
4- Identify challenges in strategy implementation.
5- Formulate strategies and potential strategic alternatives for different situations.
6- Recognize situations that present potential ethical and legal issues and develop solutions for those issues.

(All I need is the Implementation part only, and don't need the rest.)

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The implementation programs of Eastman Kodak are not successful. The programs are implemented after their deadlines are over and decision making is slow. For example, the innovative 'digital cameras' were developed after the digital cameras had become a commodity. Further, the program implementation was hurt by slow decision making. Eastman Kodak has been forced into losses because it has centralized decision making and a culture that carries out orders. One of its programs that of improving Kodachrome color film failed miserably and the films had to be withdrawn from the market. Further, program implementation means that the goals of the program have to be achieved. The programs of Eastman Kodak have not been successful because their objectives have not been achieved.

For instance, the programs related to Organic light-emitting diode program business unit did not achieve its objectives and so had to be divested. In case of Eastman Kodak the implementation plans are not shared with employees involved in implementing the plan. The result is ...

Solution Summary

This posting gives you an in-depth insight into Kodak