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Summary

Eastman Kodak’s executive education has created innovative “learning events”

for the senior management, to enable the company to compete in a world of new
technologies, emerging markets and global customers. According to June Delano,
Kodak’s Director of Executive Education and Development, these learning events are
designed to be as dynamic and future-oriented as the company’s business environment.
In the past, the highly successful Kodak was a citadel of stability, considering the
positive response of the market. However, things changed which led to company
restructuring. This is intended to go head-to-head with the competitors in a much
tougher digital market place, yet resulted to a one-third reduction in executive position in
the process. “Agility” has replaced “Stability” as the Kodak’s watchword of the future.

As a consequence of the company’s transformation, the majority of the senior

managers have stayed for less than three years. Executive education as a critical tool
for improving managerial ranks, executed a new approach to optimize opportunities to
think collectively, experiment and explore implications as a team. Further, these
objectives led to the creation of three new programs for the senior management team,
and these are: (1) The Kodak Prosperity Game which came up with “reality-based”
teams who worked on meaningful, implementable strategies, alliances and deals; (2)
The Digital Executive which has a framework of “scavenger hunt” aimed to explore
Kodak’s digital present and future; and (3) The Future of the Company which was a two-
part program, developed in partnership with the Global Business Network and focused
on learning about possible futures for the industry and the company. Through these
programs, there have been observable positive changes in behavior, focus of executive
conversations and executives’ willingness and mindset.

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Questions

1. What can you tell about how Kodak did needs assessment for executive
education? What recommendations would you give to June Delano for improving
this analysis?

Answer:
With the emerging competition in the modern world today which is into
modern technology, Kodak's reassessment for their executive education may be
a key factor for their success in the new age. Being a well-known and worldwide
brand, it is a challenge to keep up with the trend especially with regards to the
photography industry where most people are engaged into capturing
breathtaking views through apparatus that will satisfy and meet their
expectations. Thus, Kodak’s executive education should be reassessed in a way
that would make the company cope up with the modern changes.

As for June Delano, Director of Kodak's Executive Education and

Development, it is recommended for this analysis to be grounded on the
capability and knowledge of the management in keeping up with the trend. It is
through the latter that they can compete to the highest level, just like how they
were able to stabilize their company in the past. In addition, filtering the
company's organizational structure and filling it with experts in the field of modern
technology can be a useful method for the company to analyze and come up with
a solution that would stabilize the company all throughout the years.

2. From what you read, what principles of learning do you believe are embedded in
the three new programs?

Answer:
The group believes that each of the three new programs is embedded with
specific principles of learning, which may also be applied generally. Thus, the
principles of learning were identified according to the concept of each program.

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The Kodak Prosperity Game

This new program teamed fifty Kodak executives with twenty-five peer
executives from other companies to work on meaningful and implementable
strategies, alliances and deals. With its concept in mind, we agreed that the
principle of learning associated with this is ‘Learning as the discovery of the
personal meaning and relevance of ideas’. This principle talks about readily
internalizing and implementing concepts and ideas which are relevant to the
needs and problems – the same with the program’s intention in unifying the
executives and their ideas to achieve the company’s goals.

The Digital Executive

The program’s framework is a “scavenger hunt” which is to explore
Kodak’s digital present and future. With its concept in mind, we agreed that the
principle of learning associated with this is ‘Learning is an evolutionary process’.
This principle of learning talks about exceeding from the present level through a
process. This is relevant to the program because through exploring the present
and future by the means of utilizing digital products and interacting with a
consumer focus group, they strive to evolve from the situation they are in.
Moreover, they explore innovations to be on a par with the competitors in the
long run, or even better.

The Future of the Company

This program focused on learning about possible futures for the industry
through small team discussions involving Kodak executives and customers,
alliance partners, and futurists to achieve a new set of ideas and potential
strategies for the Kodak businesses. Considering this program’s concept, we
agreed that the principle of learning associated with this is ‘Learning is a
cooperative and collaborative process. Cooperation fosters Learning’. This
principle of learning simply talks about the unity of the people, as well as the
unity of their ideas in achieving a common goal. This is relevant to the program

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as explained – it talks about the cooperation and collaborative effort of the Kodak
executives and customers, alliance partners, and futurists.

3. How would you go about evaluating the effectiveness of these educational

experiences? Do you believe that company profitability should be used as a
criterion?

Answer:
Our group agreed to evaluate the effectiveness of these educational
experiences through:

Formative evaluations
These are evaluations that occur during the process and are used to
measure how well the process is proceeding overall and if changes are
necessary. For instance, the performance of the participants will be monitored
along with the company’s financial results or outcomes. This is to make sure that
informed decision-making will be done through the provided data, so as to
promptly implement modifications whenever necessary.

Summative evaluation
This occurs at the end of the program. The evaluation considers the
effectiveness of the program as a whole and makes suggestions to improve it.
For this evaluation technique, the participants will complete the surveys and
questionnaires related to their experiences. This way will help determine if further
company actions will be needed to meet the objectives of each program.

Impact and Outcome evaluations

The Impact evaluation is a long-term evaluation that gives a broader, more
complete view of the program’s outcomes. On the other hand, Outcome
evaluations measure the short-term impact of implementing programs to assess
the changing attitudes and knowledge of the target audience. Both of these are

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needed to assess the program's effects and the overall effectiveness of realizing
the program’s goals.

We believe that company profitability should be used as a criterion as this serves

as the outcome of all the efforts. Through making this a criterion, the company will be
informed of the effectiveness of the actions taken. Thus, one should not continue to
work and implement further actions without realizing if the goals are really achieved.
This is also the same with, a company cannot keep on operating without realizing its
expenses versus earnings or profit.

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