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• Case | HBS Case Collection | November 2018 (Revised August 2020)

  The Reinvention of Kodak

  Ryan Raffaelli and Christine Snively

  The Eastman Kodak Company (Kodak) was a name familiar to most Americans. The company had dominated the film and photography industry through most of the 20th Century and was known for making affordable cameras (and the “Kodak Moment”) and supplying the movie industry with film. At its peak in 1997, Kodak had a market value of $30 billion. Despite inventing the first digital camera, Kodak stumbled to capitalize on the new technology and by 2011 the company was in Chapter 11 bankruptcy protection. In September 2013, Kodak emerged from bankruptcy as a smaller business-to-business (B2B) digital imaging company. The following March, Jeff Clarke took over as Kodak’s new CEO. The company continued to produce and sell film to moviemakers, but Clarke, who needed to reinvent Kodak, wondered if keeping that business line made sense. To some inside the company, film was a “sacred cow” and fundamental to Kodak’s identity. In January 2016, Clarke and his executive team traveled to Las Vegas, Nevada, for the annual Consumer Electronics Show (CES) where the company unveiled a prototype of its new Super 8 camera—an analog motion picture camera initially launched in 1965 to shoot home movies—with updated features. Over the course of the four-day event, media and other industry players had overwhelmed the Kodak booth, excited to catch a glimpse of the camera, asking when they could expect to see the Super 8 on shelves. While the business-to-business (B2B) side of the company appeared to be growing, the new Super 8 reflected the culture and identity of a firm originally rooted in film and consumer products. Sentiment aside, Clarke needed to decide if the new Super 8 fit into the company’s overall strategy and whether Kodak was focused on the right markets for growth. What was the optimal path to reinvention?

  Keywords: CEO; Leadership; Asset Management; Transformation; Organizational Change and Adaptation; Competitive Strategy;

  Citation:

  Raffaelli, Ryan, and Christine Snively. "The Reinvention of Kodak." Harvard Business School Case 419-012, November 2018. (Revised August 2020.)  View Details

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• Case | HBS Case Collection | September 2019 (Revised August 2020)

  Engineering an Inclusive Bioeconomy

  Tarun Khanna, Raffaella Sadun and Susie L. Ma

  In 2019, entrepreneur Juan Carlos Castilla-Rubio was developing a project he hoped could generate and share wealth from the natural resources of the Amazon without destroying those resources. His idea, called Earth Bank of Codes (EBC), would create a library of the genomic codes of all known species that could be tapped for discovery and innovation, from new medical interventions to more efficient manufacturing processes. He proposed to use blockchain technology to make the data both accessible and trackable so that its use could be monitored. Castilla-Rubio envisioned a time when a company in the U.S. could access a biological asset from the Peruvian Amazon, develop and commercialize a product based on the asset, and have a fraction of the resulting sales land directly in the bank account of various beneficiaries, including the Peruvian government and indigenous communities. Now he was facing major decisions about how to structure EBC to achieve his goals. Should he start at the top and build partnerships with national governments and inter-governmental organizations as the cornerstone of EBC? Or would it be better to forge ahead with a few stakeholders in an entrepreneurial project?

  Keywords: Decision Making; Development Economics; Entrepreneurship; Innovation and Invention; Intellectual Property; Emerging Markets; Market Design; Marketplace Matching; Science; Genetics; Natural Environment; Environmental Sustainability; Climate Change; Social Enterprise; Strategy; Strategic Planning; Technology; Ownership; Social Psychology; Trust; Society; Biotechnology Industry; South America; Amazon Basin;

  Citation:

  Khanna, Tarun, Raffaella Sadun, and Susie L. Ma. "Engineering an Inclusive Bioeconomy." Harvard Business School Case 720-356, September 2019. (Revised August 2020.)  View Details

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• Case | HBS Case Collection | August 2020

  This Old House of Worship: St. Anthony Shrine (A)

  Ryan Raffaelli

  This multimedia case asks students to consider how leaders of non-profit organizations manage difficult financial, operational, and cultural turnarounds. Since its founding in 1947, St. Anthony Shrine had been a central partner in serving the Downtown Boston community. But in 2002, a steep decline in church attendance seesawed with a growing need to serve the poor and marginalized in the community. The group of Roman Catholic Franciscan Friars, who lived at and managed the Shrine, responded by making a strategic shift from a traditional ministry model to a social service model. However, the decision to focus on social services led to costly programming. After years of accumulated operational inefficiencies, financial missteps, and personnel problems, the friars faced a crisis that required drastic change. In 2013, Father Tom Conway, a Franciscan priest who held Ph.D. in accounting, was appointed the Shrine's new Executive Director. Upon arrival, Fr. Tom confronted a culture of fear that negatively affected the morale of the staff and friars. He also realized that the Shrine’s depleted finances and operational inefficiencies would require bold action to ensure its doors would remain open. The case examines Fr. Tom’s efforts to turn around the finances and operations at the Shrine while also bolstering low employee morale. The case is designed to help students explore how leaders manage a successful turnaround effort. This multimedia case requires minimal pre-class student preparation. In class, instructors show a sequence of video clips, followed by a series of discussions that unfold during the session.

  Keywords: Leadership and Change Management; turnarounds; non-profit management; Leadership; Change Management; Nonprofit Organizations; Management; Religion; Mission and Purpose; Transformation; Organizational Culture; United States;

  Citation:

  Raffaelli, Ryan. "This Old House of Worship: St. Anthony Shrine (A)." Harvard Business School Multimedia/Video Case 421-701, August 2020.  View Details

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