Eastman Kodak, often simply referred to as Kodak, was a multinational company that

produced camera$-$related products. It was a dominant player in the photographic filmmarket for most of the $20$th century. However, the Company struggled with the rapidtransition to digital photography in the late $1990$s and early $2000$s$.$ Despite inventingthe first digital camera, Kodak failed to embrace this new technology fully andinstead continued to focus on traditional film products. As the Company$$s profits and market share began to decline, Kodak initiated several

rounds of downsizing to cut costs. From the mid$-1990$s onwards, Kodak startedreducing its workforce drastically. In $1988,$ the Company had $145,300$ employees. By$2007,$ the number had shrunk to $24,400.$ In the short term, the downsizing helped Kodak stay afloat, but it wasn$$t enoughtocompensate for the Company$$s strategic missteps. Kodak$$s financial conditioncontinued to worsen, and in $2012,$ the Company filed for bankruptcy. The Company emerged from bankruptcy in $2013$ as a much smaller entity focusedondigital imaging and printing technologies but never regained its former prominence. By $2014$ Kodak appointed a new CEO Matt Daymond to turnaround the failingcompany with a revised organizational strategy. Current technological trends havedemonstrated that producing stand alone cameras and printed photos was no longer

lucrative. As a result, Kodak will adopt a cost leadership strategy while entering intothe mobile phone and computer components industry. Its was determined that $7$to$10\%$ of the workforce do not posses the competencies $($knowledge$,$ skills and abilities$)$

to support its strategic direction. Question

As the newly appointed, Director, Human Resources, how will you implement andmanage organizational change at Kodak with the new strategy? Additionally, what

alternatives to downsizing can be recommended in this scenario?