Strategic Planning in the Digital Age: Lessons Learned from the Kodak Case

Abstract

This article examines the relevance of strategic planning in a digital business context, using the
case of Kodak as an example of inadequate adaptation to technological evolution. The main objective
is to analyze the lessons in strategic planning derived from Kodak's transition during the digital era,
identifying key factors for resilience and sustainability in dynamic environments. The methodology
employed is a qualitative approach, based on a case study that utilizes documentary analysis of
secondary sources, including financial reports and academic articles. The results highlight that
Kodak's lack of organizational flexibility and investment in research and development limited its
ability to respond to market changes, particularly in adopting digital photography. The conclusions
emphasize the importance of agile strategic planning, capable of integrating both internal and external
organizational factors, as well as adapting strategies to new technological demands. It is shown that
tools like the SWOT matrix and a proactive approach, as adopted by Fujifilm, can provide a robust
framework for strategic decision-making in rapidly evolving environments. This analysis reaffirms
the need for organizations to maintain a sustainable competitive advantage through an adaptive
strategy in an ever-changing market.