Even though our team was practicing the discovery process of product management with the right approach, we were in a silo, separated out into an innovation center without the proper resources to fully execute on what we were discovering. Kodak had to secure a new budget to put any of our plans in action, something it couldn’t do for another six months during its annual review. Its philosophy as an organization was not set up to succeed in the world of rapid innovation that emerged during the early 2000s.
