Kodak made good strides in trying to innovate, but its organization prevented it from doing so. The company was reactive rather than strategic, waiting too long to respond to a threat. By isolating a small team in an innovation lab, it also didn’t dedicate enough people to thinking about the future of the business. 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.
