---
id: "entity-org-kodak"
type: "entity"
entityType: "organization"
canonicalName: "Eastman Kodak Company"
aliases: ["Kodak"]
source_timestamps: ["¶97"]
tags: ["corporation", "failure-case-study"]
related: ["concept-duration-of-the-company"]
canonical_url: "https://en.wikipedia.org/wiki/Eastman_Kodak_Company"
source_url: "https://hbr.org/2025/10/innovating-at-the-core-and-for-the-future"
source_title: "Innovating at the Core—and for the Future"
sources: ["futures"]
sourceVaultSlug: "hbr-seg-futures"
originDay: 2
articleStem: "hbr-cl-91-innovating-core-and-future"
sourceUrl: "https://hbr.org/2025/10/innovating-at-the-core-and-for-the-future"
sourceTitle: "Innovating at the Core—and for the Future"
---
# Kodak (Eastman Kodak Company)

Cited by Nooyi alongside [[entity-org-xerox]] and [[entity-org-polaroid]] as an example of a great company with great products that ultimately failed because it did not invest for the future or transform its business model, getting stuck in the past. It is a cautionary anchor for [[concept-duration-of-the-company]].

**Enrichment.** Business histories commonly cite Kodak's slow response to digital imaging and inadequate business-model transformation as reasons for its decline; it filed for bankruptcy in 2012.

**Canonical:** https://en.wikipedia.org/wiki/Eastman_Kodak_Company