Polaroid

The Problems:

We identified two issues, one from organizational perspective, and another with individual. In organizational perspective, little congruence existed externally and internally in Polaroid's organizational architecture. Externally, Polaroid was struggling to keep up with changes in the marketplace and its environment. Internally, leadership did not follow the formal structure, and the informal structure was the dominant entity guiding how the company was run and how information flowed. From individual perspective, Joline Godfrey was unable to separate A-type from C-type conflict. She used her social capital and network to move ahead in the company. In doing so, she sacrificed the credibility of her mentor, Jerry Sudbey, as well as the future of her project, Photo Odyssey.

Polaroid’s (Organizational) Perspective:

Within the organizational analysis framework, there was no congruence internally and externally. Externally, Polaroid's downsizing indicated that it was off strategy in terms of reaching its market. Internally, the stifling of creativity by most Polaroid's management, particularly during the period of downsizing with subsequent budget constraints, was incongruent with the can-do environment fostered by Dr. Land and Sudbey.

In addition, informal structure was followed more so than formal one. The prime example being Sudbey’s initial approval and support of Godfrey’s idea. Photo Odyssey, as a service idea, should not have been approved by Sudbey, a manufacturing-oriented vice-president whose resume was so impressive in detailing his manufacturing and product experience. Rather, it should have been more appropriately initiated by marketing team.

Sudbey's encouragement on Godfrey’s creative talents has led her on to what turned out to be a wild goose chase by providing her time and budget. The project evolved to a point where it did not fit into Polaroid's aims. His support, together with Godfrey's bypassing immediate superiors and going...