Aerospace and Electronic Systems Magazine May 2017 - 55

access to resources in a secure and trusted manner, immediately and
everywhere, and in full compliance with all functional and nonfunctional requirements (Figure 2). The unpredictable process of goods
dematerialization and digitization makes the human part of a huge
network, active in transmission and reception, and a contributor to
futuristic challenges. An internet of things, a smart grid, a smart city,
cybertechnology, digital TV, sensors, robotics, civilian and military
security, advanced materials, nanotechnologies, biotechnology,
more rapid and reliable transport (from road to space), more precise services for ecosystem monitoring and control, and services for
prevention and control of illegal activities and immigration are all
key enabling technologies and new applications [2] to improve the
quality and security of life or to prevent, reduce, or manage risks and
disasters, raising the market expectations to new levels.
So much complexity creates, if properly exploited, a breeding
ground for innovators and enlarges the market. However, it forces
companies to innovate, requiring them to spend greater financial,
human, and time resources. Furthermore, organizations have to acquire a more cross-cutting role, ensuring adequate and sustainable
economic and social growth, respecting social responsibilities, creat-

ing relevant benefits for all stakeholders, and offering new concepts
and values to the market. In this context, the concept of technology
and product excellence is no longer adequate, and different types
of innovation are required. The new ideas could be brilliant but
may not be aligned or adequate to technological trends or to real
needs, standards, and performance. A particular innovation could be
too disruptive and require a strong effort to overcome market aversion, reluctance, and inertia; alternatively, it could be too challenging because it is oriented to a market with reduced attractiveness in
terms of market size and growth, entry barriers, and/or competitive
intensity. Development of the innovation could produce low profitability in terms of return on investment or brand equity. It could be
not sustainable, or require risk exposure greater than risk tolerance.
Some industrial stories point out how a missed combination of these
recommendations or the lack of a global vision led to failure.

KODAK
Kodak is a company with a strong identity, a history of 170 years of
success, cutting-edge technology research, and continuous innova-

Figure 1.

Correlation between strategic initiatives and financial performance.

MAY 2017

IEEE A&E SYSTEMS MAGAZINE

55



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