Word: perez
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...like the topic to be interesting to students and of personal interest to the speaker,” said Esten Perez, director of communications...
...preparing the ground for Kodak's transformation soon after he took over in 2000, placing people from digitally dominant companies like General Electric and Lexmark International into top management posts. After his first COO, Patricia Russo, left to head up Lucent, he replaced her in April 2003 with Antonio Perez, 59, a former Hewlett Packard exec who had nursed its printer division into a $10 billion dynamo. "I think people will have more confidence in this strategy if they know Antonio is actively involved," says Carp, laughing...
...Perez sifted through Kodak's intellectual property to come up with a new plan. The picture was brighter than he expected. "People think our challenge in becoming digital is that we don't understand the technology," says Perez. "They're absolutely, terribly wrong. We have technology coming out of our ears." What the company didn't have was focus. Perez provided one, identifying three areas of concentration: consumer imaging, health imaging and commercial printing. To eliminate distractions, he sold Kodak's Remote Sensing Systems satellite business to ITT Industries for $725 million and began pulling Kodak out of a range...
Carp's clarity of purpose and Perez's management seem to have engendered some enthusiasm, but this is epic work. Very few companies of this size, faced with a seismic shift in technology, emerge intact. When his team gets weary, says Pierre Schaeffer, director of business strategy for Kodak's digital and film imaging business, he boosts their spirits with a reminder. "We're involved in a really exciting transition," he tells them. "Regardless of the outcome--and hopefully, we're playing it for the best--the moments we're going through now will be making the textbooks...
Kodak had already been through several ugly reorganizations, but Perez still saw the ghosts of old, comfortable business habits. He exorcised them. "I guess, as a legacy from a very rich, very successful company, [Kodak's management] was sloppier than we wanted it to be," says Perez. "We were looking for accountability. We organized the company so it was very clear who was responsible for what." Perez also had to find the right people to--as Carp puts it--"teach" Kodak about the brave new world it was entering. Many have come from outside--including seven of the 10 most...