Innovating Out of Crisis · How Fujifilm Survived (And Thrived) as Its Core Business Was Vanishing by Komori, Shigetaka -- Read -- Imperial Library of Trantor

Index

Title Page Copyright Contents Introduction Part One: Fighting For Fujifilm

1. The Core Business Vanishes

The Coming Crisis Technology-Oriented Fujifilm The Kodak Giant First Attempts at Diversification Overseas Development and Foreign Encroachment The Approaching Digital Era Three Strategies for the Digital Age Brave Enough to Recognize Reality? The Crisis Arrives Sidebar: Digital Minilabs: A Godsend for Photo Stores

2. A Second Foundation

My Return from Europe Not Just to Survive, But to Thrive as a First-Rate Enterprise Reorganizing and Consolidating Pushing Relentless Reform, But with Consideration for All Preserving the Culture of Photography FUJITAC and the Market Growth of Liquid Crystal Television Needs and Technology: Searching for New Business Not Just Success, But Long-term Success Healthcare’s Importance in the Twenty-first Century The Rationale behind Cosmetics A Full-Scale Entry into Pharmaceuticals Mergers and Acquisitions Provide a Head Start Creating a New Center for Interdisciplinary Research Ongoing R&D Investment of ¥200 Billion a Year Transition to a Holding Company A New Name: “Fujifilm” Our Best Performance in History—Then the Global Collapse of 2008 A Second Companywide Restructuring One Misfortune Follows Another: The Strong Yen Back on the Path to Growth What’s Next?—After the Trunk and Limbs Come the Branches and Leaves Creating a Company That Can Create Change The Difference between Kodak and Fujifilm Sidebar: Disaster Reconfirms the Cultural Value of Photography

Part Two: Managing For Victory

3. Managing in Times of Crisis

Consensus Leaders Are Useless Four Steps for Managers in Times of Crisis Understanding the Present Situation with Limited Information Reading the Flow of Events and Predicting the Future Applying Universal Laws Outside Your Area of Expertise Three Ways of Misreading the Present and Future Deciding Priorities and Drawing Up Realistic Plans Dynamism and Speed The Need for Muscle Intelligence Even When You Hesitate, Make It a Success Keeping Refreshed and Invigorated Without Communication from the Top, the Organization Won’t Budge Leading Is More Important Than Thinking about How to Lead Sidebar: Number Two Uses a Bamboo Sword, Number One Uses Steel

4. A Battle That Cannot Be Lost

5. Those Who Put the Company First Are Those Who Truly Grow

The Company Is Not a Classroom Learn from Whatever Comes Your Way Work with a Sense of Ownership Take Whatever You Do Seriously and See It Through Before Relying on Others, Ask Yourself What You Have Done Without Changing Reality, There Is No Progress Why Some Senior Managers Don’t Grow Sidebar: Not Plan-Do-Check-Action, But See-Think-Plan-Do

6. The Way Forward in a Global Age

Conclusion