1. What can you tell about how Kodak did needs assessment for executive education? What recommendations would you give June Delano for improving this analysis?
2. From what you read, what principles of learning do you believe are embedded in the three new programs?
3. How would you go about evaluating the effectiveness of these educational experiences? Do you believe that company profitability should be used as a criterion?

Eastman Kodak is changing dramatically to compete in a world of new technologies, emerging markets, and global customers. As a result, Kodak’s efforts in executive education have pushed the limits to create innovative “learning events” for senior management. According to June Delano, Kodak’s director of Executive Education and Development, these learning events are designed to be as dynamic and future-oriented as the company’s business environment.
In the past, the highly successful Kodak was a citadel of stability. It enjoyed market dominance, worldwide brand recognition, extraordinary customer loyalty, and enviable profits. Understandably, few employees (or managers) wanted to do anything to upset the status quo as most of them looked forward to a lifetime of employment and security.