This paper examines the digital transformation undertaken by Carestream Health across five analytical dimensions. It explores whether the transformation was radical or incremental, how SAP integration reflected a business process perspective, why metrics were essential for measuring the Shop Carestream platform's success, why a one-size-fits-all global approach proved problematic, and what Leidal's reflections reveal about the importance of aligning business change with technology implementation from the outset. Together, these analyses offer concise but substantive insights into best practices for enterprise-wide digital transformation.
The paper demonstrates applied case analysis: each section takes a general business concept (radical vs. incremental change, business process perspective, performance metrics, global strategy, change management sequencing) and grounds it in specific details from the Carestream Health case. This technique shows the writer's ability to move between abstract frameworks and concrete organizational evidence.
The paper is organized into five short analytical sections, each corresponding to a distinct question about the Carestream case. The sections progress logically — from classifying the transformation, to examining its systems architecture, to evaluating measurement tools, to assessing global strategy, and finally to drawing managerial lessons. This progression moves from description to evaluation to reflection, a common and effective pattern in business case writing.
The transformation at Carestream Health appears to fall on the radical end of the spectrum. The shift from a cost-saving focus to monetizing assets — including the selling off of a business unit — in order to overhaul processes and systems for digitalization indicates a fundamental change in how the business operates. The adoption of a customer-centric approach, new digital architecture, and the active engagement of stakeholders in redesigning processes are all indicative of a radical, rather than incremental, transformation.
A single instance of SAP running across the entire company with several horizontal processes implies that Carestream was using an integrated system to manage different parts of its business. This reflects a business process perspective rather than a siloed one. In a business process perspective, workflows are integrated and streamlined across different departments and functions — precisely what a single, company-wide instance of SAP is designed to facilitate. Rather than allowing each department to operate independently, this architecture encourages cross-functional coordination and consistency.
Developing metrics to measure the adoption and benefits of Shop Carestream was crucial to understanding the platform's performance and ensuring that the objectives of the digital transformation were being met. Metrics provided a way to quantify progress and success, and they were essential for making data-driven decisions that would ultimately improve the platform and increase adoption rates. Without clearly defined measures, it would have been difficult to determine whether the transformation was delivering the intended value or to identify areas requiring adjustment.
Always verify citation format against your institution’s current style guide requirements.