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MIT Sloan > LearningEdge > Strategy > Corning Incorporated: The Growth and Strategy Council
Corning Incorporated
Rebecca M. Henderson and Cate Reavis
“If we only invest in those businesses that are carrying the company, we are vulnerable. We must reallocate to businesses that are hurting.” – A Corning Executive, 2008
Corning’s Growth and Strategy Council—a centralized team that included the CEO, COO, and CTO who were heavily involved in managing the company’s innovation strategy—had enabled the company to continually re-create itself with new technologies and products. Set in 2008, the case highlights the inner workings of the centralized council and its decision-making process.
Learning Objective
To illustrate a best practice in the way well-functioning senior teams with appropriate governance mechanisms can make informed tradeoffs about the balance between long-range and short-term investments.
Could be taught in the following course(s)