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Teaching Resources Library

Strategy

Organizational Culture

Corning Incorporated: The Growth and Strategy Council

By

Rebecca M. Henderson

Apr 15, 2009

Abstract

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.

“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

Learning Objectives

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.

Appropriate for the Following Course(s)

strategy

Corning Incorporated: The Growth and Strategy Council

*TEACHING NOTES AND SUPPLEMENTAL MATERIALS ARE ONLY AVAILABLE TO EDUCATORS WHO HOLD TEACHING POSITIONS AT ACADEMIC INSTITUTIONS.