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.
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)
CORNING INCORPORATED: THE GROWTH AND STRATEGY COUNCIL
*An educator (non-watermarked) copy of this case is available only to individuals who hold teaching positions at academic institutions and want to use the case in a course.