Corning: 156 Years of Innovation Harvard Case Solution & Analysis

Corning executive team has committed to double the rate of new business creation in a decade, and at the same time growing the current business of the company, including glass substrates for LCD displays. Their strategy is built on over 150 years of successful innovations, is to invent "keystone components" that uniquely allow other companies' products and earn high margins on its proprietary technologies. As part of the mission of the company to be around for another 150 years, the executive team is also intends to devote significant resources to basic research "in the faith" that it will create new, high-margin business that will drive corporate growth in 10-20 years and will allow the company to "reinvent" itself, even if they will not be around to reap the benefits of these investments. executive team must choose how to allocate finite resources RD & E between (1) "push" one or more of the four new businesses with significant potential in the development pipeline to the market before, and (2) allocating more resources to the six new products to be launched from an existing business, or (3) spend more on search studies. making these decisions, the executive team must consider the impact of their decisions not only on the next earnings, but how it will diversify Corning in the medium to long term, in terms of quality and quantity of its portfolio with new technologies in the development pipeline and new businesses to be started, the more that it is not too dependent on the sales of a particular business, including LCD glass. "Hide
by H. Kent Bowen, Courtney Purrington Source: Harvard Business School 27 pages. Publication Date: March 5, 2008. Prod. #: 608108-PDF-ENG

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