Corning Incorporated: Bringing Rigor to Early-Stage Opportunity Identification Harvard Case Solution & Analysis

In November 2005, members of the early stage of Corning Incorporated for identifying opportunities and development team is ready to provide advice as to whether or not the company should move forward with a project to develop a mercury control technology to help power plants to meet the upcoming U.S. legislation on clean coal. This possibility, which was floated by Corning relatively new process at an early stage of the ability to identify, was considered by some to have the potential to become a significant new business. According to the company, valued or not to invest in this new venture, it is equally important to consider the effectiveness of its Corning early in the process of identification of opportunities. With limited resources and the urgent need to increase the speed of innovation company, the process was designed to take the guesswork as possible from the ambiguous "art" to identify new business prospects. This case describes how Corning to identify and assess at an early stage opportunities and allows the reader to build a recommendation on what to do in Corning for his fight with mercury project. "Hide
by Robert A. Burgelman, Lyn Denend Source: Stanford Graduate School of Business 24 pages. Publication Date: June 10, 2008. Prod. #: SM167B-PDF-ENG

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Corning Incorporated: Bringing Rigor to Early-Stage Opportunity Identification

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