Material Detail

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.

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