Describes James Houghton's actions in supposing the part of CEO at Corning during the time of the current recession. Not only must he change operating performance, she must also revitalize a demoralized organization and hang up a completely new, apparent proper direction. Using this method, the case focuses on the changing role of alliances and shut ties in Corning methods. Progressively, they are moving in the peripheral role in delivering market access interchange for technology, to more central role essentially of Corning's business. The correct and business challenges this presents are layed out through some specific decision issues facing Houghton.
Estimated Submission On |