Corning Case Study Analysis

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opportunity to be creative, it also reduces the rate of workforce development. In the long run it could affect even other areas of operations, such as engagement and recruiting. Consider IDEO, a firm that focuses on innovation. They, like Corning, focus on pull strategy marketing rather than pushing tech out, finding buyers after inventing. How they differ, is in their prioritization of design thinking over systems thinking. Coupling the strict systems thinking methodology with the bureaucracy involved in the innovation cycle exacerbates the issues discussed. Having decision making so centralized mitigates risk, but it also restricts divisions/departments/individuals from reacting to external factors/trends/triggers/events. This in turn could increase the time required to address the market needs, which is crucial to all business processes, including competitive advantage creation through innovation. An unrelated note, we were all surprised certain assets weren’t leveraged, such as the museum.

6. What is Corning’s technology strategy at the time the case was written?

Corning has devoted 10% of its yearly sales on research, development and engineering throughout its existence. These dedication was always focused on innovation and technology. The company realized that just inventing the products, processes and then looking for a buyer is no longer sufficient. In today’s pace of innovation expansion, disruptive technology and strategic focus of the businesses, Corning had to merge their great ideas, innovation and technology with its business development. Here are the technology strategies Corning decided would help for a stronger integration of technology and business, as well as the search for that momentum in the market:

1. Technology-push - invent first and then allocate the buyer, interest shifted to market pull - better alignment with the business goals

2. Longer horizon of the overview in the area of research along with integrated business units

3. Roadmaps are there to demonstrate what is needed, when and why

4. Technology and marketing resources started to work hand in hand in the process of opportunity identification.

7. What is your evaluation of this strategy? BE decisive—happy face or sad face. Defend your definitive position.

Instead of our own evaluation of the Corning’s technology strategy, we would like to reference to Robert G. Cooper and Scott J. Edgett. These authors compare two large firms that had big promises in the late 1990s - Corning Glass with its fiber-optic cable and Nortel Networks, which produced the boxes at each end of the cable to convert the light signal into an electronic signal. Authors believe that the single difference that set Corning up for success was that its senior management developed a strong product innovation and technology strategy - provided leadership and direction to see the strategy through. We believe this example serves as a strong advocate for the updated technology strategy in Corning. We believe that the “Corning’s seven questions” approach shows that the company really did pay close attention to its business goals and capabilities linked to the pool of opportunities in the market.

8. What do you recommend for Mercury Abatement project? (short , medium and long term)

Short Term:

- Conduct an extensive R&D strategy that can provide information regarding the size of the market, and the capabilities needed to build the technology

- Study existing technologies in the market. Are they patented?

- Analyze which states (locally) are going to be targeted the heaviest under EPA’s Clean Power Plan

Medium Term:

- Consider possible affiliation with government entities, such as the National Institute of Standards and Technology (NIST) as a way to ensure Corning’s technology can be developed and commercialized in timely manner along with regulations

- Collaborate with academic institutions participating in the project - foster partnerships

Long Term:

- Evaluate possible expansion of the technology overseas

- First mover advantage - Determine how to commercialize the technology in countries that are not yet being regulated

9. What do you recommend for the the Strategic Growth Initiative? (short, medium and long term)

Short Term:

- Forecast potential industry events, and what competitor events might take place

- Identify what technologies are feasible, prioritize and choose which opportunities to take advantage of

- Identify what investments (people, equipment, time, and finance) will be needed to carry out the initiatives

Medium Term:

- Decentralize the bureaucracy from stage 0 to 1 to reduce lead time between stages. Increase span of control

- Develop realistic timelines considering current workload

- Develop coordinated roadmaps to achieve the opportunities

Long Term:

- Determine how success is going to be measured

- Conduct staff evaluations and set goals for coming year that are aligned with annual game