Concentrates on the evolution of the strategy-setting process in the MCI after a period of sharp growth. Opportunistic strategies in the early years to give MCI executives dislike of formal strategic planning and strict belief in a top-down strategy setting. The question is whether the nature of the planning will have to change, as the company passes $ 6 billion in sales and is facing increasing global competition. "Hide
by Robert L. Simons, Hilary A. Weston Source: Harvard Business School 13 pages. Publication Date: March 13, 1990. Prod. #: 190136-PDF-ENG
Related Case Solutions & Analyses:
Providian Trust: Tradition and Technology (B)
Hewlett-Packards Santa Rosa Systems Division (A3): Effects of the Reorganization
Hewlett-Packards Santa Rosa Systems Division (A2): Response to the Employee Task Force
Disney in a Digital World (A)
Empresas ICand the Mexican Road Privatization Program
Vintage Directions Inc.
Star Cablevision Group (E): Voluntary Restructuring
Google Inc. in 2014
Phase Separation Solutions (PS2): The China Question
WebSaver
