Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 30 November 1999
Length: 13 pages
Data source: Field research
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Abstract
Concentrates on the evolution of MCI's strategy-setting process following a period of dramatic growth. Opportunistic strategies during MCI's early years have given top managers a dislike of formal strategic planning and a strongly-held belief in top down strategy setting. Questions whether the nature of planning will have to change as the company passes $6 billion in sales and is faced with increasing global competition.
Location:
Industry:
Size:
USD6.5 billion revenues
Other setting(s):
1987-1989
Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 17 June 1999
Length: 10 pages
Data source: Field research
About
Abstract
Concentrates on the evolution of MCI's strategy-setting process following a period of dramatic growth. Opportunistic strategies during MCI's early years have given top managers a dislike of formal strategic planning and a strongly-held belief in top down strategy setting. Questions whether the nature of planning will have to change as the company passes $6 billion in sales and is faced with increasing global competition.
Settings
Location:
Industry:
Size:
USD6.5 billion revenues
Other setting(s):
1987-1989
Related
Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 17 June 1999
Length: 10 pages
Data source: Field research