Product details

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Case
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Reference no. 9-190-136
Published by: Harvard Business Publishing
Originally published in: 1990
Version: 30 November 1999
Length: 13 pages
Data source: Field research

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.
Industry:
Size:
USD6.5 billion revenues
Other setting(s):
1987-1989

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

Industry:
Size:
USD6.5 billion revenues
Other setting(s):
1987-1989

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