Corning Glass Works International Analysis

Corning Glass Works International has a nagging problem. Their subsidiaries act independently of one another and do not also act in a manner which is most beneficial for the firm. For one, they take significant time to resolve disputes. This time can cost money, especially if clients or potential clients become dissuaded from purchasing Corning resources. Also, they act independently to such an extent that sometimes 2 or more subsidiaries chase after the same potential client. Furthermore, Forrest Behm needs time for coordinating the international markets and the actions of the subsidiaries takes time from his ability to do this.

As a result, we need to make a change. Another leader needs to be selected to maintain a position parallel to Forrest Behm. At this point, this primary manager will need to select a change into his international pyramid. The changes also need to be done as diplomatically as possible and need to satisfy as many of the subsidiaries as possible in order to maintain a positive working environment. Therefore, it seems wise to take a member of each subsidiary to represent the opinions of each subsidiary. These "subsidiary managers" could meet monthly at a rotating location where they could express their views to "individual managers". These individual managers would be specialized in a given area. They would listen to the subsidiary managers and discuss their individual situations. The discussions would be limited to a one day (10 hours) discussion session in order to limit problems of continuous debate. Based on the discussions, each individual manager would recommend their analysis to the primary manager. The primary manager would have the ultimate say in all international matters, but his decision would be weighted on the advice of the individual managers.

The individual managers would include a manager for import and export efficiency in order to maximize firm import and export profits, foreign market disputes, firm structure (3 smaller managers would work under him, one for Europe, one for Asia, and one for Canada and Latin America), technology efficiency and transfer, and marketing. Simply put, the subsidiary managers would report to the individual managers who would report to the primary manager. Written job descriptions would also need to be handed out and written by Forrest Behm in order to specify his exact desires. This would be done only initially until the Behm was comfortable in how the managers were working.

This process would allow for all members to contribute their views and would also allow the firm to release firm policy changes.