Corning, Inc. is faced with a decision about what to do with one of its three business segments, Consumer Products, which has been performing below senior management's expectations. The case puts the student in the role of Marty Gibson, president of the Consumer Segment, who is provided with a variety of concerning potential solutions. The case can be used to discuss (1) industry structure, (2) core competence and its role in strategy and organization, and (3) organizational flexibility in contrast with mass production paradigms.
