MCI Communications Corp.: Planning for the 1990s

Case Solution

Robert L. Simons, Hilary A. Weston
Harvard Business School ()

It focuses on advancing MCI’s strategy development process after a period of spectacular growth. Opportunistic strategies in MCI’s early years led top managers to dislike formal strategic planning and to have a strong belief in top-down strategy definition. You wonder if the way you plan should change as the company surpasses $ 6 billion in revenue and faces ever-increasing global competition.

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