Robert L. Simons, Hilary A. Weston
Harvard Business School (190136-PDF-ENG)
March 13, 1990
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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