Rosabeth Moss Kanter, Daniel Fox
Harvard Business School (315068-PDF-ENG)
February 25, 2015
In 2015, the president and CEO of Verizon Communications looks back on four years of leadership and is considering a strategic repositioning for the future. Meanwhile, Marni Walden, an aspiring executive within the company, is leading the charge with a new company-wide product development organization. Walden’s group is promising, but faces cultural, structural and technical barriers to innovation in a large telecommunications company. Amid the change, executives debate the wisdom of Verizon’s drive to develop products and services that leverage its dominance in connectivity. Should Verizon pass “through the network”?
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