During 1999 and 2000 Corning Incorporated underwent massive changes in the size, nature and complexity of the businesses in which it operated. Gone were the days of its flagship Consumer Products operations with such familiar household names as Corning Ware, Pyrex, Corelle and others. Gone was its position as the leader in the area of clinical laboratories and testing facilities where MetPath and Bessalar were dominant in their sectors. The Company shrunk from approximately $6,000,000 in sales to under $3,000,000 as the first step toward s positioning itself as a player, and then a leader, in the area of Optical Networks.

It had completed but another massive change in its organization and the product line that it offers in the marketplace. From its start in 1851 it has continued to build upon its core strengths and technologies to continue to meet the ever-changing demands of the marketplace.

From the days when Corning invented the glass envelope for Thomas Edison's light bulb, to its invention of the processes for mass producing television bulbs, to the days in 1970 when it invented the first optical fibers capable of transmitting digital signals over a large distance, it has always prided itself in its people and its strength in technology. And as recently as 1994, when we received the National Award for Technology and in 1995 when our Telecommunications Products Division received the Malcolm Baldridge National Quality Award.

At our core, we have a set of endearing values that serve to guide our actions.

These are:

  • Quality

  • Integrity

  • Performance:

  • Leadership

  • Innovation

  • Independence

  • The Individual

Beyond these we have defined behaviors for how we operate, amongst ourselves, and with our customers.

This operating environment contains our expectations regarding:

  • Customer focused

  • Results oriented

  • Forward looking

  • Entrepreneurial

  • Rigorous:

  • Open

  • Engaging

  • Enabling

Over time these have become ingrained into our culture and a body of knowledge, as well as a sense of history, has built up around each one.

As we look to our future we focus on our shared strategic vision

"Corning's business strategy at the most basic level is to focus on attractive global markets where Corning's leadership in materials and process technology will allow us to achieve and sustain competitive advantage and superior growth over time."

--Roger G. Ackerman
Chairman & CEO

With this to frame our future, we will look to our growth platforms in telecommunications, information display, advanced life sciences, semiconductor materials and environmental products. With our core strength in science and technology we have every reason to believe that the next 150 years will be just as rewarding as the last 150.

As we begin to discuss our experiences in Global Safety Management, I want to frame it with some statistics. In the last 18 months we have completed 14 major acquisitions. Spending over $6,000,000, resulting in adding 80 plus locations to the 40 we had previously. Employee base increased to 44,000 expected revenues in the next year are some $10,000,000.

This content is only available via PDF.
You can access this article if you purchase or spend a download.