Doug Hall started as a research scientist at Corning in a small upstate New York town. Corning was originally known for cookware but began looking to research and development for growth. Hall has been involved in Corning's recent success through breakthrough technologies that improved their fiber optic network products. Although many scientists prefer pure research, Hall agreed to become a development manager to commercialize his first invention and did the same for his second. Today, Hall is a vice president and technology director at Corning, and his inventions generate $1 billion in annual sales.

1. Doug Hall started as a research scientist at Corning, located
Doug Hall started as a research scientist at Corning, located in a small upstate New York
town. Corning was originally known for the cookware division it divested in 1997, when the
company began looking to its research laboratories for the spark that would drive its future
growth. Hall has been directly involved in Corning’s recent success. During his career, he
has been responsible for breakthrough technologies that dramatically improved the optical
fiber network products Corning sells for use in telecommunications and Internet
systems.Although many scientists prefer to concentrate on pure research and leave the
commercial development of their discoveries to others, Hall agreed to become a
development manager and spearhead the effort to turn his first invention into a marketable
product. After successfully getting this technology to market, Hall returned to his research
science position—and followed the same course of action when he came up with a second
invention. Today, Hall is Corning’s division vice president and technology director for an
optical technologies product line, and his inventions and products yield $1 billion in sales
for Corning. Here are two quotes from a recent interview: Talking about the personal and
professional aspects of his life: “At Corning, living in a small town, you can’t put on airs. It’s
the output that counts.” Talking about his move from research scientist to development
manager: “I got dragged to visit customers—and that’s what I wanted to do. We have a
culture in which making stuff is important.”Questions1. Which sources of personal power
can you identify for Hall? How do you know these are present?2. Which sources of
position power can you identify for Hall? How do you know these are present?3. If Hall
had chosen to remain a research scientist, how do you think this decision would have
affected his power inside and outside the organization?(Case based on Holstein, William J.
(2001, May 1) Dump the Cookware. Business 2.0, 68–73.)PLEASE BE MINDFUL TO REVIEW
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