Today, Wendell Weeks and Corning face another crisis. A global economic downturn that began in 2008 caused the market for LCD glass to drop precipitously. Consumers are buying fewer big-ticket items like flat-screen TVs and computers. What’s more, industry observers say consumers who are spending money on TVs are buying smaller-screen models, so TV manufacturers don’t need as much Corning glass. Although Corning initially predicted a big year for 2008, with double-digit increases over 2007, the recession blunted sales and production. With production down, revenues are down. Corning was forced to pull back, and industry observers predicted even tougher times ahead. Facing declining demand and uncertainty, Corning was forced to cut 3,500 jobs in 2009. Meanwhile, Weeks is focusing on Corning’s materials engineering expertise to identify new customer needs and satisfy them. Corning devotes 10 percent of its revenues to research and development. Weeks reduces the risk his company faces in such heavy investment of cutting-edge products by spreading sales between consumer and industrial markets and among different regions of the world. Looking at a number of high-po-tential businesses, such as diesel filters and scientific instruments for pharmaceutical firms, Corning is betting on new projects that currently show promise. The company is also developing a “green” laser that will enable cell-phone users to use their phone like a projector. Another project, the mercury filter, can remove the poisonous metal from the emissions of coal-fired power plants. Made from the same ceramic as a catalytic converter, the filters offer a more cost-effective way to rid the air of toxic mercury. As more companies and nations become concerned about the environment, mercury abatement is expected to become an important business.

• How did Corning’s core strengths help Wendell Weeks turn the company around after the telecom industry fell apart and the fiber-optics business stopped? 

• What has Weeks done to ensure that Corning stays profitable during an economic downturn? What else could he do?