Corning Glass Works International has a persistent problem. Their subsidiaries act independently of each other and do not also act in a way that is most beneficial to the company. On the one hand, it takes them a long time to resolve disputes. This time can cost money, especially if current or potential customers are dissuaded from purchasing Corning resources. Furthermore, they act independently, so much so that sometimes two or more subsidiaries are chasing the same potential customer. Additionally, Forrest Behm needs time to coordinate international markets and subsidiary action takes time due to its ability to do so. Therefore, we must make a change. Another leader must be chosen to maintain a position parallel to Forrest Behm. At this stage, this main manager will have to opt for a change in his international pyramid. Changes must also be made as diplomatically as possible and satisfy as many subsidiaries as possible in order to maintain a positive working environment. It therefore seems wise to take a member from each subsidiary to represent the opinions of each subsidiary. These “subsidiary managers” could meet monthly in a rotating location where they could express their points of view to “individual managers”. These individual managers would be specialized in a given area. They would listen to the managers of the subsidiaries and discuss their individual situations. Discussions would be limited to a one-day discussion session (10 hours) to limit issues with ongoing debate. Based on the discussions, each individual manager would recommend their analysis to the senior manager. The senior director would have the final say on all international matters, but his decision would be weighed on the advice of individual directors. Individual directors would include one responsible for import and export efficiency to maximize the company's import and export profits, market conflicts, company structure (three small managers would work under him management, one for Europe, one for Asia and one for Canada and Latin America), efficiency and technology transfer and marketing. Simply put, branch managers would report to individual directors who would report to the senior manager. Written job descriptions should also be distributed and written by Forrest Behm to specify his exact desires. This would only be done initially until Behm was comfortable with the way managers work. This process would allow all members to give their views and also allow the company to issue firm policy changes..