Case Study on 3m
Innovation & creativity
Much of 3M’s ethos for and cultivation of innovation and creativity can be attributed to multiple, mutually supporting “layers”: At layer 1, the primary concern is the 3M culture. The official vision statement is “to be the most innovative enterprise in the world”, and 3M’s basic definition is: “new ideas +action or implementation which results in an improvement, gain, or profit”. 3M has also coined the word “inventorpreneur” for those who invent and implement. The culture encourages stubborn persistence amongst employees to accept and promote their ideas - “do your own thing”. The culture is taught and conveyed through stories and myth about 3M inventorpreneurs – supported by initiatives such as 3M Global Ambassador for Innovation, and the Tech Forum –a volunteer organization with administrative support, which sponsors events throughout the year. As a result, employees often seek help, and are seldom refused.
At layer 2, management philosophy is about balance and patience – knowing when to grab and let-go – discipline and support, in a parody of strategic planning versus an evolutionary approach. For example, under strategic planning 3M undertakes to manage technology whilst under the evolutionary approach, 3M also allow the technology to influence strategy, growth and direction. Similarly, the company strives to search out customer needs whilst concentrating on its own abilities, and prioritises development whilst encouraging individual initiative. This fosters an air of ‘wackyness’ and unpredictability implied in the R&D and innovation culture discussed at layer 1.
Layer 3 is all about processes. A culture of information sharing between R&D, marketing, and sales competencies is promoted – for example, the marketing wing will allows and encourages R&D to talk directly to customers – as was the case with the development of the Post-it notes. In terms of managing innovation, several themes are promoted: Under the ‘15% rule’ –
Much of 3M’s ethos for and cultivation of innovation and creativity can be attributed to multiple, mutually supporting “layers”: At layer 1, the primary concern is the 3M culture. The official vision statement is “to be the most innovative enterprise in the world”, and 3M’s basic definition is: “new ideas +action or implementation which results in an improvement, gain, or profit”. 3M has also coined the word “inventorpreneur” for those who invent and implement. The culture encourages stubborn persistence amongst employees to accept and promote their ideas - “do your own thing”. The culture is taught and conveyed through stories and myth about 3M inventorpreneurs – supported by initiatives such as 3M Global Ambassador for Innovation, and the Tech Forum –a volunteer organization with administrative support, which sponsors events throughout the year. As a result, employees often seek help, and are seldom refused.
At layer 2, management philosophy is about balance and patience – knowing when to grab and let-go – discipline and support, in a parody of strategic planning versus an evolutionary approach. For example, under strategic planning 3M undertakes to manage technology whilst under the evolutionary approach, 3M also allow the technology to influence strategy, growth and direction. Similarly, the company strives to search out customer needs whilst concentrating on its own abilities, and prioritises development whilst encouraging individual initiative. This fosters an air of ‘wackyness’ and unpredictability implied in the R&D and innovation culture discussed at layer 1.
Layer 3 is all about processes. A culture of information sharing between R&D, marketing, and sales competencies is promoted – for example, the marketing wing will allows and encourages R&D to talk directly to customers – as was the case with the development of the Post-it notes. In terms of managing innovation, several themes are promoted: Under the ‘15% rule’ –