Innovation at 3M Corporation Case
Innovation at 3M Corporation
Case Summary
3M was and still is a worldwide leader in innovation. After a rough start in 1902, over decades, 3M enjoyed national and global growth as well as a reputation for remaining a hothouse of innovation.
In the 1990’s, 3M was trying to move away from the incrementalism and it sought to change the mix of new products to truly create something new to the world, instead of line extensions, which typically had provided two out of three new-product sales dollars.
By 1996, the 3M Medical-Surgical Markets Division, a world leader in surgical drapes market, had gone almost a decade with only one successful product. At this point,
Senior Product Specialist Rita Shor has been charged with the mandate of developing a breakthrough product within existing business strategy. She was selected not only because her seniority but also because she was thought of as being creative and consensus builder.
Rita and the Medical-Surgical Market Division experiences with the traditional market research were disappointing. Traditional tools presented an abundance of data but contained little useful information for conceptualizing a breakthrough product as the current strategy of the company was desperate to find. In an in house lecture, Rita had heard about a new methodology for product development called "Lead User Research." In an in house lecture, Rita had heard about a new methodology for product development called "Lead
User Research." The premise of this novel methodology was that certain consumers experienced needs ahead of other consumers and some of the former would seek to innovate on their own. Shor decided to try since this might provide the key to the breakthrough product. The Medical-Surgical Division focused largely on reducing infections from skin through surgical drapes and surgical prepping. The team decided to center their interest in a new product that should reduce infections, conform to the body, prove more effective than
Case Summary
3M was and still is a worldwide leader in innovation. After a rough start in 1902, over decades, 3M enjoyed national and global growth as well as a reputation for remaining a hothouse of innovation.
In the 1990’s, 3M was trying to move away from the incrementalism and it sought to change the mix of new products to truly create something new to the world, instead of line extensions, which typically had provided two out of three new-product sales dollars.
By 1996, the 3M Medical-Surgical Markets Division, a world leader in surgical drapes market, had gone almost a decade with only one successful product. At this point,
Senior Product Specialist Rita Shor has been charged with the mandate of developing a breakthrough product within existing business strategy. She was selected not only because her seniority but also because she was thought of as being creative and consensus builder.
Rita and the Medical-Surgical Market Division experiences with the traditional market research were disappointing. Traditional tools presented an abundance of data but contained little useful information for conceptualizing a breakthrough product as the current strategy of the company was desperate to find. In an in house lecture, Rita had heard about a new methodology for product development called "Lead User Research." In an in house lecture, Rita had heard about a new methodology for product development called "Lead
User Research." The premise of this novel methodology was that certain consumers experienced needs ahead of other consumers and some of the former would seek to innovate on their own. Shor decided to try since this might provide the key to the breakthrough product. The Medical-Surgical Division focused largely on reducing infections from skin through surgical drapes and surgical prepping. The team decided to center their interest in a new product that should reduce infections, conform to the body, prove more effective than