Inovation
3M Optical Systems: Managing Corporate Entrepreneurship
Submitted by:
GROUP 6
Padilla, Rachelle Pangader, Abdul Najib P. Penallosa, Mary Ann Pizon, Rosjeb Ravanera, Aaron Sumanpan, Hester Lee
WRITTEN ANALYSIS OF CASE (BA 115)
I.
PROBLEM Mr. Andy Wong is in a dilemma on whether he should support an investment request for a third attempt at launching the privacy screen project developed by the struggling Optical Systems Unit.
II.
POINT OF VIEW Andy Wong
III.
OBJECTIVES 1. To be able to come up with the right decision whether to support, postpone or reject the re-launch of the product. 2. To strike a balance between two important corporate objectives that is, Profitability and Innovation
IV.
AREAS OF CONSIDERATION Corporate Culture and Philosophy 1. Over the years the corporation place great importance at building the company’s core technologies and creating an environment in which people could draw on them to innovate. 2. Creating innovations at current technologies is very important to the organization as exemplified by the “15% Rule” which allowed employees to devote up to 15% of their time on non-program activities that were related to innovative ideas they believed could be of value to the company. 3. Because of the economic downturn in the 1980’s, the organization imposed more discipline, coordination and control on their increasingly diverse and widespread business. It requires all divisions to “do more, faster with less” which put the company on a
competitive strategic position not only to develop differentiated products but also to create a product that could defend its market position. 4. All employees are taught that “products belong to division, but technology belongs to the company” to ensure that various divisions help one another in bringing new inventions and innovations. 5. A company CEO introduced the “Pacing Program” which aimed at identifying, among the thousands of projects in progress at any time within
Submitted by:
GROUP 6
Padilla, Rachelle Pangader, Abdul Najib P. Penallosa, Mary Ann Pizon, Rosjeb Ravanera, Aaron Sumanpan, Hester Lee
WRITTEN ANALYSIS OF CASE (BA 115)
I.
PROBLEM Mr. Andy Wong is in a dilemma on whether he should support an investment request for a third attempt at launching the privacy screen project developed by the struggling Optical Systems Unit.
II.
POINT OF VIEW Andy Wong
III.
OBJECTIVES 1. To be able to come up with the right decision whether to support, postpone or reject the re-launch of the product. 2. To strike a balance between two important corporate objectives that is, Profitability and Innovation
IV.
AREAS OF CONSIDERATION Corporate Culture and Philosophy 1. Over the years the corporation place great importance at building the company’s core technologies and creating an environment in which people could draw on them to innovate. 2. Creating innovations at current technologies is very important to the organization as exemplified by the “15% Rule” which allowed employees to devote up to 15% of their time on non-program activities that were related to innovative ideas they believed could be of value to the company. 3. Because of the economic downturn in the 1980’s, the organization imposed more discipline, coordination and control on their increasingly diverse and widespread business. It requires all divisions to “do more, faster with less” which put the company on a
competitive strategic position not only to develop differentiated products but also to create a product that could defend its market position. 4. All employees are taught that “products belong to division, but technology belongs to the company” to ensure that various divisions help one another in bringing new inventions and innovations. 5. A company CEO introduced the “Pacing Program” which aimed at identifying, among the thousands of projects in progress at any time within