The 3 M Company
1. There are many examples of successful companies. To what extent is 3M justifiably highlighted as the ‘innovating machine’?
I feel 3M is justifiably highlighted as the ‘innovating machine’ and should be proud to be referred to as this. “For years, people around the world have looked to 3M for products and ideas that solve problems and make their lives easier and better. Our achievements are the foundation of a proud past and the bright future of many innovations to come.” (3M, para1) I think that statement alone shows how people trust the 3M Company in making new products that will help them out. They have implemented strategies and encouraged their employees to use their creative imagination to come up with new products, even if it means making a mistake. Their encouragement and understanding has enabled employees to give their input and implement their ideas without having to worry about being reprimanded if their idea doesn’t turn out the way they thought it would. They just move on to the next creative idea. To me, these are all the ingredients that give a company the right to call themselves an ‘innovating machine’.
2. In the 3M case study, what is meant by the statement: ‘the message is more important than the figures’?
The message is basically encouraging employees to take time to work on innovative ideas they may have if they think it will benefit the company. The statement is referring to the ’15 per cent rule’. This is more of an encouragement than a rule. 3M does not require their employees to take 15 percent of their time to dedicate to new ideas, but they will encourage them to do so. 3M wants their employees to know that their creativity is appreciated and that they are more than welcome to come up with their own ideas on company time if they want. On the other hand, there is no pressure to do so if the employee doesn’t have any new ideas to contribute.
3. Discuss the merits and problems with the so-called ‘15 per cent rule’.
I feel 3M is justifiably highlighted as the ‘innovating machine’ and should be proud to be referred to as this. “For years, people around the world have looked to 3M for products and ideas that solve problems and make their lives easier and better. Our achievements are the foundation of a proud past and the bright future of many innovations to come.” (3M, para1) I think that statement alone shows how people trust the 3M Company in making new products that will help them out. They have implemented strategies and encouraged their employees to use their creative imagination to come up with new products, even if it means making a mistake. Their encouragement and understanding has enabled employees to give their input and implement their ideas without having to worry about being reprimanded if their idea doesn’t turn out the way they thought it would. They just move on to the next creative idea. To me, these are all the ingredients that give a company the right to call themselves an ‘innovating machine’.
2. In the 3M case study, what is meant by the statement: ‘the message is more important than the figures’?
The message is basically encouraging employees to take time to work on innovative ideas they may have if they think it will benefit the company. The statement is referring to the ’15 per cent rule’. This is more of an encouragement than a rule. 3M does not require their employees to take 15 percent of their time to dedicate to new ideas, but they will encourage them to do so. 3M wants their employees to know that their creativity is appreciated and that they are more than welcome to come up with their own ideas on company time if they want. On the other hand, there is no pressure to do so if the employee doesn’t have any new ideas to contribute.
3. Discuss the merits and problems with the so-called ‘15 per cent rule’.
Cited: 3M (n.d.) A Century of Innovation. Retrieved September 19, 2011 from http://solutions.3m.com/wps/portal/3M/en_WW/History/3M/Company/century-innovation/ Trott, Paul Innovation Management and New Product Development, 4th Edition. Pearson Learning Solutions, 2008