* 3M India: In India

for India
Case study
Group 11

Group no:11
 * How has 3M built ambidexterity into the organization?
How do the various elements of the system support
innovation at 3M?

* There philosophy of decentralization prevents co. being hierarchical and

bureaucratic
* Norm of high tolerance of failure as innovation’s main source of power is in
trial and error
* Organization structure is focused mainly toward supporting innovation by
keeping small size od business and admin units
* Installation of R and D labs everywhere so that each division and unit can
have their own research labs.
* Process of 3m i.e. 15% rule, where employees are told to take 15% of time
of their daily work-week routine and invest it in developing products which
encourages employees to pursue their ideas
* Reward system was non-monetary i.e. the champion within a division had a
chance to become a ceo. The product champion and the team were
celebrated for the best work
* What lessons can other organizations learn in
becoming more innovative from 3M?

*Employee initiative appreciation.

*Freedom of employees to take risk
*Dual ladder program
*Adoption to local culture
*Localisation of stragies
 *What are the challenges that 3M India has faced or likely to face in
entrenching the 3M innovation culture in India? How should it address them
3M India has adopted many 3M practices which were proven to be in supporting for innovation.

The first concern is 'Would the employees in India become inventive if they had the 15%
time to themselves?
* In order to maximize the effective outcome of 15% rule, good use of internal knowledge
sharing network so that can share their findings and studies work as a team. And by Changing
6-gate process to peer evaluated process could also be more effective.

Second concern is 'Would they be able to exploit the intrapreneurial opportunities that 3M
India offered?
* India has hierarchical culture, bureaucratic organization. It is very sensitive to failure and has a
tendency of collectivism which has nization. low acceptance level of individual behaviour.
* 3M india to ensure that the R & D employees should have patience and at the same time when
to pull the plug out.

Knowledge sharing network , so that indian employees can think innovatively.

* Next concern is 'How many of them would prefer a technical ladder to a managerial ladder?"
* Mentoring system and support from senior employees could be one way of helping
* Appropriate incentivise to technical employees