3M India: in India for India Harvard Case Solution & Analysis

The case describes the evolution of 3M as an innovative organization for its 110-year history. It emphasizes the early tasks of the founders of the business that have an impact on the tolerance for failure in the culture of 3M, as well as consolidate its innovative philosophy'' William McKnight management principles.'' In addition, it describes the role of structure, processes, rewards and people to maintain continuous innovation of the company for its existence. The case then describes the approach 3M innovation across its global subsidiaries, where innovators from subsidiaries in different regions, are expected to drive innovation for their context based on an understanding of local needs of users. 3M's strategy for innovation of its subsidiaries is somewhat different from most other multinational companies, which continue to rely primarily on innovation from their country home organization. The case sheds light on the efforts of the parent company to transfer and consolidate its innovative culture at 3M India, its subsidiary in India. While 3M's presence in India for over 20 years, during most of this period, the focus on innovation is very limited. However, with the opening of its new 3M research and development center in 2011, 3M India, with the full support of the parent organization, has provided updated desire for innovation for the Indian market as part of its "In India, for India" strategy. Finally, it highlights some of the of the challenges facing the company 3M India and some of the potential problems it may have, as expected by analysts. "Hide
on Abhoy Ojha Source: Indian Institute of Management, Bangalore 17 pages. Publication Date: November 1, 2012. Prod. #: IMB389-PDF-ENG

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