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Group 2:

3M
Nguyễn Thị Hiên

Đặng Thị Liên
Lại Thanh Trang
Lê Phương Thảo
Nguyễn Thị Thảo Ly
Nguyễn Như Thế Anh
Đỗ Như Ch...
Outline

• Introduction
• Innovation in 3M

• Conclusion
3M
• Formerly known as the Minnesota Mining and
Manufacturing Company
• With over 76,000 employees they produce over
55,00...
3M: A brief history
•

Established in 1902, producing abrasives and adhesives products.
– Benefited from product innovatio...
3M: The Permanently Changing Organizations
• One of “the ten most admired corporations” — Fortune
annual poll of American ...
Innovative Culture in 3M
• 3M’s culture fosters an environment of
innovation
Innovation of culture in 3M:
- Give people ti...
• Vietnamese Honda motor company
Respect the ideas of the employers as well as
employees
Create a friendly and active work...
INNOVATION
MANAGEMENT
Building a innovative organization
•
•
•
•
•
•
•
•

Recognition & reward
Reinforcement of core values
Sustaining “circulation”
Allocating slack” & permission...
Recognition & reward
• Schemes to acknowledge innovative activities
• Recognizes effort > achievements
Reinforcement
of core values

“Innovation is respected”
Sustaining
“circulation”
• Different people + Different perspectives
= creative combinations
Allocating “slack” &
permission to play
• Curiosity-driven activities
Patience
• Acceptance of the need for ‘stumbling in motion’
as innovative ideas evolve and take shape.
Acceptance of mistakes &
encouragement of risk-taking
• ‘Mistakes will be made, but if a person is essentially right,
the ...
Encourage “bootlegging”
Giving employees a sense of empowerment
and turning a blind eye to creative ways
=> get around the...
Policy of hiring innovators
looking for people with
innovator tendencies and characteristics
•
•
•
•
•

An opportunistic m...
May Saigon 2 Company
VNU-UEB
Eurowindow
Innovation in organization structure
3M used to be organic structure, which links
people in different functions into a coh...
What is organic structure
the organization has characteristic:
Flatness: communication & interaction are horizontal
Low sp...
• They have a flexible approach to the continually changing
financial and customer environment.
• They can be very respons...
Disadvantage
•
•
•
•

No Boundaries
Unproductive Directives:
Ineffective Leadership
Communication Barriers
Case in Viet nam
Process
*Develop:
- Structure
- Policies
Guide innovative activity: picking up signals through
implementation

*Parallel r...
• System for innovation & extensions:
*1st : formal stage-gate (a trial by fire), based on
established products
Well-known...
Honda Viet Nam
• Manufacturing Process: 2nd system
- Event / Competition:
o employees speak out their ideas at any time
o ...
Innovation Strategy and
Leadership
- CEOs have been strongly associated with enacting
and supporting the innovation cultur...
Innovation Strategy
• Setting stretch targets, a focus for the whole
Organization.
• Allocating space and time for staff t...
Innovation Strategy and Leadership
in Vietnam
• CEOs should take time to understand the
potential of their employees and t...
3 M Company Case Study
3 M Company Case Study
3 M Company Case Study
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3 M Company Case Study

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3 M Company Case Study

  1. 1. Group 2: 3M Nguyễn Thị Hiên Đặng Thị Liên Lại Thanh Trang Lê Phương Thảo Nguyễn Thị Thảo Ly Nguyễn Như Thế Anh Đỗ Như Chinh
  2. 2. Outline • Introduction • Innovation in 3M • Conclusion
  3. 3. 3M • Formerly known as the Minnesota Mining and Manufacturing Company • With over 76,000 employees they produce over 55,000 products, including: adhesives, abrasives, laminates, passive fire protection, dental products, electrical materials, electronic circuits and optical films (chất kết dính, chất mài mòn, cán mỏng, phòng cháy chữa cháy thụ động, sản phẩm nha khoa, vật liệu điện, mạch điện tử và phim quang học)
  4. 4. 3M: A brief history • Established in 1902, producing abrasives and adhesives products. – Benefited from product innovation in the early days – The culture of “individual entrepreneurship” • The McKnight era, 1929-1966 – Organizational design for continuous changes • The Lou Lehr era, 1980-1985 – Reorganization and reorientation • The “Jake” Jacobson era: 1986-1991 – The orientation to competition in existing markets • Main characteristics: – Changes and evolution in adaptation to environments – Changes in organizational attributes for innovation
  5. 5. 3M: The Permanently Changing Organizations • One of “the ten most admired corporations” — Fortune annual poll of American CEOs. • The 3M model: – Continuous technological innovation – Institutionalized “individual entrepreneurship” – Market responsiveness • • • • How is this possible—what are the challenges? Institutionalized “individual entrepreneurship”? Growth versus decentralization? Balance between structure, culture, versus change?
  6. 6. Innovative Culture in 3M • 3M’s culture fosters an environment of innovation Innovation of culture in 3M: - Give people time to follow their dream. - Make it a part of the expert’s job to share their knowledge. - Result must be measured. - Be honest and know when to say no. - Promote a career not a job. - Internationalize your management team. - Keep spending on research and development.
  7. 7. • Vietnamese Honda motor company Respect the ideas of the employers as well as employees Create a friendly and active working environment
  8. 8. INNOVATION MANAGEMENT Building a innovative organization
  9. 9. • • • • • • • • Recognition & reward Reinforcement of core values Sustaining “circulation” Allocating slack” & permission to play Patience Acceptance of mistakes & encouragement of risk-taking Encourage “bootlegging” Policy of hiring innovators
  10. 10. Recognition & reward • Schemes to acknowledge innovative activities • Recognizes effort > achievements
  11. 11. Reinforcement of core values “Innovation is respected”
  12. 12. Sustaining “circulation” • Different people + Different perspectives = creative combinations
  13. 13. Allocating “slack” & permission to play • Curiosity-driven activities
  14. 14. Patience • Acceptance of the need for ‘stumbling in motion’ as innovative ideas evolve and take shape.
  15. 15. Acceptance of mistakes & encouragement of risk-taking • ‘Mistakes will be made, but if a person is essentially right, the mistakes he or she makes are not as serious, in the long run, as the mistakes management will make if it’s dictatorial and undertakes to tell those under its authority exactly how they must do their job…”
  16. 16. Encourage “bootlegging” Giving employees a sense of empowerment and turning a blind eye to creative ways => get around the system acts
  17. 17. Policy of hiring innovators looking for people with innovator tendencies and characteristics • • • • • An opportunistic mindset Formal education or training Proactivity and a high degree of persistence A healthy dose of prudence Social capital
  18. 18. May Saigon 2 Company
  19. 19. VNU-UEB
  20. 20. Eurowindow
  21. 21. Innovation in organization structure 3M used to be organic structure, which links people in different functions into a coherent. 3M divided most employees network into at least five levels: department, division, group, sector and company What is organic structure? Its advantage & disadvantage?
  22. 22. What is organic structure the organization has characteristic: Flatness: communication & interaction are horizontal Low specialization: knowledge resides wherever it is most useful Decentralization: great deal of formal and informal participation in decision making
  23. 23. • They have a flexible approach to the continually changing financial and customer environment. • They can be very responsive and quick to make changes • Staff structures are also very fluid, with wide ranging job descriptions • They cope better with unstable environments • The employees are very much involved in decision making and problem solving; this enhances motivation, commitment and gives a variety of perspectives • The ease of ability or change enables organic organizations to be more creative and imaginative
  24. 24. Disadvantage • • • • No Boundaries Unproductive Directives: Ineffective Leadership Communication Barriers
  25. 25. Case in Viet nam
  26. 26. Process *Develop: - Structure - Policies Guide innovative activity: picking up signals through implementation *Parallel routes through their system Innovations can come from many ways: - Market interactions - Deep technology research - collaboration - unexpected discovery *Association skill: Technical knowledge ∞ awareness of real / latent market needs => creative combination
  27. 27. • System for innovation & extensions: *1st : formal stage-gate (a trial by fire), based on established products Well-known but need encouraging innovation champions to take non-linear ideas *2nd : incubator stage: o ideas are encouraged & development funds are available o reject loose targets o strict business plan appraisal for projects => funnels and clear gateway
  28. 28. Honda Viet Nam • Manufacturing Process: 2nd system - Event / Competition: o employees speak out their ideas at any time o prize for the valuable contribution. - The good idea will apply to the process - Implementing R&D from fortunate discovery by their staff
  29. 29. Innovation Strategy and Leadership - CEOs have been strongly associated with enacting and supporting the innovation culture which characterizes the firm - The overall innovation strategy is focused on two core themes – deep technological competence and strong product development capabilities
  30. 30. Innovation Strategy • Setting stretch targets, a focus for the whole Organization. • Allocating space and time for staff to explore ideas. • Encouragement employees working on innovation projects in their own time and often accessing resources in a non-formal way • Encourages ‘intrapreneurship’ (internal entrepreneurial behaviour) rather than people feeling they have to leave the firm to take their good ideas forward.
  31. 31. Innovation Strategy and Leadership in Vietnam • CEOs should take time to understand the potential of their employees and the prospect of their organization. • Encourage and incentive with new ideas which have good outcome or improvement.

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