3M India: in India for India Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

The case depicts the progress of 3M as a sophisticated organization over its 110-year history. It stresses the early confrontations faced by the founding entrepreneurs that had an effect on the tolerance for failure in the 3M culture, and also the entrenchment of its initiation philosophy in the ''William L. McKnight Management Principles''. Further, it describes the role of folks, processes, rewards and structures in endlessly keeping up the innovativeness of the organization over its life. The case subsequently describes 3M's strategy to innovation across its international subsidiaries innovators from subsidiary companies in distinct geographies are expected to drive innovation for their context predicated on their comprehension of local user needs.

3M's strategy for initiation among its subsidiaries is somewhat distinct from that of most other multinationals that still rely mainly on innovation from their home country organization. The case throws light on the attempts by the parent company to transfer and entrench its advanced culture at 3M India, its subsidiary company in India. Since 3M had a existence in India for more than 20 years, for much of the period, the emphasis on initiation was rather limited. At the end, the case highlights some of the challenges faced by 3M India and some possible challenges as expected by analysts, that it may confront.

PUBLICATION DATE: November 01, 2012 PRODUCT #: IMB389-HCB-ENG

This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP