Escolar Documentos
Profissional Documentos
Cultura Documentos
Group 8 Mia Osawa - 114566 Mikko M. Pesonen - 115324 Shreeya Shakya 114397
OUTLINE
3M Inside Story
PRODUCT PORTFOLIO
CONSUMER Electronics HEALTHCARE
& Energy
UNDERLYING TECHNOLOGY
INNOVATION Principles
INNOVATION FRAMEWORK
Heavy R n D Investment : increase RnD
spending to 6% by 2017 from 5.3% in 2011
New metric New Product Vitality Index To measure sales from product
Culture
INNOVATION
GLOBAL REACH
70+ Countries
85 Laboratories 35+ business units
GLOBAL REACH
ORGANIZATION STRUCTURE
Matrix structure fosters collaboration across different subsidiaries
Knowledge transfer
Knowledge transfer through expatriate assignment, KM tool and Open communication channels
autonomy
Allowed subsidiaries to initiate local product development Tailored to meet local needs
LAUNCH
SCALE-UP
Technical & Financial aspects, Target market
DEVELOPMENT
FEASIBILITY
CONCEPT IDEA
Accidental Innovation
3M Taiwan Analysis
WEAKNESS
+ Location: gateway to East Asia, 3M already present in the market since 1969, important and growing market + 3M collaboration with Taiwanese government + Taiwanese Silicon Valley ++ Very innovative subsidiary ++ Infrastructure in place ++ Competent task force ++ Familiar with local NPD + + Prior work experience with HQ No prior experience in healthcare product development Chung (responsible for Acne development) not experienced with NPD
3M Taiwan Dilemma
TO GO OR NOT TO GO?
LACK OF KNOWLEDGE
LACK OF RESOURCES
No technology experience No system in place for NPD for healthcare technology No benchmark data available
Global strategy
High
International strategy
Low
Taiwan WEAKNESS
> Leadership inexperienced in NPD > Inexperienced in healthcare NPD > Cost of production uncertain > No Global market knowledge 19
The corporate strategy defines the R&D requirements of the company Each subsidiary has substantial autonomy and control of critical business activities
Primary focus
Technology
Each R&D centre performs regional innovation and all centres work together on projects of common interest Utilisation of resources of the network and support from HQ
Integration
Knowledge
Technical Managerial
Communication
Resources
Technology Systems Benchmarking Cost
Resource sharing