3m Optical

3M Optical Systems Managing Corporate Entrepreneurship MST550 Capstone Professor turd Raiton HBSP Case 395-017 Discussion Questions 1. What practices make 3M much(prenominal) an innovative caller? 2. What is either Wongs role as the OS Units familiar manager? How effective has he been? 3. What is Paul Guehlers role as division vicepresident? How effective has he been? 4. What should Andy Wong do with the computer screen AFE? If he gets the AFE, should Guehler fund it? Case Outline The Situation Background of 3M can national Context at 3M toilet Background of Optical Systems (OS) The increase is natural The Product is Reborn Wongs Options Guehlers Options Wongs Role/ strong suit Guehlers Role/ intensity level Desimones Role The Situation The 3M Corporations Optical Systems (OS) business unit needs to decide if they should run with the deployment of a new computer privacy screen despite dickens previous marketing failures. Background of 3M Corporation 100 Years o f concept Highly Diversified Global Company High-Tech Spends twice the U. S. persistence Average on R&D (6-7% of sales) Strong emphasis on new products and technologies Fosters mortals innovation within the workforce (15% rule) Internal Context at 3M Corporation Respect for the separate Stimu tardy ordinary quite a little to produce extraordinary performance substantiative policies/practices 15% bootleg rule Make a little, sell a little High standards, stretch objectives 10% sales offset, 20% PBT, 27% ROCE 30% sales from new productsInternal Context at 3M Corporationcont. Acceptance of well-intentioned failure Share/leverage resources Technology belongs to company Background of Optical Systems (OS) OS Track Record (1979-1990) Formed in 1979 through consolidation of several 3M optical technologies Experienced 11 socio-economic class microlouver development effort with minimal products Lost amidst 3 to 5 million dollars per year Technology in Search of a f oodstuff OS Changes Focus (1991-1992) In 1990 new top management ordained Focus on applications for technologyThe Product is Born In late 1990, the OS squad launched the computer privacy screen Product apply microlouver technology to offer privacy of screen information By archean 1991 the OS Team saw poor market reaction imputable to the large number of sizes needed and high purchase price Product was modified and re-launched in late 1991 with minor changes, but to no proceeds The Product is Re-Born Through prior-product analysis, market research, and harnessing some of 3Ms another(prenominal) technologies, a third generation was created and readied for market in 1992. It combined features of competitors such as anti-glare, anti-static and anti-radiation Was ready for decision on Authority to Proceed Wongs Options Go Learning from two previous launches Met rigorous threephase process Team closest to market, competition, technology (trust them, dont second-guess) Commi tted team (motivational impact) get chance for OS Wong must be the champion Postpone/ abolish Poor market research Poor product concept expense too high Unrealistic market share forecasts Unrealistic endangerment assessment Needs more data, further studyOther Options self fund Mentors support Outsource Guehlers Options applaud Project passed three-phase review Shouldnt second-guess now Reject/ mastermind Back Recognize as well intentional failure Has other high-profile Pacing Projects Problems with product, price, marketing strategy Lacks internal support Cost relatively low ($750K) OS unit believes, committed Dont command to kill OS unit Big project in channel (Needs 30% new products) Wongs Role/Effectiveness Attracting good people Noirjean, Melby Developing/motivating his team, building units capabilities Creating, pursuing growth opportunities Keeping management in the boat Guehlers Role/Effectiveness Empower frontline manager to find/develop attractive opp ortunities Coach/ rearing/support frontline managers to develop confidence and capabilities Set standards/goals for and develop selfdiscipline among frontline Balance between discipline and support Desimones Role Sets, communicates, monitors standards and objectives Protects, reinforces norms and values Respect for individual Primary focus on organizational context more than strategic content