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3M: in India For India: Group 02

3M India adopted a strategy of 'In India for India' in 2011 to focus its research and development efforts on developing products for the Indian market. However, 3M's culture of fostering innovation and its informal structure created some challenges in India. Employees were not always productive during allocated innovation time and the lack of clear roles caused confusion. Resources were also sometimes wasted when successful products created new duplicative units. 3M needed to adapt its open culture to the hierarchical structure more common in India to improve efficiency and outcomes.

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PRATIK RUNGTA
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85 views

3M: in India For India: Group 02

3M India adopted a strategy of 'In India for India' in 2011 to focus its research and development efforts on developing products for the Indian market. However, 3M's culture of fostering innovation and its informal structure created some challenges in India. Employees were not always productive during allocated innovation time and the lack of clear roles caused confusion. Resources were also sometimes wasted when successful products created new duplicative units. 3M needed to adapt its open culture to the hierarchical structure more common in India to improve efficiency and outcomes.

Uploaded by

PRATIK RUNGTA
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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3M : In India for India

Prepared byGroup 02 :
Tanvi Rane PGP10041
Gaurav Sachdeva PGP10020
Hatim Cyclewala PGP10021
Saurabh Azgaonkar PGP10012
Pratik Rungta PGP10038
Context
● The Indian subsidiary of 3M was formed in 1988 as joint venture between the Ashok
Birla Group and 3M Corporation
● The technical operations of 3M India started in 1990 with the inauguration of the
Customer Technology Support Centre in Bengaluru. This center provided technical
support to products that were manufactured outside the country.
● It had introduced over 7000 diverse products in healthcare, consumer office
markets, industrial markets and consumer products
● 3M encouraged innovation throughout its 118 year old history
● It also developed tolerance for failure of the employee
● In 2011, the company developed new research and development centre and applied
strategy of ‘In India For India’
● Its organizational culture was focused on fostering innovation, technical
knowledge sharing
Problem
● 3M India contributed to 1% of total 3M global sales
● There was a possibility that scientists provided with 15% time might not be
productive with it
● Also the work structure was very informal where one can approach anyone and
this created difficulty for certain people which were not clear about
responsibilities and roles
● There was wastage of resources too as each successful product was divided into
new unit which leads to duplication of many activities
● 3M’s open culture conflicts with Indian culture of hierarchy and bureaucracy.
● 3M’s “15% rule” to motivate employees to invest hours in innovation worked well in
individualistic societies but faced problems in a collectivist society.
Analysis
● Employees should be made more tolerant of failures than learning from the failures
as 2 out of 3 projects used to be fail
● Focusing on employees more to adopt to the foreign culture
● Teaching employees the importance of perseverance and at the same time
checking that resources and time are not wasted
● Hiring more creative people who all can adjust in innovative culture and be
comfortable with working across different verticals
● Employees should be more motivated by focusing on better incentives
● Change the 6-gate process to a peer evaluated process
● Focus on the 15% rule and try to make sure that the employees be more inventive
when they donate this time on their pet projects to save time and ensure efficiency
Thank You

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