The Components of 3Ms Strategy for Building Innovative Capability and for Driving the Development - Assignment Example

Read case study: "3M in 2006." (In your resource book pages 122-147) Assignment questions: Q1. Identify and critically evaluate the main components of 3M's strategy for building innovative capability and for driving the development, introduction, and exploitation of 3M's products as the company evolved up to the mid 1990's. . (Link your analysis to concepts from the literature; leader v follower, product, process and strategic innovation over the life cycle, corporate venturing, etc.) Through historical data as presented in the case, it could be agreed upon that 3M is indeed one of the best entities in the competition of companies under the industries of modern innovative computing procedures. The gadgets that they produce from high-end materials makes the product of the brand offered by the organization widely accepted in USA ever since they began to exist during the late 80's towards the mid 90's. It could be noted that if there was one factor to be considered successful enough to place the organization to where it stands today, that is the constant want of the administration as well as the people of the company to continuously grow and innovate their internal and external policies in creating gadgets in computing that would most fit the needs of their target clients. Yes, CHANGE is the primary asset that the company upholds giving it the kind of reputation that it deserves from all the efforts that its administrators prefer to apply in the process of giving the organization a boost to continuously grow in the industry. How do they deal with the change Like others, they need to consider several points of change management that surely gives them a chance to handle the challenges successfully. To be able to successfully apply change, there are at least ten (10) major ways that should be considered by the administrators collectively. Deriving these particular procedures from the method pattern created by several experts on the organizational management field of industries, the discussion of the methodologies that follow are expected to more meaningful change of organizational structures. The ten ways and/or methods could be noted as follows: 1. Developing the Vision It is very important that the organization's vision towards the changes to be applied are strongly identified as it will certainly describe whether the changes to be done are of great importance for the sake of the organization's progress or not. 2. Planning the Procedures to be Taken The plans are to be clarified as they are the ones that would set the path that the adjustments on the organization would actually take. Moreover, the plans shall serve as the guidelines to everyone involved in the adjustments, hence, they should be modified so as to meet the needs of the company and its employees as well. 3. Collaborating with involved Higher Management Authorities After the plans have been made, asking the approval of higher managerial departments should be searched for further suggestions that they may still imply on the program. 4. Deciding on the plan's further scheduled application The plan's application is to be decided by the higher level of management. Hence, the schedule of all the activities pertaining to the change shall be well taken into consideration by the said personnel. 5. Communicating to the people (stakeholders of the company including employees of the rank and file positions) Once everything has been fixed, letting the members of the organization know of the changes and the procedures by which the adjustments are to take place is at an utmost importance to consider. 6. Empowering the People Communicating is not enough, it is strongly suggested that the people be empowered further so as to gear them with the preparation that they need for the adjustments to be further applied in the organization. 7. Applying the Action Application of the plan is then to commence once everything has been set. 8. Appointing Personnel Appointing the people who are to be stationed as supervisors of the results of the change, shall then be applied during the time-table set for the application of the change procedures as well. 9. Evaluating the results Once the change procedures are already applied, it is very important to consider evaluating the results of the program, thus making it easier for the management to see if there are any changes needed to be applied upon the programs. 10.Establishing the Changes Once the evaluations have been made and the changes were proven effective, the time to regulate the system then arrives. Primarily, this shall set the final step with which everything has already been approved thus making the entire organization ready to take the changes on permanent situations. Following the steps as noted herein could then lead to better application of the changes that are to be pursued by a particular organization. Most often than not, the preparedness of each organization in welcoming change and adjustment within the company is a primary element to consider. Most importantly, it is necessary for the coordinators or the management administrators of the organization to keep in mind that the changes to be applied involve different aspects of betterment on the part of the organization, Hence, focusing on one particular element alone may not be that effective for application is situations such as this. Change management is a serious process of progress that business organizations should face every now and then. Having an aim to continuously grow in the field of business and trade, no matter what the industry may particularly be, involves great courage, determination and fine strategy of managing systems on the part of the administration of any organization. Hence, making the steps above as patterns of change application would indeed yield better fruits of improvement for the organization itself(Jackson, et al, 2006). Through successfully being guided by this ten-point process of inciting change in the organization, system change and further growth through innovation could be well expected. With the right focus implied to the different procedures of change management, it is expected that the company would likely be able to reestablish and rework their system so as to meet the needs and demands of their stakeholders which includes both the consumers of the products and the investors as well (Salaman, 2003:76). Although there may have been certain shortcomings during the process, handling change issues was rather easy and effectively handled by the officials of the organization as they continuously vie for the process of taking the risk of change safely through planned approach. Everything undergoes study and evaluation before the innovations are taken into further application, through this process, the administration of 3M becomes well prepared as everything, including the alternatives to the system, is planned ahead of time in preparation of the changes to be implemented (Kelley, 2001:65). Include in your analysis: Identification and evaluation of the main strategic focus (and innovation strategy) adopted by the firm during this period An analysis of any distinctive strategic resources and competencies that 3M possessed during this period as well as any shortcomings in its value chain and architecture and culture. Q2. As a company renowned for its innovatory products and internal reward and control systems designed to foster innovation, critically discuss the appropriateness of the strategies and structural changes implemented by Jim McNerney from the time of his appointment and continued by George Buckly till 2006 to reverse the problems which emerged around 1998. (Link your analysis to concepts from the literature; product development life cycle innovative corporate cultures, application of Six Sigma, management of R&D resources, etc.) Developments of a certain company in its economic and organizational aspects are very much important in achieving its success. In this aspect, innovative ideas catering performance and production enhancements are significant since they promote development in the company's present condition and processes(Cameron, 2004:56). Because of which, the company's system must be able to promote and encourage innovative behavior from their employees and workers for them to fuel their developmental aims. Encouraging innovative behavior is mainly acquired through enhancing the organizational structure and the dominant working culture in the company. Through this aspect, the management can push their people to engage their individual pool of ideas for them to be able to create new concepts and suggestions. Creating a positive atmosphere will also engage the thinking capabilities of every employee thus, the management must make it a solid concept in their company that they will acknowledge and entertain any innovative ideas from their people. Establishing also a concept that the management will hand out honorarium or benefits of any sort for their employee for their solicited ideas commensurable to the degree of their concept will also encourage innovative behaviors in the company. In addition, the company itself can develop a specific group or division in their organization that is mainly focused on researching and developing their systematic processes and structure. Having an innovative behavior in the company is very much important for the positive development of the organization itself (Beitler, 2006:76). This is why many companies are focused on enhancing their own culture and environment in order for it to foster and encourage their people to have an innovative behavior towards their system. Thus, with the collective ideas and concepts of the entire business organization, they can actually develop and enhance their present system for them to become more productive and efficient in achieving their goals for success. In this case, the flaws and the success that the two major personnel of 3M namely Jim McNerney and George Buckly could be outlined through the eight phases of change that they were either able to apply or if not less likely able to take notice of. The said phases are explained as follows: 1. Increase urgency - The ability of the organizational administration in helping their people understand of the necessity of change makes it easier for the entire organization to adjust with the needed procedures to take. Most likely, the relevance of the changes proposed by the administration within the systems being followed by the employees should be made clear to the main stakeholders of the changes. The stakeholders referred to in this stage are the ones who are involved in the possible adjustments that need to be taken, primarily referring to the employees. The regulatory system that the administration would put up as an answer to the dire need of adjustment should be able to post a certain sense of urgency among the major role players of the organization. The processes should be clear as well as the purpose of the changes. With the knowledge of everyone else involved, the organizational structure could be made more stable towards its way to progress. 2. Build the guiding team - The establishment of a model team that would actually guide everyone towards the aimed progress should have the right skills, the right talent, the right disposition and emotional stance with regards the changes that are to be made. These particular attitudes of the people who are to be appointed as part of the guiding team shall help the entire organization realize its role in the progress of the said group that they are particularly involved with. Aside from the right disposition that the guiding team should posses, the organization's administration team should actually be able to incite the right knowledge that the said team should know. This would allow them to cultivate the right attitude towards the change that needs to be applied within the organization hence, making them capable of affecting other's disposition in the organization as well. 3. Get the vision right - The point of creating a guiding team is to equip the entire body of employees with the right disposition that they need in order for them to face the changes that they need to deal with. Making it possible for the guiding team to set simple yet reasonable vision for the employees to realize as stepping stone towards the changes that need to be implied is also one part of the administration's primary responsibilities. It is very important that the administration instill within the guiding team the values of personal behavior that they need to share with their co-workers in the organization. The target of the guiding team is to allow change interfere within the systems of the organization in a much less complicated procedure. Most likely, the focus is on the behavioral capabilities of the people that they are trying to affect in the organization. The emotional views of the employees towards the change certainly need to be regulated as it affects the ability of each employee to adapt with the adjustments that are to be further implied by the administration. 4. Communicate for buy - in - Technological innovations of communication actually makes this process much easier to accomplish. It could not be denied that the key objective that may lead to the progress of this particular project of change is the thought of each employee that they are part of the organization and that they are given high regards by the organization's administration. This could be attained through the ability of the administration to involve people who are in connection with the progress procedures as effective as possible. Employees are highly giving importance with the way that their superiors are valuing them. This is the reason why it is very important to keep people who are involved with the change procedures with the necessary knowledge that they need to understand. This would help them realize that they are indeed a part of the progress and are agents that are important for the implementation of the changes. 5. Empower action - Once the right actions are taken by those who are appointed to imply change, rewarding good works is necessary and effective. Once there has been something that has been duly achieved through the help of one of the employees, it is advisable that the said work be equally rewarded by the administration. This would empower others to reach achievement as well to be able to rewarded like that of the others. This is a motivational procedure that would actually inspire the employees in a psychological way as the said employees try to continue aiming for the best results for the sake of their company's progress as well as for their own recognition. 6. Create short-term wins - Achievements are important for employees. However, making them hard to reach may not be that inviting for them to put effort forward to attain the said individual achievements and recognition. Making the achievements easier to attain would actually improve the performance of each employee. The idea is to primarily help the employees understand how they could be able to make possible amendments to give themselves a chance to be a part of the rewards program imposed by the administration of the organization. 7. Don't let up - it is very important that the administration imposing the changes actually find ways by which to show that they are determined enough to imply the needed changes. It could be noted that the administration's certainty in making the progress possible to happen would help the other employees realize their role in the said procedure. It is the stance of the administration in implementing the changes even when difficulties may arise that actually counts. It is very important that the administration remain determined and not disheartened of the failures that may have occurred along the way. 8. Make change stick - through the program of change and promotional applications, it is important to understand that employees need to know that they have the chance of taking over certain important positions in the organization. Making it possible for them to recreate the possibilities of achieving leadership positions for themselves shall help the employees picture in their minds the progress of the organization that particularly depends on their individual and team recognition thus implementing teamwork among the said group of employees. Diagram 1: The Eight Stages of Kotter's (1996) Suggested Process of Organizational Progress Understanding the idea that the eight stages of change implies on the organizational arrangement of different business entities, it could be derived that the focus of the stages is the behavior of the employees towards the changes that need to be applied for the sake of organizational progress. It is very important that the administration be able to help everyone in the organization realize the fact that they are an important part of the progress that they are aiming for. It lies in their capability of adjusting with the changes that the amiable results of the entire company could be achieved (Palmer, et al, 2006:43). The willingness of everyone to take part in the process then needs to be dealt with uncompromisingly. This then makes it clear that it is the administration's responsibility to appoint the right people in the right positions and responsibilities that they are supposed to perform for the sake of organizational progress. Certainly, it is important for the employees to comprehend with the changes through gaining knowledge of the system in a more clarified procedure. The constancy and the stability of the organization's administration too is an important part of the aimed achievement. It is the ability of the administration to show that they are determined enough to reach the goal that they have set for the entire group that may infectiously affect the entire organization's body of employees. Every organization aims for progressive changes. Gaining progress however is not that easy for everyone. The individualities of each personnel making up the organization may make the procedure of reaching the goal a bit harder to achieve. It is then important to understand as well as apply the different steps or stages of change as suggested by Kotter. The said entrepreneur's excellence in helping people understand their potential of making change in the organizations that they are involved with as well as with the society makes it easier for them to achieve bigger changes that leads to progress for different business organizations. The realization of each individual that they are an important part of the entire organization shall indeed help them adjust their dispositions and behavior towards change to a more highly achieving attitude. Through the help of the organizational administration, each employee is then expected to create a more reasonable way of helping the entire organization step forward towards progress. Hence, through this, they are able to understand the ways by which the directly affect the existence of the organization that they are working for. Focusing on the individuality of each person and using that particular uniqueness in an aim of progressing as an organization makes it easier for any organization to instill the right values within their people for them to have the right vision towards the aim of reaching the best for that sake of themselves and their company as well. From this set of change stages, it is obvious that the author wants to imply the fact that it is important to invest in the individual capabilities of the employees of a particular organization in an aim to pursue progress. References: Palmer I, Dunford R, & Akin G, (2006), Managing Organizational Change; a Multiple Perspectives Approach, McGraw-Hill. Beitler, M. (2006). Strategic Organizational Change, Second Edition. Practitioner Press International; 2 edition. Cameron, E. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change. Kogan Page. Salaman, G. (2003). Strategy and Capability: Sustaining Organizational Change (Management, Organizations, and Business Series). Blackwell Publishing Limited. Kotter, J.P. (1996). Leading Change. Harvard Business School Press; 1st edition. Jackson, Lisa & Schmidt, Gerry (2006). Is Your Culture Ready for Innovation (Part 2) Issue of Link & Learn. Linkage Inc. 2007. http://www.linkageinc.com/company/news_events/link_learn_enewsletter/archive/2006/10_06_is_your_culture.aspx. February 14, 2009. Kelley, Thomas & Littman, Jonathan & Peters, Tom (2001). The Art of Innovation. Doubleday Publishing. Read More