Introduction
3M Corporation is one of the global leaders in innovating products and equipment. It has enjoyed very rough times since 1902 since it began, and since then, it has been able to benefit from global and national growth and many reputations as a hub for innovation. Back in the 1990s, 3M tried to adjust and shift from the incrementalism and as a result, sought to change their products and come up with a product that is more unique to the world rather than line extensions which could only provide two out of three new-product sales dollars.
The needed change
During the year 1996, the medical-surgical markets division which is leading in the production of surgical drakes had only been successful in developing one product over a whole decade. This necessitated Rita Shor, a senior product specialist to be mandated with the task of coming up with a business strategy which will explode through the marked owing to the stiff competition. Shor was not only chosen for her seniority but also for her creativity and willingness to build consensus.
Delegate your assignment to our experts and they will do the rest.
Formerly, the Medical-Surgical Market Division together with Shor had had disappointing encounters with traditional market research strategies. These tools presented a lot of data which lacked important information which could simply be used to spearhead the innovation of a breakthrough product into the market. The organization was in dire need for a breakthrough product at the time. As stated in Kotter & Cohen (2012) , the urgency of the breakthrough was to be prioritized for the change to be realized in good time. Rita had heard about a new technology called “Lead User Research” which was a methodology for developing a new product. This idea emphasized the fact that some consumers experienced needs ahead of others thus they could go ahead and innovate something to satisfy their urge for a product which is not offered to them. As a result, Shor decided to give it a try in her organization since she believed that could provide a breakthrough pathway for the company.
Why the change is needed
The main focus of the Medical-Surgical Divison of 3M Corporation had put emphasis on minimizing skin infections through the via surgical prepping and surgical drapes. The focus of their interest was developing a new product that would minimize skin infections, conform to the body and provide more protection that it is by the current products in the market. The focus was also on a product whose application and removal would be easy.
Together with her consultants, Shor adopted the “Lead User Research” methodology step by step. Things run as planned during the first two stages. On the contrary, diversity within the users of lead and field of expertise added much complexity to the third and fourth stages. This led to heavy criticism for Shor especially when the division manager was changed ( Garud, Gehman & Kumaraswamy, 2011) . The opposition was clear and sharp divisions were something very much evident. Instead of taking six weeks, the third stage took six months. As a result, Shor and her team sold the program at the beginning from the grass root and reminding the managers of the foreseen benefits and the old problems.
A year down the line with the help of lead users derived from diverse backgrounds as various cosmetics to surgery, Shor and her team managed to come up with three recommendations for products for innovation, one of which was in line with the 3M line of products. The other recommendation could open more opportunities for business through their fourth recommendation caused divisions to the team.
The idea that caused massive divisions would actually result in the changing of the unit strategy of the business. As a matter of fact, it meant combining technology from various core components of the company. As a result, Shor is presented with a decision to make. She should decide whether to adopt all the four recommendations and present them to the senior management or just keep silent with the news and play safe thus continue with the normal business.
Why 3M makes a good candidate for the needed change
Without any reasonable doubt, products from 3M cannot be compared with those from other companies owing to their high quality. For decades too, it has built itself a reputation as the hub for innovation of high-quality products. This particular change, however, presents the need for change at a time when there was predictable innovation and the new products resulted in such innovative ideas from the old ideologies.
We can understand that to a certain level, there was the feeling of discomfort in the company within the employees and managers. After enjoying years of growth and profit due to the increased income they earned a year in and year out, selling a change becomes even more difficult. The dilemma of whether to present the recommendations or just hold back is all about business strategy, cultural changes in the management, and changes in the organization. It is important for 3M to realize that the time to sit back and wait for results was over. Time for welcoming new ideas and creations had come so that people are not only confined to a certain way of thinking and acting ( Boh, Evaristo & Ouderkirk, 2014) . The organization had sat in a comfort zone without any ability to be radical in its performance and thinking.
Another reason for what happened is the whole process of developing a product and the teams that were given the task of doing it. With many technical people involved, it secluded any ideas thus making the company a secluded environment. There was not even a trace of an innovative mind.
There were only two alternatives for Shor to choose from. While she could easily deliver only the three recommendations which were clearly defined to the senior management, the opposite would cause strife and opposition from the team members since it could lead to the introduction of the Lead User Methodology in 3M Corporation.
While the first option presented an old school and conservative methodology, it would help 3M continue with their traditions thus blocking any innovations. The second option, however, presented the greatest risk any organization could easily take. First and foremost, the risk was personal for Shor and the results to the company. Secondly, it presented a business risk to the Healthcare unit and the Medical-Surgical Division. The strategy proposed collaboration within units and departments ( Boh, Evaristo & Ouderkirk, 2014) . This would mean creating an overly different business. Similarly, that would touch the heart of 3M Corporation innovation strategies and principles which have been in use for quite a long time.
These are the risks which 3M probably need to explore in order to increase their market share and innovation strategies. The only answer to the dilemma would change in the innovative strategies and not just once at a time. As noted by Kuipers, Higgs, Kickert, Tummers, Grandia & Van der Voet (2014), change is a painful decision one can ever make in an organization yet its fruits are bountiful.
Conclusion
3M Corporation is an important ground for this research since it presents a case in which there is great potential for change and innovation yet the fear and rigidness is the only undermining factor to the great potential underlying this globally recognized organization. It is no doubt that3M is a leading innovation center and thus, it will also help me think critically based on the existing innovative strategies.
References
Boh, W. F., Evaristo, R., & Ouderkirk, A. (2014). Balancing breadth and depth of expertise for innovation: A 3M story. Research Policy , 43 (2), 349-366.
Garud, R., Gehman, J., & Kumaraswamy, A. (2011). Complexity arrangements for sustained innovation: Lessons from 3M Corporation. Organization Studies , 32 (6), 737-767.
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people change their organizations . Harvard Business Press.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public administration , 92 (1), 1-20.
