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3M India: in India For India

3M India was established in 1988 as a subsidiary of 3M international and operates out of Bengaluru and has research facilities in Bengaluru and Gurugram. In its 24 year history in India the organization has had limited success in innovating new products for India. 3M India focuses on fostering innovation, recruiting and retaining talent, and rewarding innovation.

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0% found this document useful (0 votes)
86 views1 page

3M India: in India For India

3M India was established in 1988 as a subsidiary of 3M international and operates out of Bengaluru and has research facilities in Bengaluru and Gurugram. In its 24 year history in India the organization has had limited success in innovating new products for India. 3M India focuses on fostering innovation, recruiting and retaining talent, and rewarding innovation.

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Nishant Mehta
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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18-Jan-19

3M India: In India for India


Nishant Mehta | P39148 | Section C

3M is a research oriented company operating in more than 70 countries and selling its
products in 200 countries. Since its inception 110 years ago it has strived to be an innovative and
risk taking organization. It has adopted innovative management philosophy of “William McKnight
Management Principles”. It has focused on fostering innovation, recruiting and retaining talent,
giving employees independence in perusing projects, knowledge sharing and rewarding innovation
etc. Currently it has 35 business units divided in to six businesses. It has adopted a strategy to
innovate for local market in their respective countries. The subsidiaries act fairly independently to
operate in their country and all possible support is given to them by the parent company.

3M India was established in 1988 as a subsidy of 3M international. It operates out of


Bengaluru and has research facilities in Bengaluru and Gurugram. In its 24 year history in India
the organization has had limited success in innovating new products for India. Its 80 % of revenue
came from B2B market and basely 20% from B2C market. It mostly imported the products and
the local manufacturing base was low. Common dimensions for innovation for India has to be the
Value for money and Localization for Indian conditions and Pattern.

In 3M India the first pillar for the innovation was the organizational structure. It was a
metrix structure with technical functions cutting across the organization with business divisions
being focused on its specific market. It offered dual ladder for growth with parallel technical and
managerial carrier paths. The structure was without dual reporting so complexities would not arise.
The process was employee centric with opportunity for collaboration and mentorship programs.
Time was allotted to work on personal pet projects. People that were hired were all carefully
chosen. It was made sure that they were suitable to the culture of the environment.

But the 3M India faces is that culturally India is largely a risk averse country. The failure
is not encouraged. Looking for people who are enterprising and rick taking has been a challenge.

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