3m Optical

3M opthalmic Systems Managing Corporate Entrepreneurship MST550 thiner Professor Jack Raiton HBSP movement 395-017 discussion Questions 1. What practices make 3M such an innovative caller? 2. What is Any Wongs role as the OS Units world-wide manager? How effective has he been? 3. What is capital of Minnesota Guehlers role as persona vicepresident? How effective has he been? 4. What should Andy Wong do with the figurer screen AFE? If he gets the AFE, should Guehler fund it? Case Outline The Situation Background of 3M connection versed Context at 3M stool Background of ocular Systems (OS) The growth is born(p) The growth is Reborn Wongs Options Guehlers Options Wongs contribution/Effectiveness Guehlers portion/Effectiveness Desimones office The Situation The 3M dopes Optical Systems (OS) business building block needs to learn if they should proceed with the deployment of a new ready reckoner hiding screen despite two former tradeing failures. Backgro und of 3M Corporation 100 Years of Innovation extremely Diversified Global Company high tech Spends twice the U. S. Industry Average on R&D (6-7% of sales) Strong idiom on new products and technologies Fosters individuals innovation within the workforce (15% rule) Internal Context at 3M Corporation Respect for the individual stir up ordinary people to produce frightful performance Supportive policies/practices 15% moonshine rule Make a little, swap a little High standards, stretch objectives 10% sales growth, 20% PBT, 27% ROCE 30% sales from new productsInternal Context at 3M Corporationcont. espousal of wellhead-intentioned failure Share/leverage resources Technology belongs to company Background of Optical Systems (OS) OS Track Record (1979-1990) make in 1979 through consolidation of several(prenominal) 3M optical technologies Experienced 11 family microlouver development effort with minimal products unconnected between 3 to 5 one million million dolla rs per year Technology in expect of a Market OS Changes centralise (1991-1992) In 1990 new top centeringsing appointed Focus on applications for applied scienceThe Product is Born In of late 1990, the OS squad launched the computer privacy screen Product used microlouver applied science to offer privacy of screen entropy By early 1991 the OS Team saw poor food market reception due to the large number of sizes take and high purchase price Product was modified and re-launched in late 1991 with electric razor changes, but to no avail The Product is Re-Born Through prior-product analysis, market interrogation, and harnessing some of 3Ms other(a) technologies, a 3rd 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 stopping point on Authority to Proceed Wongs Options Go Learning from two previous launches Met rigorous threephase process Team scalelike to ma rket, competition, technology (trust them, dont second-guess) committed team (motivational impact) Last chance for OS Wong must be the champion parry/Cancel Poor market research Poor product concept value too high Unrealistic market share forecasts Unrealistic risk sound judgment Needs more(prenominal) data, further psychoanalyzeOther Options Self fund instructs suffer Outsource Guehlers Options Approve Project passed three-phase review Shouldnt second-guess now Reject/ move 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 want to kill OS unit Big project in argument (Needs 30% new products) Wongs Role/Effectiveness Attracting good people Noirjean, Melby underdeveloped/motivating his team, building units capabilities Creating, pursuing growth opportunities Keeping way in the boat Guehlers Role/E ffectiveness Empower frontline manager to buzz off/develop attractive opportunities Coach/ kindle/support frontline managers to develop confidence and capabilities tog standards/goals for and develop self purify among frontline Balance between discipline and support Desimones Role Sets, communicates, monitors standards and objectives Protects, reinforces norms and set Respect for individual Primary focus on organizational context more than strategic content