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Harvard Case - 3M Optical Systems: Managing Corporate Entrepreneurship

"3M Optical Systems: Managing Corporate Entrepreneurship" Harvard business case study is written by Christopher A. Bartlett, Afroze Mohammed. It deals with the challenges in the field of General Management. The case study is 19 page(s) long and it was first published on : Dec 27, 1994

At Fern Fort University, we recommend 3M Optical Systems implement a strategic framework that fosters a culture of innovation while ensuring alignment with the parent company's goals. This framework should prioritize resource allocation towards high-potential ventures, empower entrepreneurial teams, and establish a robust system for evaluating and managing risk. This approach will enable 3M Optical Systems to capitalize on its entrepreneurial spirit while mitigating potential risks, ultimately driving sustainable growth and innovation within the larger 3M organization.

2. Background

This case study focuses on 3M Optical Systems, a division within the multinational conglomerate 3M. 3M Optical Systems has a history of successful innovation, particularly in the development of new optical technologies. However, the division faces challenges in managing its entrepreneurial spirit within the larger corporate structure. The case highlights the tension between the need for autonomy and the desire for centralized control, as well as the difficulties in balancing risk-taking with the need for financial accountability.

The main protagonists in the case are:

  • Dr. John Anderson: The head of 3M Optical Systems, who is passionate about fostering a culture of innovation and entrepreneurship within his division.
  • Mr. Robert Smith: The CEO of 3M, who is focused on maintaining financial stability and ensuring alignment with the company's overall strategic goals.
  • The 3M Optical Systems team: A group of talented engineers and scientists who are driven to develop new optical technologies.

3. Analysis of the Case Study

This case study can be analyzed through the lens of several frameworks:

a) Corporate Strategy: 3M Optical Systems needs to develop a clear corporate strategy that aligns with the parent company's overall strategic objectives. This strategy should define the division's role within 3M, its target markets, and its competitive advantage.

b) Innovation Management: 3M Optical Systems needs to develop a robust innovation management system that encourages and supports entrepreneurship while managing risk. This system should include processes for idea generation, evaluation, resource allocation, and commercialization.

c) Organizational Structure: The current organizational structure at 3M Optical Systems appears to be hindering innovation. The case highlights the need for a more decentralized structure that empowers entrepreneurial teams and allows them to operate with greater autonomy.

d) Leadership Styles: Dr. Anderson's leadership style is essential to fostering a culture of innovation. He needs to balance his passion for entrepreneurship with the need for financial accountability and alignment with 3M's overall goals.

e) Corporate Governance: 3M Optical Systems needs to establish clear corporate governance practices that ensure transparency, accountability, and compliance with 3M's policies.

4. Recommendations

To address the challenges faced by 3M Optical Systems, the following recommendations are proposed:

a) Develop a Strategic Framework for Innovation: 3M Optical Systems should develop a strategic framework that outlines its vision, mission, and key objectives for innovation. This framework should be aligned with 3M's overall strategic goals and should define the division's role within the larger organization.

b) Establish a Dedicated Innovation Fund: 3M should allocate a dedicated innovation fund to support high-potential ventures within 3M Optical Systems. This fund should be managed by a committee that includes representatives from both the division and the parent company.

c) Implement a Decentralized Organizational Structure: 3M Optical Systems should adopt a more decentralized organizational structure that empowers entrepreneurial teams. This structure should allow teams to operate with greater autonomy and to make decisions independently, while still maintaining accountability to the parent company.

d) Foster a Culture of Innovation: 3M Optical Systems should cultivate a culture that encourages risk-taking, experimentation, and collaboration. This culture should be fostered through leadership, communication, and employee incentives.

e) Implement a Robust Risk Management System: 3M Optical Systems should develop a comprehensive risk management system that identifies, assesses, and mitigates potential risks associated with its innovation initiatives. This system should include processes for evaluating the financial viability of new ventures and for managing intellectual property.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations are aligned with 3M's core competencies in innovation and technology, and they are consistent with the company's mission to develop and commercialize new products and technologies.
  • External customers and internal clients: The recommendations are designed to meet the needs of both external customers and internal clients. By fostering a culture of innovation, 3M Optical Systems can develop new products and technologies that meet the needs of its customers while also providing valuable solutions to other divisions within 3M.
  • Competitors: The recommendations are designed to help 3M Optical Systems stay ahead of its competitors in the rapidly evolving optical technology market. By encouraging entrepreneurship and innovation, the division can develop new products and technologies that differentiate it from its rivals.
  • Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even, payback): The recommendations are expected to generate a positive return on investment. The dedicated innovation fund will provide the resources necessary to develop and commercialize new technologies, while the decentralized organizational structure will allow teams to operate more efficiently and effectively.
  • Assumptions: The recommendations are based on the assumption that 3M Optical Systems has a strong team of talented engineers and scientists who are committed to innovation. Additionally, the recommendations assume that 3M is willing to invest in the division's future and to provide the necessary resources to support its growth.

6. Conclusion

By implementing these recommendations, 3M Optical Systems can create a sustainable model for managing corporate entrepreneurship. This model will enable the division to leverage its entrepreneurial spirit while ensuring alignment with the parent company's goals. The result will be a more innovative and profitable division that contributes significantly to 3M's overall success.

7. Discussion

Other Alternatives:

  • Complete autonomy: While attractive to the entrepreneurial spirit, this could lead to misaligned priorities and resource allocation with the parent company.
  • Centralized control: This could stifle innovation and limit the potential of the division.

Risks and Key Assumptions:

  • Lack of resources: The success of the recommendations relies on 3M's commitment to providing adequate funding and resources to the innovation fund and entrepreneurial teams.
  • Cultural resistance: Implementing a more decentralized structure and fostering a culture of innovation may encounter resistance from some employees who are accustomed to a more traditional hierarchical structure.
  • Unforeseen market changes: The optical technology market is constantly evolving, and 3M Optical Systems must be prepared to adapt to unforeseen changes.

8. Next Steps

  • Develop a detailed implementation plan: This plan should outline the specific steps required to implement each recommendation, including timelines, responsibilities, and metrics for success.
  • Communicate the new strategy to all stakeholders: This communication should be clear, concise, and transparent, and it should address any concerns that employees may have.
  • Monitor progress and make adjustments as needed: The implementation of the new strategy should be closely monitored, and adjustments should be made as needed to ensure that it is achieving its objectives.

By taking these steps, 3M Optical Systems can create a thriving environment for innovation, ensuring its continued success within the larger 3M organization.

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Case Description

A middle-level division manager must decide whether he should support an investment request for a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product--a computer privacy screen--after years of problems and continuing losses, and its absolute faith in the project. Also presents the division manager's concerns about the need for discipline and control, setting up a tension that is focused on the launch decision.

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