Managing Corporate Entrepreneurship
Andy Wong ( manager of the OS business unit): how managing the formal approval process of the Authorisation for Expenditure – minimizing the risk of kill ideas- presented by his team? Informal channels: seeking support from mentors higher in the organization but this option has to be used carefully and not often. Restructure the project: carrying on within the unit.
Paul Gueheler (vice president of SSSD) is worried about OSunit. His priority is to demonstrate OS’s viability and protect its credibility. There is a second unrelated project (initial invest $5mln with a potential development of a $200mln business)
3M
2products signed the begins of 3M’fortune: waterproof sandpaper(cartavetrata) and adhesive tape To ensure innovative and creative environment set the R&D spend rate twice the average for the USA industrial companies an the 15%rule (employees can devote up to 15% of their time to nonprogram activities. Structure and culture facilitate the linking and leveraging of knowledge an dexpertise
New Priorities:
”do more faster with less”, managers encouraged to create defensible product market positions. “Pacing Program”
Recognized the importance to defend the innovation based entrepreneurship -> tolerance towards well intention failure. Balance between discipline and flexibility.
OS
Microlouver technology in search of a market
Best application in the automotive but the sensitive market did not value this product(loosing money. Unique capability of the unit: microreplication create microscopic structures in plastic to produce for istance louvered light control film. Hire technical specialist in this field. Wong expanded his responsibilities taking on also the manufacturing part. Problem: people too focused on conceptual vision rather than on operating realities. Possible solution: development of a 3year manufacturing strategy, and between 87-90 costs were reduced by 50% and quality..
Case Solution
3M has established a successful name as an entrepreneurship organization over a period of time. It has been a prominent company in the field of entrepreneurship and managing corporate business. When two of the famous names like Andy Wong and Paul Guelher are compared in the light of the re- launch of privacy screen, it became clear both the managers showed a clear perception of companies growth and sustainability. The company had major transformations regarding its division and control in order to be the most consistent entrepreneurial company of the world.
Questions Covered
1. As Andy Wong, how would you handle the authorization for expenditure for the relaunch of the privacy screen? As Paul Guehler, would you approve the authorization for expenditure?
2. How effective has Wong been as a front-line manager? How effective has Guehler been as a division president.
3m Optical Systems Managing Corporate Entrepreneurship Pdf Online
3. Download re loader 1 4 rc3. In reconsidering the various cases discussed in this course, what accounts for 3M’s seeming success as an entrepreneurial company?
4. What is it about 3M that makes perhaps the most consistently entrepreneurial large company in the world?
The new product, contact lenses for chickens should be put a small company set up to market the product. An exit strategy should be planned, including price, sales, size and location. Allows the data to calculate the economic benefits for farmers. Includes state-by-state chicken population data for planning a deployment of sales. The software for this case available (9-588-539). 'Hide
by Darrell G. Clark, Randall E. Wise Source: HBS Premier Case Collection 11 pages. Publication Date: January 1, 1975. Prod. #: 575072-PDF-ENG Bijoy bayanno typing master.
Related Case Solutions & Analyses:
Optical Distortion Inc. (A)
Corporate Entrepreneurship
I. Point of View
The case was analyzed from the point of view of the manager, Mr. Andy Wong. II. Objectives
* To offer new sets of products to the market.
* To seek for a particular channel that would support the organization in project implementation. * To develop projects in order to increase sales. III. The Problem
How should the management develop its products considering the market status of the company? IV. Areas of Consideration
* In 1979, the Optical Systems business unit was created to exploit light control film. * In 1992 3M had evolved into a highly diversified global company whose $14 billion sales were generated by a portfolio of thousands of products managed by the company’s 47 divisions and sold through its organizations in 57 countries worldwide. * By early 1900s, 3M had developed a pool of over100 technologies, extending from its roots in abrasives, adhesives and coating process to specialized high-tech expertise in areas as diverse as micro-interconnection, digital imaging and transdermal drug delivery. * Despite two previous market failures, his team assured that the totally redesigned products would now be succeed. * Optical Systems had been losing money since its formation as a business unit in 1979.
V. Alternative Courses of Actions
1. Product introduction to the market with new sets of innovations.
Advantages:
* Sales increases.
* Previous negative credits of the company will slowly diminish. * The company can get the market effectively.
Disadvantages:
* It is costly.
* Not all prospect consumers will respond to the product introduction in the market.
2. Create products that can be positioned in the market defensively.
Advantages:
* One step ahead from the competitors.
* There is sense of..