3M 1981). From rational to institutional, which

3M company  is organization equal  to innovation it is the shine example of the
most innovative company  and described as
‘a smooth running innovation machine’ ( Mitchell,1989)  Minnesota Mining and Manufacturing Company 3M
solemnize  yearly in the fortune  500 which is an annual list rankings, as the
‘most respected company’ according to their total revenue for their respective
fiscal years.  And also as  the ‘most innovative company, they are the
leader of large numbers of markets –from Health Care which is core component of
3M business model ( 3M offers more than 1800 HealthCare products) and high way
safety to office products and adhesive and abrasive, the organization consist
of  26 business units and 46 technology
plat form, 3M success starts due to their capability to apply their
technologies in combination with an endless bundle of real world customer
needs, 3M has clearly established itself as an innovation leader.

Nowadays, 3M
faces many challenges to maintaining its valuable position as an innovative
leader company. As the company become larger and has many branches worldwide
and more complex with different business units , involved in different global
markets with wide range of variety in products and technologies, at different
stages of their life cycle, “it recognizes that different managerial and
organization structure  may be necessary For every situation and task an organization is facing”( Henry Mintzberg) (1992, 2009) . The ‘freedom
for individual creativity’ high risk approach to research and development may
not be suitable in certain sectors. 3M also faces strong competition” In the
initial stages of their life cycle, organizational fields display considerable
diversity in approach and form. Once a field becomes established, however,
there is an inexorable push towards homogenization” (DiMaggio and Powell, 1983,
p. 148).  Early and late adopters (Zucker
& Tolbert, 1981). From rational to institutional, which means that cost
economies should be made to maintain profitability.

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The 30% rule proportion of new
product sales profits  may not be
achievable by all Divisions The Health Care business unit was an significant component of 3M’s
business model, participating in  a large
percentage to the company’s annual  revenue
streams Although, the unit was recording significant sales and profits , it had
failed to introduce a successful new product to the HealthCare market  in almost a decade. Given that the company had
set one of its working objectives to produce thirty percent of sales from
products that did not exist four years earlier, this team had its work cut out
for them (Thomke & Nimgade, 1998, p. 3).


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