• Submitted By: Group 7

• Adarsh Shukla
• Kanupriya Gathoria
3M: In India • Shivendra Kadam
For India • Siddharth Pal
• Unadkat Meet
 • Formed in 1988 with Aditya Birla Group
Headquartered in Bangalore
• Fundamentally a science-based company
• Founded in small-town Two Harbours, Minnesota
US in 1902
• 45 technology platforms and 50,000 products sold
in 200 countries
• Its innovative and apply it to real life solution
Context • Market creators and leaders
• Encourages employee initiative, creativity, freedom
to take risks
• 84000 employees, out of which 51000 out of US
• Small size of each business and administrative unit
• Existence of R&D in each business unit
• Well defined organizational role to support
innovation
 • India has hierarchical culture with conflict
with 3M open culture
• It has very bureaucratic organization
• Preference for authority – subordinate
management in India
Issuses • Preference for managerial position rather
than technical position
• Unable to absorb individualist tendencies
• High risk of failure
• It come from a background where
everyone cannot handle disagreement
 • Monitor ideas and incentivise
employees who come up with
innovative ideas in 15% time given to
them
• 3M India employees to be sent on 3-
month stints to 3M Global locations
to accustom them to overcome their
‘fear of failure’
• Have training sessions on importance
career in technical domain and
Recommendation success of ‘Dual-Career Track
Programs’ worldwide
• More financial incentive to take risk
• Organized culture learning session
with foreign counterpart
• Change the evaluation process to
appear evaluated process
• Slow implementation of new
corporate cultural instead of a
company wide change