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3M CASE STUDY
Group: 20
Team: 11
Xizi Yang : S2780364
Tan Long: S2797402
S. van Eijk: S2755246
Lecturer: Henk Ritsema
Question 1
Identify 3M’s core competencies, core products and end products. How are these three sources of competitive advantage lined with each other?
3M, also known as Minnesota Mining and Manufacturing, has several core competencies.
First, the rule of allowing 15 per cent of its employees’ working hours has been spent on their own projects. It is the symbol of tolerance for experimentation for 3M.
Second, the development of spirit of innovation. The shared characteristics of the trio, the calculated risk-taker, the rule-breaker and the inventor, shaped 3M’s climate of innovation. 3M supplies money for independent research products. For example, 3M launched the Genesis Program to fund research projects unable to go through the regular funding channels. Same for developing unconventional projects that would not otherwise receive funding in the outside world. Technology and ideas are shared through an informal way, such as conversations, but also through a formal way, such as the ‘R&D Workcentre’ and ‘Tech Forum’. Also, 3M has mentors and sponsors who help younger people by listening to their ideas, giving them advice and assistance, and acting as their champions. Patents give 3M the power and time to protect the growth potential of its business. All these thinks develops the spirit of innovation.
Third, 3M keeps the functions of engineering, research and development, finance and human resources centralized, while they organise the rest of the company into many small divisions. When a division would grow so big that it tended to overlook the development of new business, new businesses were removes from the division and would become a new division. The company followed the technology into new products and markets. This all is the

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