Read attachedpages about 3-M and their approach to innovation Research one of 3M’s innovations. Write a full two page paper in which you respond to the following questions: 1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps. 2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion? 3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why? Include a minimum of two sources The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40 Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following: • Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year. • Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases. • Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up. • Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division. • Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas. • Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment Structuring the Work environment When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...

1. Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the
following questions:
1. How did the creative thinking process work in the
development of this product? Describe what took place in each
of the four steps.
2. Analyze what type of innovation this was—invention,
extension, duplication, or synthesis. What characteristics of the
innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in
this week’s reading help account for this product’s success and
why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate
Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers
game: The more ideas, the better the chances for a successful
innovation. In other words, to master innovation, companies
must have a tolerance for failure. This philosophy has paid off
for 3M. Antistatic videotape, trans- lucent dental braces,
synthetic ligaments for knee surgery, heavy-duty reflective
sheeting for construction signs, and, of course, Post-it notes are
just some of the great innovations devel- oped by the
organization. Overall, the company has a catalog of 60,000
products.40
Today, 3M follows a set of innovative rules that encourages
employees to foster ideas. The key rules include the following:
•

2. Don’t kill a project. If an idea can’t find a home in one of 3M’s
divisions, a staffer can devote 15 percent of his or her time to
prove it is workable. For those who need seed money, as many
as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and
risk taking allows more chances for a new product hit. The goal:
Divisions must derive 25 percent of sales from products
introduced in the past five years. The target may be boosted to
30 percent in some cases.
• Keep divisions small. Division managers must know each
staffer’s first name. When a division gets too big, perhaps
reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product
idea, he or she recruits an action team to develop it. Salaries
and promotions are tied into the product’s progress. The
champion has a chance to someday run his or her own product
group or division.
• Stay close to the customer. Researchers, marketers, and
managers visit with customers and routinely invite them to help
brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs
to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations,
one of the most critical steps is to invest heavily in an
innovative environment. A top-level manager’s job is to create a
work environment that is highly conducive to innovation and
entrepreneurial behaviors. Within such an environment, each

3. employee has the opportunity to “step up to the plate.” The
willingness and ability to act upon one’s innate entrepreneurial
potential is based on a calculated assessment. Conditions in the
internal work environment dictate the perceived costs and
benefits associated with taking personal risks, challenging
current practices, devot- ing time to unproven approaches,
persevering in the face of organizational resistance, and
enduring the ambiguity and stress that entrepreneurial behavior
can create. Therefore, cred- ible innovation is more likely in
companies where all individuals’ entrepreneurial potential is
sought and nurtured and where organizational knowledge is
widely shared. The managerial challenge becomes that of using
workplace design elements to develop an “innovation friendly”
internal environment.
This concept, when coupled with the other elements of an
innovation strategy, can enhance the potential for employees to
become venture developers. To develop employees as a source
of innovations, companies need to provide more nurturing and
information-sharing activities.42 In addition, they need to
develop an environment that will help innovative- minded
people reach their full potential. Employee perception of an
innovative environment is critical for stressing the importance
of management’s commitment not only to the organi- zation’s
people but also to the innovative projects.
A firm’s internal entrepreneurial climate should be assessed to
evaluate in what manner it is supportive for entrepreneurial
behavior to exist and how that is perceived by the manag- ers.
When attempting to inventory the firm’s current situation
regarding the readiness for innovation, managers need to
identify parts of the firm’s structure, control systems, human
resource management systems, and culture that inhibit and parts
that facilitate entrepre- neurial behavior as the foundation for
successfully implementing corporate innovation.

4. One example of an assessment instrument that can be used is the
Corporate Entre- preneurship Assessment Instrument (CEAI),
which was developed by researchers Donald F. Kuratko and
Jeffrey S. Hornsby to provide for a psychometrically sound
measurement of
key entrepreneurial climate factors.43 The responses to the
CEAI were statistically analyzed and resulted in five identified
factors. These five factors are critical to the internal environ-
ment of an organization seeking to have its managers pursue
innovative activity. It is impor- tant to understand these factors
in order to assess the organization’s readiness for corporate
entrepreneurial activity. Each of the factors discussed next are
aspects of the organization over which management has some
control. Each is briefly defined and includes illustrations of
specific elements of a firm’s environment relative to each
dimension.
Management Support
This is the extent to which the management structure itself
encourages employees to believe that innovation is, in fact, part
of the role set for all organization members. Some of the
specific conditions that reflect management support include
quick adoption of employee ideas, recognition of people who
bring ideas forward, support for small experimental projects,
and seed money to get projects off the ground.
Autonomy/Work Discretion
Workers have discretion to the extent that they are able to make
decisions about perform- ing their own work in the way they
believe is most effective. Organizations should allow employees
to make decisions about their work process and should avoid
criticizing them for making mistakes when innovating.

5. Rewards/Reinforcement
Rewards and reinforcement enhance the motivation of
individuals to engage in innovative behavior. Organizations
must be characterized by providing rewards contingent on
perfor- mance, providing challenges, increasing responsibilities,
and making the ideas of innovative people known to others in
the organizational hierarchy.
Time Availability
The fostering of new and innovative ideas requires that
individuals have time to incubate ideas. Organizations must
moderate the workload of people, avoid putting time constraints
on all aspects of a person’s job, and allow people to work with
others on long-term problem solving.
Organizational Boundaries
These boundaries, real and imagined, prevent people from
looking at problems outside their own jobs. People must be
encouraged to look at the organization from a broad perspec-
tive. Organizations should avoid having standard operating
procedures for all major parts of jobs, and should reduce
dependence on narrow job descriptions and rigid performance
standards.44
The statistical results from the CEAI demonstrated support for
this underlying set of inter- nal environmental factors that
organizations need to focus on when seeking to introduce an
innovative strategy.45 These factors, as well as the previous
research mentioned, are the foun- dation for the critical steps
involved in introducing a corporate entrepreneurial climate.
An instrument like the CEAI can be used to develop a profile of
a firm across the five internal climate dimensions mentioned
above. Low scores in one specific dimension of the CEAI
suggest the need to focus on that particular dimension for

6. improvement in order to enhance the firm’s readiness for
entrepreneurial behavior and eventually successful corpo- rate
innovation. This can significantly benefit organizations as it
provides an indication of a firm’s likelihood of being able to
successfully use a corporate innovation process. It high- lights
the specific dimensions of the internal work environment that
should be the focus of ongoing design and development efforts.
Further, the CEAI can be used as an assessment tool for
evaluating corporate training needs with respect to
entrepreneurship and innova- tion. Determining these training
needs sets the stage for improving managers’ skills and
increasing their sensitivity to the challenges of eliciting and
then supporting entrepreneurial behavior.
Another researcher, Vijay Sathe, has suggested a number of
areas on which corporations must focus if they are going to
facilitate corporate entrepreneurial behavior. The first is to
encourage—not mandate—innovative activity. Managers should
use financial rewards and strong company recognition rather
than rules or strict procedures to encourage corporate
entrepreneurship. This is actually a stronger internal control and
direction method than tra- ditional parameters.
Another area of focus is the proper control of human resource
policies. Managers need to remain in positions long enough to
allow them to learn an industry and a particular division. Rather
than move managers around in positions, as is the case in many
com- panies, Sathe suggests “selected rotation,” in which
managers are exposed to different but related territories. This
helps managers gain sufficient knowledge for innovation
development.
A third factor is for management to sustain a commitment to
innovative projects long enough for momentum to occur.
Failures will inevitably occur, and learning must be the key
aftermath of those failures. Thus, sustained commitment is an

7. important element in manag- ing corporate entrepreneurship.
A final element suggested by Sathe is to bet on people, not on
analysis. Although analysis is always important to judge a
project’s progression, it should be done in a supportive rather
than an imposed style. The supportive challenge can help
innovators realize errors, test their convictions, and accomplish
a self-analysis.46
It should be mentioned that the exact rewards for corporate
entrepreneuring are not yet agreed on by most researchers.47
Some believe that allowing the inventor to take charge of the
new venture is the best reward. Others say it is allowing the
corporate entrepreneur more discretionary time to work on
future projects. Still others insist that special capital, called
intracapital, should be set aside for the corporate entrepreneur
to use whenever investment money is needed for further
research ideas.
In light of these climate elements, it is clear that change in the
corporate structure is inevitable if innovative activity is going
to exist and prosper. The change process consists of a series of
emerging constructions of people, corporate goals, and existing
needs. In short, the organization can encourage innovation by
relinquishing controls and changing the traditional bureaucratic
structure. (See Table 3.5 for the Corporate Innovator’s
Commandments.)
Managers and employees across a firm are most likely to engage
in entrepreneurial behav- ior when the organizational
dimensions to that behavior are well-perceived, widely known,
and universally accepted. Individuals assess their
entrepreneurial capacities in reference to what they perceive to
be is a set of organizational resources, opportunities, and
obstacles related to entrepreneurial activity. Once it is
determined that the value of an environment encouraging

8. entrepreneurial behavior exceeds that of all other organizational
behaviors, then managers will continuously champion,
facilitate, and nurture that innovation-friendly environment.
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the
following questions:
1. How did the creative thinking process work in the
development of this product? Describe what took place in each
of the four steps.
2. Analyze what type of innovation this was—invention,
extension, duplication, or synthesis. What characteristics of the
innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in
this week’s reading help account for this product’s success and
why?
Include a minimum of two sources