The 3M Company: integrating Europe (A and B)
Author: Muzyka, Daniel F. ; Churchill, Neil CINSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 1994.Language: EnglishDescription: 30 p. + 14 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: This two part case series presents the reorganization of 3M's European operations in 1992 from a strong, autonomous country structure to a pan-European product line structure matrixed with a regional structure. The cases describe the transition, and the resulting rewards and the challenges, in the context of 3M's unique culture and processes which have made the American multinational corporation a benchmark in innovationPedagogical Objectives: This case series permits the exploration of the strengths and weaknesses of an entrepreneurial corporation in undertaking and managing change, as well as some of the more delicate complexities in transitioning organizational direction and process within such corporations. Additionally, the cases sensitize the student to the challenges a company faces in serving the evolving, integrated market of Europe. These cases are appropriate for either an MBA or executive audience| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|
|
Europe Campus INSEAD Publications Display | Consultation only | BC000117 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
This case series permits the exploration of the strengths and weaknesses of an entrepreneurial corporation in undertaking and managing change, as well as some of the more delicate complexities in transitioning organizational direction and process within such corporations. Additionally, the cases sensitize the student to the challenges a company faces in serving the evolving, integrated market of Europe. These cases are appropriate for either an MBA or executive audience
This two part case series presents the reorganization of 3M's European operations in 1992 from a strong, autonomous country structure to a pan-European product line structure matrixed with a regional structure. The cases describe the transition, and the resulting rewards and the challenges, in the context of 3M's unique culture and processes which have made the American multinational corporation a benchmark in innovation
There are no comments for this item.