Restructuring 3M for an integrated Europe. Part one: Initiating the change
Author: Ackenhusen, Mary ; Muzyka, Daniel F. ; Churchill, Neil CINSEAD Area: Entrepreneurship and Family EnterpriseIn: European Management Journal, vol. 14, no. 1, February 1996 Language: EnglishDescription: p. 21-35.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: This two-part article describes the restructuring of the European operations of the 3M company in 1992. The restructuring was undertaken to more effectively deal with its Pan-European customers by changing from country-orientated organizations to one based on product lines. This first article, Initiating change, begins by describing the nature of this innovative and decentralized 14 billion dollars company and the history of its European activities. It then examines the way in which 3M's European management, from the mid-1980s to the early 1990s, came to the realization that it was imperative to rapidly make this fundamental and major change. In typical 3M fashion, once the decision was made as to the general nature of what was needed, the details of exactly what was to be done and how it should be accomplished were left to the people who were nearest the problem, most knowledgeable about it, and most effected - the European managers| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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Europe Campus | Available | BC003979 |
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This two-part article describes the restructuring of the European operations of the 3M company in 1992. The restructuring was undertaken to more effectively deal with its Pan-European customers by changing from country-orientated organizations to one based on product lines. This first article, Initiating change, begins by describing the nature of this innovative and decentralized 14 billion dollars company and the history of its European activities. It then examines the way in which 3M's European management, from the mid-1980s to the early 1990s, came to the realization that it was imperative to rapidly make this fundamental and major change. In typical 3M fashion, once the decision was made as to the general nature of what was needed, the details of exactly what was to be done and how it should be accomplished were left to the people who were nearest the problem, most knowledgeable about it, and most effected - the European managers
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