Resources are deemed as important pillars of an organization.

The name that is of paramount

importance in this scenario is 3M.Employees have been given with matchless value. To manage
human resource 3M ensured that entrepreneurs were reorganized and appreciated. 3M managed
the workforce diversity.
Grow and Divide concept was brought into existence by 3M.With the increasing portfolios of
products and technology 3M decided to create adhesive divisions and appointed a divisions
general manager for full responsibility of its operations. In order to keep focus on new products
and businesses this strategy was adopted.
3M R&D was embedded with its innovative corporate culture that encouraged initiatives.3M has
made the competition irrelevant by keeping its focused more niche markets via affective use of
its R&D .To earn 25% from the new product innovation was the key objective in 3M.
Strategic changes like going and expanding international cutting across divisions into single
division and the continuous urge of 3M to develop new product kept 3M financially towards
growth.3M program dubbed J 35 another measure for its five year target percentage reduction in
manufacturing labor content and manufacturing cycle time.3M achieved 35% reduction in labor
content and 40% percent drop in the cost of quality and 21% cut in manufacturing cycle time
also boosted 3M productivity.
3M development of its resources leaves impacts on it financial statement. To meets its goal of
accounting for 25% of its sales from new products 3M achieved a 35% reduction in labor content
and also a 40% drop in the cost of quality with 21% cut in manufacturing cycle time were made.
During these five years ranging from 1986-1990 annual R&D investment was maintained at
3.5% to 6.6%.
3M developed an unshakable belief in the power of individualized entrepreneurship 3M was
described as a climate that stimulate ordinary people to produce extraordinary performances. A
culture of innovation means that senior management encourages employees to spend a
significant portion of their time on products and research that go beyond their usual scope of
responsibilities. Employees at 3M were given complete freedom to do their projects in case if it
gets wrong there was still an appreciation and move on gesture of the management to the
employees. Culture that led 3M to be one of its own kinds is its innovative culture that only
encouraged initiatives by individuals by giving them power and motivation.3M continuous urge
to develop its culture and develop the synergies by clustering the workforce division proved
valuable for both its employees and management. Employees knew the value of sharing their
knowledge with each other.