In Milestone One, you recommended an innovation option (incremental or discontinuous) to the organization from the course scenario. Now that senior management of this organization has approved your recommendation, your task is to ensure your recommended innovation option gets implemented effectively and efficiently. Remember that your perspective is still that of a middle manager for one of the top U.S. producers of luxury and mass-market automobiles and trucks.
In this assignment, you will read a case study and write a report that compares the organization’s innovation processes with 3M’s processes. This report will help your cross-functional team identify the organization’s process gaps when implementing IoT in the product line and will help to eliminate potential process inefficiencies.
Using the information in the overview above and referring to the 3M: Rethinking Innovation case study in this module’s resources, compare the organization from the course scenario with 3M and identify process gaps within the organization. Your study should include the following points:
- Analyze 3M’s experience for a process-based approach toward innovation.
- How does 3M manage innovation?
- What is the innovation strategy and leadership style within 3M?
- How does 3M enable the innovation process?
- Identify significant features or processes that promote innovation.
- How does the management team recognize and reward employees?
- What is the importance of permission to play?
- How do the 3M attributes of patience and acceptance of mistakes enhance an innovative culture?
- Compare the organization from the course scenario with 3M. You will need to reference the Organization Overview document when comparing the two companies.
- What are the differences between the two organizational structures?
- What is the difference in formal and informal innovation management?
- How does the organizational structure in each company affect communication? Why is this important to innovation?
- Identify the process gaps of the organization. You will need to reference the Organization Overview document when identifying process gaps.
- What needs to be done to make the organizational structure support innovation?
- What rewards could your organization utilize to motivate innovative behavior?
- How should your organization examine its timeline to identify ways for longer-term projects to be more successful?
Guidelines for Submission
Submit a 2- to 3-page Word document using 12-point Times New Roman font, double spacing, and one-inch margins. If references are included, they should be cited according to APA style
SEE ATTACHED ADDITINOAL RESOURCE.
MBA 580 Organization Overview
(Processes, Structure, Culture)
Your company manufactures and distributes automobiles across six continents. The structure is very
complex and it is difficult to accurately count the levels of hierarchy. The company operates under a tall
matrixed structure design.
Tall structures can be cumbersome, and decision makers are often those farthest from the customer.
Communication can be slow and difficult, also slowing down decision-making speed. The specialized
functions and organizations, often referred to as centers of excellence or centers of expertise (COE),
allow for deep knowledge and expertise. Your company has many functional COEs where increased
structure, governance, and control allow for resource and process efficiencies. Resources are
centralized, reducing duplication of effort across the organization. These efficiencies can, however,
result in rigid, inflexible processes. In addition, COEs can create functional silos or reduced cross-
functional coordination and lack of connectedness, where each function is striving toward its own
Your company follows a centralized and standardized approach where enterprise-wide decisions are
often made centrally and at the top of the hierarchy. This centralization makes it easier to implement
common policies and practices, prevents parts of the organization from becoming too independent, and
capitalizes on specialization.
Matrixed organizations are often associated with this specialized COE structure. Rather than having
permanent cross-functional teams or organizations working on specific projects or product launches,
matrixed organizations pull teams together from the various functional departments. Specialists are
pulled from functional areas to work on a specific project or product design. In essence, they report to
two managers at the same time and may work on multiple projects simultaneously. Although the project
manager, who is on the same leadership level as the functional vice president (VP), supervises the
project, the true management authority still resides with the VP.
Specialists supporting specific product launches generally remain “seated” with their functional team
but meet regularly with their product team to advance the project. They may be fully dedicated to the
project or still work on other unrelated projects.
Finally, product teams are pulled together at the enterprise level and are not region-specific. Although
they may produce differentiated projects for unique regions, their primary focus is on enterprise-wide
Organization Structure Chart
Product A Product B Product C
Functional VPs: Project Manager Project Manager Project Manager
Specialists are pulled from functional area
to work on specific project or product
design. In essence, they report to two
managers at the same time and may work
on multiple projects simultaneously.