INTERNALIZATION THEORY

Over the decades, 3M enjoyed national and global growth as well as a reputation for remaining a “hothouse” of innovation. “We’ll make any damn thing we can make money on,” stated a past 3M president, Richard Carlton.2 According to the International Directory of Company Histories:
“Observers and outsiders frequently describe 3M in terms approaching awe. 3M earns such respect because of itsimprobable, almost defiantly non-corporate nature. The company is gigantic, yet it is as innovative and as full of growth potential as though it were a small venture.”3

3M inventors did not share directly in product royalties; rather, the firm hoped that individual love for discovery would drive innovation. 3M sought to encourage innovation through a variety of means including awards for innovationas well as in-house grants for innovative projects. The company also allowed all staff to spend 15% of their time to explore new ideas outside of assigned responsibilities. Post-it Notes were developed on the 15% time scheme by 3M inventor Art Fry, who first used a weak adhesive to produce convenient hymnal markers for his music recitals.

3M also employed a “dual ladder” approach thatallowed senior, technically inclined individuals with attractive career opportunities to advance, without having to switch to management. In addition, the company held internal showcases for products and ideas to help encourage inter-Do Not Cop

The 3M model of expansion involved splintering off decentralized units based on new key product areas that were sufficiently different from prior keytechnologies. The first core technology from the 1920s had been adhesives and sandpaper. By the late 1990s, however, over 30 key technologies existed at 3M. Much market growth for 3M also came from finding new twists to existing product platforms: for instance, digital “Post-It Software Notes;” or the use of 3M’s Thinsulate, first introduced in 1978 for apparel, in reducing sound in automobiles.In the 1990s, 3M operated with four objectives: producing 30% of sales from products that did not exist four years earlier—an attempt to accelerate away from the incrementalism that had served as an engine for growth in the past few decades; greater than 10% annual growth in earnings per share; greater than 27% return on capital employed; and 20-25% return on equity. It also sought to change themix of new products to emphasize products truly new to the world, instead of line extensions, which typically had provided two out of three new-product sales dollars.

Durante décadas, 3M disfrutó de un crecimiento nacional y mundial , así como una reputación de seguir siendo un " invernadero " de la innovación. " Vamos a hacer cualquier maldita cosa que podamos hacer dinero, " declaró un expresidente de 3M , Richard Carlton.2 De acuerdo con el Directorio de la Compañía Internacional de Historias :
"Los observadores y los de afuera con frecuencia describen 3M en términos acercan boquiabiertos. 3M gana tanto respeto por su improbable, casi desafiante no corporativo naturaleza. La compañía es gigantesco , sin embargo, es tan innovador y tan lleno de potencial de crecimiento , como si setratara de una pequeña empresa . " 3

Inventores 3M no compartían directamente en regalías de productos , sino que la empresa espera que el amor individual por el descubrimiento sería impulsar la innovación . 3M trató de fomentar la innovación a través de una variedad de medios, incluyendo premios a la innovación , así como las subvenciones internas para proyectos innovadores . La compañíatambién permitió que todo el personal pasan 15 % de su tiempo a explorar nuevas ideas fuera de las responsabilidades asignadas. Post-it Notes  se desarrollaron en el esquema temporal del 15% por el inventor de 3M Art Fry, que primero utilizó un adhesivo débil para producir marcadores himnos convenientes para sus recitales de música .

3M también empleó un enfoque de "doble escalera " que permitía a...