How has 3M built structural and contextual ambidexterity into the organization?

While 3M had a presence in India for over 20 years, the emphasis on innovation was rather limited. With the inauguration of its new Research and Development Centre in 2011, 3M India, with the full support of the parent organization, has provided a renewed thrust to innovation for the Indian market under its “In India for India” strategy.

(1) How has 3M built structural and contextual ambidexterity into the organization? How do the various elements of the system support innovation at 3M?

(2) Why did 3M not provide a thrust for innovation in 3M India until 2011? What has prompted the change in strategy?

(3) What are the challenges that 3M India has faced or is likely to face in entrenching the 3M innovation culture in India? How should it address them?

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