(Harvard Business Review and MIS Quarterly) III. The Problem Although 3Ms decentralized structure was good for innovation, it was an obstacle for the customers. Customers were seeing the 3M business units as a set of individual business instead of one unified company. Each business unit recorded its sales and product and customer information in its own database... displayed 300 characters
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Each business unit recorded its sales and product and customer information in its own database. There was no system in place among the business units to access each other's databases. As a result, 3M did not know how much business it did with a specific customer. Therefore, 3M could not take advantage of cross selling opportunities through "comparing same-customer purchase information" or "analysing buying patterns across product categories"... displayed next 300 characters
The underlying problem lies in the weak or non-existent relationship between the R&D and commercial sectors. As long as this persists it erodes the potential contribution that R&D can make in seeding innovative ideas that can be transformed into services and products in the commercial domain...
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