Innovation at 3m

during Stage three, the process weakens and may fold in on itself, taking the client backwards and

Innovation and innovation strategies are critical to keeping companies competitive in their chosen fields of endeavor. Consumers benefit significantly from the availability of and access to the latest in technology. This paper

Because we started out strong with creative and innovative designs in the mobile market, there was a chance we could have kept our dominant design. However, we lacked management of technological innovation because we did not keep up with the technological cycle by “birthing” new technology. We needed an innovation stream to protect our company from competitors. Instead, technological discontinuity came into play; discontinuous change overtook us with design competition and our dominant design fell behind. We fell into a technological lockout when companies like apple advanced their technology to touch screens and Google used speech-to-text features. We kept using our trackballs and keyboards. Incremental change only kept feeding our competitors improvement while we lagged.

For this assignment, you will research the innovation architecture of at least three companies that are well-known for successfully supporting a culture of innovation. Write a 1,500-word paper that addresses the following:

It will be presented at a meeting with the stakeholders. The findings from the project led to recommendations to CCF OR team. These recommendations suggest, that the OR department would benefit from investing in technology infrastructure, for example a real time patient tracking system, allows to improve patient flow through the reports generated by the record of the patient’s location, while moving patient through the treatment system. Furthermore, the management team, needs to apply strategies such as the Lean Six sigma methodology, to carry out an improvements plan, that allows to take better advantages from the space available, not only in the PACU but also to other areas of the OR department as ACU, Main OR, SPD, and Supply Room. In addition, a continuous monitoring plan to ensure the gains are maintained.

Product Innovation – Innovation of new products had failed many times and MTI has lost reputation with Wall Street. This process had been placed on the backburner and when the CEO came on board there were only six products in the pipeline. Therefore, to be successful in the future, MTI needs to invest more in R&D and focus on delivering new products.

The purpose of this paper is to show how to evaluate the impact on innovation through strategies, processes, products and services through three different organizations. The organizations evaluated are Wal-Mart, Barnes & Noble’s and the University of Phoenix. As a manager of the in original and companies, it is important that several companies find a system to pursue accordingly and maintain the focus on remaining competitive. Consumers of all three businesses will profit from innovated options such as keeping the cost of products and services at a lower cost and by offering better options for a price which will enhance savings.

This is the first case study report for the course ED5317: Strategies for Managing Innovation that is based on the Harvard Business School case titled ‘Design Thinking and Innovation at Apple’. The report consists of the following question:

Within the BBraun company, its main focus is anesthesia products. The company makes sure that nurses, doctors, pharmacists and other staff are knowledgeable in understanding the use of the products and the durability of it. BBraun created a SWOT analysis, so that the company can view what areas need improvement within the company. This can help the company determine ways to create the machines better than its competitors and even view ways on marketing its products across to other facilities and countries. BBraun latest addition to the company is the Apex machine. This is its key strategic issue, being that the company can find a way to upgrade its machines compared to other machines the hospitals and other healthcare facilities are utilizing.

Describe a firm you think has been highly innovative. Which of the four types of innovation—radical, incremental, disruptive, or architectural—did it use? Did the firm use different types over time?

3M heavily based its business on innovation and while doing this it always supported its employees in terms of being innovative. 3M also always followed the alternative ways in order to increase their profit and market share, and they found that one of the best ways is through organizational innovation. Therefore, in order to improve their business 3M developed 6 different strategies over its history. These strategies helped 3M to promote entrepreneurship and increase customer satisfaction within the market.

The strategies are base in development and distribution of quality good; with emphasis servicing Dermatologist and consumers. Our Credo is Our Commitment that shapes our business strategies: “Human Health Care, Managed for the Long Term, Decentralized Management Approach, and Our People and Values” (“Our Commitment,” n.d.). The strategies focus on the fundamentals of well-being of humanity; our commitments are to the well-being of healthcare professional, our consumers, our employees, our clients, our vendors and especially our families.

An increase in the specialized, direct sales force will allow Ohmeda to be more competitive. For example, in the anesthesia market, Drager has 35% of the total market including 42% of the urban hospitals and teaching institutions. Drager has quickly emerged as an aggressive competitor due to their structure of 20 exclusive dealers that also service their equipment. Since dealers also service the equipment, they must be well informed if equipment intricacies. Further illustrating the need for sales-force specialization is Ohmeda's main competitor for its CPU-1 ventilator--Seimens. The German company has successfully managed to sell its foreign produced ventilators while Ohmeda has virtually no market penetration of its equivalent product, despite its lower prices. It is evident Seimen's direct, specialized sales force has led the way. Ohmeda claims the growth of demand for ventilators will blossom to 17% over the next three years, making it imperative to move the sales force to a more specialized model in order to capture the increasing need for state-of-the-art ventilators. Likewise, Ohmeda's new incubator sales are floundering. The information

The risk to the Medical Surgical team are quite minimal. The Medical Surgical team are confident that the senior management team would approve any recommendations made. The 3 product recommendations were referred to by the external experts as the ‘concrete concepts’, which would help the medical surgical team convince Mr Dunlop that the team are capable of developing a breakthrough

Companies live and breathe innovation; or, at the terribly least, notice it basic to their success. Such companies are those that others ought to emulate for they recognize that to do business, as Peter Drucker prompt in an exceedingly recent Harvard Business review article, “Every firm—not simply businesses—needs one core competence: innovation.”