This two part case series presents the reorganisation of 3M's European operations in 1992 from a strong, autonomous country structure to a pan-European product line structure matrixed with a regional structure.

This two part case series presents the reorganisation of 3M's European operations in 1992 from a strong, autonomous country structure to a pan-European product line structure matrixed with a regional structure.

The first of the three cases in the 3M Company Series describes the building of the Company from 1914 through to the 1950s. The second, B, case deals with the growth years with particular emphasis on the development of the organisation and strategy needed to keep the company entrepreneurial as it grew in size and in technologies.

In describing the evolution of a US-Japanese joint venture between 1960-95, the cases illustrate the difficulties associated with the transfer of a strong culture and entrepreneurial practices from one country to another. They show how the partners resolve differences in management, organisation, culture, marketing, production, etc. in order to build a successful business in Japan.

In describing the evolution of a US-Japanese joint venture between 1960-95, the cases illustrate the difficulties associated with the transfer of a strong culture and entrepreneurial practices from one country to another. They show how the partners resolve differences in management, organisation, culture, marketing, production, etc. in order to build a successful business in Japan.

In describing the evolution of a US-Japanese joint venture between 1960-95, the cases illustrate the difficulties associated with the transfer of a strong culture and entrepreneurial practices from one country to another. They show how the partners resolve differences in management, organisation, culture, marketing, production, etc. in order to build a successful business in Japan.

When Alain Godard, Director General of Rhone-Poulenc's agricultural chemical business, saw the 1993 annual profit projection reduced halfway through the year to about 30% of the original forecast, he concluded that he must act quickly to address the problems underlying the sector's continuing poor performance.

In mid 1993, Louis Robert, a recent INSEAD graduate with significant consulting experience but limited financial resources, begins the search for a company to acquire. The case describes the search process and focuses on one opportunity, the Carter-Presser Company.