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 cases describe the transition, and the resulting rewards and the challenges, in the context of 3M's unique culture and processes, which have made the American multinational corporation a benchmark in innovation.
This case series permits the exploration of the strengths and weaknesses of an entrepreneurial corporation in undertaking and managing change, as well as some of the more delicate complexities in transitioning organisational direction and process within such corporations. Additionally, the cases sensitize the student to the challenges a company faces in serving the evolving, integrated market of Europe. These cases are appropriate for either an MBA or executive audience.