It is also a "what" problem, however, because the major issue Mr. McNerney, (and others at the company) need to address is "what needs to be changed." It is a "why" problem, moreover, because 3M executives need to endeavor to discover how 3M "lost its groove" (so-to-speak) in the first place, and how it might now go about getting it back. So the problem of #M's organizational leadership problem is a three-part problem (or, perhaps, three separate yet related problems).

3. One strategy Mr. McNerney is using is to attempt to get everyone onboard, and in favor of the changes he envisions, rather than simply ordering change. Mr. McNerney is using persuasion with subordinates, rather than coercion. As one 3M employee, having watched McNerney in action, observes: "Jim doesn't say, 'You've got to do this.' Instead he says, '3M has this tremendous reputation and global presence and great technology, and...
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