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Seeing Forward:. Succession Planning at 3M . Video Overview. Hosted by Wayne Cascio, Ph.D. SHRM Foundation’s 6 th DVD Filmed at 3M Headquarters, St. Paul, Minnesota Comprehensive Interviews Officers, Managers, and Employees. Video Synopsis. Human Capital Planning

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Seeing Forward:

Succession Planning at 3M

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Video Overview

  • Hosted by Wayne Cascio, Ph.D.

  • SHRM Foundation’s 6th DVD

  • Filmed at 3M Headquarters, St. Paul, Minnesota

  • Comprehensive Interviews

  • Officers, Managers, and Employees

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Video Synopsis

  • Human Capital Planning

  • Objectives of Succession Planning

  • Barriers to Succession Planning & Leadership Development

  • Five Lessons for Leadership Development & Succession Planning

  • Video Introduction

  • Description of 3M Business

  • Types of Successful Leadership Development Training

  • The Leader as Coach

  • Action Learning

  • Innovation

  • The Role of Strategy in Succession Planning

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Company Overview


  • 60 Countries, 35 with laboratories

  • 35 distinct business units

  • Manufacturing in 29 countries

  • Holds 569 U.S. Patents

  • In 2007, 3M spent 6% of its gross revenues on R&D

  • 2007 Sales: $24.5 Billion, 63% from outside United States

  • 76,000 employees, 7,000 Researchers

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Company Overview


• Consumer and Office

• Display and Graphics

• Electro and Communications

• Health Care

• Industrial and Transportation

• Safety, Security and

Protection Services

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Company Overview


• Scotch-Brite™ Brand Cleaning Products

• Scotch® Brand Tapes

• Nexcare™ Brand Skincare Products

• Scotchgard™ Brand Fabric Protection

• Microtouch™ Brand Touch Screens

• FastBond™ Brand Adhesives

• Filtrete™ Brand Air Filters

• O-Cel-O™ Brand Sponges

• Post-it® Brand Notes

Post-it® Notes, O-Cel-O™ Sponges , Filtrete™ Air Filters ,FastBond™ Adhesives , Microtouch™ Touch Screens, Scotchgard™ Fabric Protection, Nexcare™ Skincare Products , Scotch® Branded Tapes and Scotch-Brite™ Cleaning Products are all registered trademarks of 3M.

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Company Overview


  • Founded in 1902 in Two Harbors, MN

  • 1906 - headquarters moved to Duluth, MN

  • 1921 - first commercialsuccess: Waterproof Sandpaper.

  • 1925 - Scotch® Branded Masking tape and entirely new cellophane-based tape called “Scotch Tape”.

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Company Overview


  • In 1946, 3M became apublicly traded company on the NYSE.

  • In the 1960s & 70s, 3Mbegan a rapid expansion into multiple industries including display and graphics, video production, and digital audio equipment.

  • In the 1980s, 3M introduced the “Post-It® Note” product line.

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Company Overview


  • By 1996, 3M expanded tothe data storage industry and spun off the Imation corporation.

  • Today, 3M is one of the 30companies included in theDow Jones Industrial Average.

  • 3M is ranked 101 in the Fortune 500.

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Discussion Questions

Discussion Questions

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What leadership attributes are most important for assessing succession candidates?

  • Thinks from Outside In

  • Drives Innovation and Growth

  • Develops, Teaches and Engages Others

  • Makes Courageous Decisions

  • Leads with Energy, Passion and Urgency

  • Lives 3M Values

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Additional Questions succession candidates?

  • What do 3M’s Leadership Attributes describe?

  • How can a set of common leadership attributes help a company focus on long-term strategy?

  • How can small companies encourage leadership?

  • How can organization keep employees reaching for the next level?

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In Leadership Development, what is most successful in helping leaders develop?

  • Leaders Teaching Leaders

  • Build Relationship with Executives

  • Use Action Learning

  • Customized Training

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Additional Questions helping leaders develop?

  • How can a company provide more training opportunities when it has a limited training staff?

  • In what ways does “Leaders Teaching Leaders” help strengthen the security of the mentor?

  • What are the challenges that small firms face when leadership is developed through experience?

  • Do most organizations that you’ve been involved with prefer structured, lecture-based training or experiential learning?

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How does coaching help identify and prepare up-and-coming leaders?

  • Coaching the People

  • Coach Colleagues and Peers

  • Upward Coaching

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Additional Questions leaders?

  • How can a manager encourage “upward coaching”?

  • How does coaching compare - in terms of effectiveness - with formal training and performance management?

  • How can small firms leverage coaching as a viable training option?

  • Can coaching be appropriate in all industries and for all employees?

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How does “Action Learning” help 3M identify future leaders?

  • Small Projects

  • Freedom to Succeed

  • Presentation of Findings

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Additional Questions leaders?

  • What types of projects can test an employee’s leadership skills?

  • How can a small organization develop an effective “action learning” project?

  • Have you ever been involved in an “action learning” project? Please describe the positives and negatives of your experience.

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How does innovation affect leadership development leaders?and succession planning?

  • Allow Ideas to Bubble-Up

  • Allow People to Be Themselves

  • Innovative Employees are Often Strong Leaders

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Additional Questions leaders?

  • What is the key to driving innovation?

  • What is the “bubble-up” process?

  • When innovation is occurring, how can you recognize who is leading the pack?

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How does an organization incorporate its strategy into the succession-planning process?

  • Align Key Management Roles with Elements of the Organization’s Strategy

  • Focus on those Jobs thatare Directly Related to the Long-Term Strategy of the Company.

  • Avoid Diluting the Process

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Additional Questions succession-planning process?

  • Why not consider every management position when planning for succession?

  • How can an organization identify strategy-critical roles?

  • What should a company do if it does not have a focused strategy?

  • At your place of employment, which roles would you consider critical to the success of the strategy?

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What are the key objectives of human capital planning as they pertain to succession planning?

  • Align Knowledge, Skills, and Abilities with Strategy

  • Identify Talent Earlier and Deeper

  • Leverage Talent

  • Drive Diversity

  • Balance Internal Development and Outside Hiring

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Additional Questions they pertain to succession planning?

  • Why is human-capital planning an important part of succession planning?

  • Why is executive sponsorship of human-capital planning and succession planning important?

  • How can a small business plan for human capital?

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What are some barriers to succession planning that an organization may encounter?

  • Managers lacking time and effort

  • Differences in operating procedures among business divisions

  • Managers hoarding star employees

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Additional Questions organization may encounter?

  • What can an organization do to prevent barriers from forming?

  • How can a organization overcome barriers to succession planning?

  • What can an organization do to prevent managers from hoarding star employees?

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According to 3M, what is an innovative company’s most important asset?

  • Find the Right People

  • Set them in the Right Direction

  • Lead them to Success

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Additional Questions important asset?

  • How can an organization with limited resources hire the best employees?

  • What are some ways to identify excellent new hires?

  • Have you ever been in an organization that truly recognized employees as its most valuable assets?

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Five Important Lessons important asset?

  • Begin with commitment from the top

  • Identify and communicate a common set of leadership attributes

  • Use candid, comprehensive performance reviews

  • Keep to a regular schedule for performance reviews and identification of talent pools

  • Link all decisions about talent to the long-term strategy of the organization

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Net Sales important asset?(In Billions)

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Dividends Per Share important asset?