Question 4: As we discussed in class, 3M is a multinational powerhouse with more than $32 billion in annual sales across a product line 60,000 deep from adhesives to optical film. It boasts many patents and over 90,000 employees in businesses throughout 65 countries. However, while 3M 's business strategy has been viewed as both innovate and creative, they have also been criticized as somewhat ineffective in developing revolutionary new products. Please answer the following questions: a. Discuss the issue of 3M 's size (e.g., \# of products, \# of employees, influence, etc.). What threats and opportunities are there to their strategy in this regard? b. Describe how 3M is a conglomerate juggernaut. Please include a discussion on conditions that both strengthen and weaken their competitive position as an unrelated diversifier. c. Finally, 3M employs a "15\%" human resource policy when it comes to innovation. Using the CSR model as a basis, discuss whether this is an effective (or not) use of valuable resources especially from a strategic lens. Is this policy effective or prone to manipulation? Examples are always good