Questions are in the last picture. Answer and provide everything. The development of the spirit of innovation

Questions are in the last picture. Answer and provide everything.

 

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The development of the spirit of innovation 3M was incorporated in 1902, as Minnesota Mining and Manufacturing. In the late 1910s, when its annual sales exceeded US $1 million and it started to earn profits, former President William McKnight decided the time had come to strengthen 3M's research function and its linkages with manufacturing and engineering activities, In 1921, Richard Carlton, a calculated risk-taker, was hired to lead 3M's research activities and to integrate research, manufacturing and engineering objectives. At the same time. Dick Drew, a rule-breaker, and Francis Okie, an inventor, joined the 3M lab staff. The shared characteristics of this trio shaped 3M's climate of innovation. This climate includes an 'electric atmosphere', the freedom to pursue any opportunity, the sharing of ideas, the presence of extensive mentoring and patience regarding investment returns. For example: 1. In addition to time (the 15 per cent rule), 3M also supplies money for independent research projects. In 1984, for example, 3M launched the Genesis Program to fund research projects unable to go through the regular funding channels. Genesis Grants could be worth up to US $100,000 and were often awarded to develop unconventional projects that would not otherwise receive funding in the outside world. Other grants were also introduced to spark innovation, such as Alpha Grants, the Technical Circle of Excellence and Innovation, the Carlton Society and the Engineering Achievement Award of Excellence. 2. Technology and ideas are shared through both informal channels, such as conversations in hallways, and formal channels, such as the 'R&D Workcentre' internal networking website and the so-called 'Tech Forum (officially known as the Technical Information Exchange). The Tech Forum has specialty subgroups in each scientific discipline, so that engineers and chemists can share their expertise. By 2001, the Tech Forum had 9,500 members around the world. 3M also facilitates informal and formal networking at the Tech Forum's annual symposium, where researchers can collaborate and share their work. 3. Mentors and sponsors help younger colleagues by listening to their ideas, giving them advice and assistance, and acting as their champions 4. Patents give 3M the power and time to protect the growth potential of its business. For example, in the 1990s, 3M introduced the unique surface material called brightness enhancement film (BEF), which enhances the brightness of liquid crystal displays (LCDs). Its major customers were Japanese LCD manufacturers, which sold LCDs to computer manufacturers in both Japan and the US. However, 3M also provided BEF directly to several US computer manufacturers, for which it had US patents. By using these sales as leverage, 3M convinced two US computer manufacturers not to buy products which broke 3M's patents The development of the spirit of innovation 3M was incorporated in 1902, as Minnesota Mining and Manufacturing. In the late 1910s, when its annual sales exceeded US $1 million and it started to earn profits, former President William McKnight decided the time had come to strengthen 3M's research function and its linkages with manufacturing and engineering activities, In 1921, Richard Carlton, a calculated risk-taker, was hired to lead 3M's research activities and to integrate research, manufacturing and engineering objectives. At the same time. Dick Drew, a rule-breaker, and Francis Okie, an inventor, joined the 3M lab staff. The shared characteristics of this trio shaped 3M's climate of innovation. This climate includes an 'electric atmosphere', the freedom to pursue any opportunity, the sharing of ideas, the presence of extensive mentoring and patience regarding investment returns. For example: 1. In addition to time (the 15 per cent rule), 3M also supplies money for independent research projects. In 1984, for example, 3M launched the Genesis Program to fund research projects unable to go through the regular funding channels. Genesis Grants could be worth up to US $100,000 and were often awarded to develop unconventional projects that would not otherwise receive funding in the outside world. Other grants were also introduced to spark innovation, such as Alpha Grants, the Technical Circle of Excellence and Innovation, the Carlton Society and the Engineering Achievement Award of Excellence. 2. Technology and ideas are shared through both informal channels, such as conversations in hallways, and formal channels, such as the 'R&D Workcentre' internal networking website and the so-called 'Tech Forum (officially known as the Technical Information Exchange). The Tech Forum has specialty subgroups in each scientific discipline, so that engineers and chemists can share their expertise. By 2001, the Tech Forum had 9,500 members around the world. 3M also facilitates informal and formal networking at the Tech Forum's annual symposium, where researchers can collaborate and share their work. 3. Mentors and sponsors help younger colleagues by listening to their ideas, giving them advice and assistance, and acting as their champions 4. Patents give 3M the power and time to protect the growth potential of its business. For example, in the 1990s, 3M introduced the unique surface material called brightness enhancement film (BEF), which enhances the brightness of liquid crystal displays (LCDs). Its major customers were Japanese LCD manufacturers, which sold LCDs to computer manufacturers in both Japan and the US. However, 3M also provided BEF directly to several US computer manufacturers, for which it had US patents. By using these sales as leverage, 3M convinced two US computer manufacturers not to buy products which broke 3M's patents