Answers to the 3M Business Case published by Harvard Business school.

Summary: Keeping the "pace" of innovation is a primary objective to 3M managers and the success of Computer Privacy Screen project, by itself, is irrelevant in the scope of maintaining such entrepreneurial flow. Assuming this project fits into the desired "pace" of innovation, Guehler should approve it; Wong should support it unconditionally. Intrapreneurship at 3M: With a requirement that divisions derive 30% of sales from products introduced within the last four years, the "15% rule," and a …showed first 75 words of 547 total…

…showed last 75 words of 547 total…identified as desirable. While the market is small and the product probably does not have "home-run" potential, it requires relatively little funding and is an acceptable risk to maintaining an entrepreneurial culture. The underlying technology has been around for a very long time without a defined market, and now, as the OS unit gets closer, what is the downside to giving it one more shot. Guehler must be careful to not repeat the "Thinsulate" mistake.