netrashetty
Netra Shetty
AutoNation, the largest Auto Retailer in the USA,[3] was founded by entrepreneur H. Wayne Huizenga,[4] also founder of Blockbuster and Waste Management.[5] The company, founded in 1996, is headquartered in Fort Lauderdale, Florida. The current Chairman and CEO is Mike Jackson, former CEO of Mercedes Benz North America. The current President and Chief Operation Officer is Mike Maroone; previously of Maroone Automotive Group of South Florida.
2
CEO
Gary Butler
3
Chairman of the Board
Leslie Brun
2
Director
Gregory Summe
2
Director
Charles Noski
2
Director
Sharon Rowlands
3
Director
Eric Fast
2
Director
Robert Hubbard
2
Director
Gregory Brenneman
11
Director
John Jones
Director
Leon Cooperman
Honorary Chairman of the Boa...
Henry Taub
CFO
Christopher Reidy
COO
Michael Martone
Dealer Services
SA
Employment Services
JS
4
Legal
James Benson
2
Human Resources
Benito Cachinero
Control
AS
Treasurer
RC
Major Accounts
CL
3
Small Business
Carlos Rodriguez
National Accounts
RL
3
Sales
John Gleason
is considered as an exceptionally creative and innovative company. 3M is able to achieve this by investing heavily on its research and development activities. The company’s product portfolio is created by using about 100 basic technologies. By mastering these technologies, 3M is able to produce highly successful products. Selective development of these technologies, combined with product innovations based on technologies already mastered, in ultimately responsible for the internal cohesion of the companies activities. The strategic organization of 3M’s research and development also supports coherent company development. Divisional laboratories in the different business areas work in the actual products, while two higher levels of research are devoted to pure research and to converting the findings into procedures and basic technologies. The rule for co-operation between the levels is that products are the property of the divisions, but new or improved technologies belong to the whole company. Knowledge goals can be thus be defined in a way which transcends the different business areas, and gives direction to research and development. The strategic knowledge goals ensure that competencies develop coherently and consistently (Probst et al 2000).
Management Support
Top managers who joined the company at a young age, and who have absorbed the company’s traditions and stories, re-tell those stories to reinforce the values and atmospheres that encourage innovation (Tung 2001). 3M has encountered many setbacks and failures but amidst all these, the management remained open to unconventional ideas and willing to support people with personal vision. The commitment of 3M’s management to innovation and creativity resulted in thousands upon thousands of products that 3M was able to launch.
To encourage innovation, 3M has institutionalized incentive in corporate systems throughout the company. The 15 Percent Rule, for example, gives most employees the opportunity to spend up to 15 percent of their time working on their own projects. People who identify a need can also take advantage of the 3M network for communicating about new technologies that might help them develop a product to meet the need. The company encourages curious employees to learn about new technologies developed in all parts of the company
*
Focus on our Member’s needs, our reason for being.
*
You are valued.
*
Your opinion is important.
*
Your job is very important to our success...you can make a difference.
*
Your involvement in our team environment is essential.
*
Work as a Team Member... you won’t make it alone.
*
Always ask a Team Member if they need help...don’t wait to be asked.
*
Be involved in our success.
*
Work with others in a cooperative manner.
*
Treat all Team Members with respect...it’s their job to return that respect.
*
Constantly strive to improve everything you do, every process you are involved in, everything you touch.
*
It’s okay to have fun...you should be happy at work.
*
Be a positive influence on everyone you interact with.
*
Expect to work at a high level of activity.
*
2
CEO
Gary Butler
3
Chairman of the Board
Leslie Brun
2
Director
Gregory Summe
2
Director
Charles Noski
2
Director
Sharon Rowlands
3
Director
Eric Fast
2
Director
Robert Hubbard
2
Director
Gregory Brenneman
11
Director
John Jones
Director
Leon Cooperman
Honorary Chairman of the Boa...
Henry Taub
CFO
Christopher Reidy
COO
Michael Martone
Dealer Services
SA
Employment Services
JS
4
Legal
James Benson
2
Human Resources
Benito Cachinero
Control
AS
Treasurer
RC
Major Accounts
CL
3
Small Business
Carlos Rodriguez
National Accounts
RL
3
Sales
John Gleason
is considered as an exceptionally creative and innovative company. 3M is able to achieve this by investing heavily on its research and development activities. The company’s product portfolio is created by using about 100 basic technologies. By mastering these technologies, 3M is able to produce highly successful products. Selective development of these technologies, combined with product innovations based on technologies already mastered, in ultimately responsible for the internal cohesion of the companies activities. The strategic organization of 3M’s research and development also supports coherent company development. Divisional laboratories in the different business areas work in the actual products, while two higher levels of research are devoted to pure research and to converting the findings into procedures and basic technologies. The rule for co-operation between the levels is that products are the property of the divisions, but new or improved technologies belong to the whole company. Knowledge goals can be thus be defined in a way which transcends the different business areas, and gives direction to research and development. The strategic knowledge goals ensure that competencies develop coherently and consistently (Probst et al 2000).
Management Support
Top managers who joined the company at a young age, and who have absorbed the company’s traditions and stories, re-tell those stories to reinforce the values and atmospheres that encourage innovation (Tung 2001). 3M has encountered many setbacks and failures but amidst all these, the management remained open to unconventional ideas and willing to support people with personal vision. The commitment of 3M’s management to innovation and creativity resulted in thousands upon thousands of products that 3M was able to launch.
To encourage innovation, 3M has institutionalized incentive in corporate systems throughout the company. The 15 Percent Rule, for example, gives most employees the opportunity to spend up to 15 percent of their time working on their own projects. People who identify a need can also take advantage of the 3M network for communicating about new technologies that might help them develop a product to meet the need. The company encourages curious employees to learn about new technologies developed in all parts of the company
*
Focus on our Member’s needs, our reason for being.
*
You are valued.
*
Your opinion is important.
*
Your job is very important to our success...you can make a difference.
*
Your involvement in our team environment is essential.
*
Work as a Team Member... you won’t make it alone.
*
Always ask a Team Member if they need help...don’t wait to be asked.
*
Be involved in our success.
*
Work with others in a cooperative manner.
*
Treat all Team Members with respect...it’s their job to return that respect.
*
Constantly strive to improve everything you do, every process you are involved in, everything you touch.
*
It’s okay to have fun...you should be happy at work.
*
Be a positive influence on everyone you interact with.
*
Expect to work at a high level of activity.
*
Last edited: