netrashetty
Netra Shetty
Organisational Structure of Avery Dennison : Avery Dennison Corporation (NYSE: AVY) is a major[weasel words] global manufacturer and distributor of pressure sensitive adhesive materials (such as self-adhesive labels), office products, and various paper products.
The company was originally founded in Los Angeles in 1935 as Kum Kleen Products, a partnership of Mr. and Mrs. R.S. Avery. The name was changed to Avery Adhesives in 1937. In 1946 the company was incorporated as Avery Adhesive Label Corp., and the name was subsequently changed to Avery Adhesive Products, Inc. in 1958, and to Avery Products Corporation in 1964.[3] The name was changed again to Avery International Corporation in 1976, and it became Avery Dennison after the company merged with Dennison Manufacturing in 1990.[4]
The company is currently headquartered in Pasadena, California. As of 2008, Avery ranked 376 in the Fortune 500 list with total sales of $6.7 billion. Avery Dennison's pivotal line of products are found in their Pressure-Sensitive Materials segment, responsible for 54% of sales. Avery currently employs 36,000 men and women all over the world, with manufacturing and distribution facilities in over 60 countries. Avery Dennison's first overseas subsidiary was established in Holland in 1955.
The Company operates through four segments:
* The Pressure-sensitive Materials segment manufactures and sells pressure-sensitive roll label materials, films for graphic applications, reflective highway safety products, performance polymers, and extruded films.
* The Office and Consumer Products segment manufactures and sells various office and consumer products, including labels, binders, dividers, sheet protectors, and writing instruments.
* The Retail Information Services segment designs, manufactures, and sells various price marking and brand identification products, including tickets, graphic and barcode tags and labels, woven and printed labels, and related supplies and equipment.
* Other Specialty Products segment provides automotive and industrial products, RFID tags and inserts, specialty tape, security printing and performance films
2
CEO
Dean Scarborough
6
Director
Peter Barker
3
Director
Rolf Borjesson
2
Director
Patrick Siewert
2
Director
Ken Hicks
2
Director
Julia Stewart
3
Director
David Pyott
3
Director
Debra Reed
Director
Brad Alford
2
Director
Peter Mullin
2
Director
John Cardis
CFO
Mitchell Butier
Business Development
DO
Office Products
TB
Human Resources
AH
Strategy & Technology
RM
Legal & Secretary
SM
New Growth Platforms
JS
Global Operations
GT
Accounting & Control
LB
Treasurer
KR
Retail Information
SN
2
Roll Materials
Donald Nolan
Specialty Materials & Conver...
TC
2
CIO
Richard Hoffman
CTO
DE
3
Assistant Legal & Secretary
Vikas Arora
5
Associate Legal & Assistant ...
Richard Randall
Communication & Advertising
DD
The business environment where 3M operates in is now more competitive than before. Because of the developments in technology, innovations are easily copied. In order to remain competitive the company needs more actively develop its human resources. Now more than ever, the company needs to focus on developing its employees and making sure that they can compete in a fast-changing world. In order for the employees to acquire the knowledge, skills and abilities that they need to perform their present task, to be able to fulfill their future responsibilities, and to remain competitive amidst the changes in the business environment, the company needs to promote and support continuous learning.
The company heroes and the people who have been in the company for a long time also play important roles. These people need to make sure that the values, culture, and missions of 3M will carry on to the new generation of employees. In this regard, Coaching and Mentoring are required.
Career Development is also a major concern. The company needs to create career development opportunities for every employee, communicate these to them and make sure that employees are empowered to make their own decisions, specially in their careers.
In order to encourage innovation and creativity and to uplift the sense of belonging of every employee, 3M must turn back to its history and build a corporate identity that I based on innovation. A corporate identity that is founded on innovation is important as employees will adopt that image and make it their own. Employees must be encouraged to strengthen that corporate identity.
Everyone at 3M must be educated how innovation has been the driving, unifying force behind a corporation with tens of thousands of products. Innovation according Baskin (1998) to lies at he beginning of 3M’s story – its founding in 1902. Innovation goes on to describe the development of Scotch brand masking and cellophane tapes, of magnetic tape and medical gauze masks, and of the thousands of other products 3M sells. 3M has a rich history and tradition of innovation. The management must make every employee aware of this and must encourage them to achieve the same and the generations before them.
Integrated Model of Innovation
It is evident in the case that 3M employs an integrated model of innovation. The integrated model of innovation is characterized by a high level of functional integration and parallel activities. The weakness of this model as applied to the case of 3M is the inability of the model to include the wider business environment that the company is operating in. The model, as applied in the case of 3M focuses on the company’s strategy, culture, management philosophy, strategy and all the other internal factors. It fails to give emphasis on the company’s supply chain and international R&D collaborations.
The company was originally founded in Los Angeles in 1935 as Kum Kleen Products, a partnership of Mr. and Mrs. R.S. Avery. The name was changed to Avery Adhesives in 1937. In 1946 the company was incorporated as Avery Adhesive Label Corp., and the name was subsequently changed to Avery Adhesive Products, Inc. in 1958, and to Avery Products Corporation in 1964.[3] The name was changed again to Avery International Corporation in 1976, and it became Avery Dennison after the company merged with Dennison Manufacturing in 1990.[4]
The company is currently headquartered in Pasadena, California. As of 2008, Avery ranked 376 in the Fortune 500 list with total sales of $6.7 billion. Avery Dennison's pivotal line of products are found in their Pressure-Sensitive Materials segment, responsible for 54% of sales. Avery currently employs 36,000 men and women all over the world, with manufacturing and distribution facilities in over 60 countries. Avery Dennison's first overseas subsidiary was established in Holland in 1955.
The Company operates through four segments:
* The Pressure-sensitive Materials segment manufactures and sells pressure-sensitive roll label materials, films for graphic applications, reflective highway safety products, performance polymers, and extruded films.
* The Office and Consumer Products segment manufactures and sells various office and consumer products, including labels, binders, dividers, sheet protectors, and writing instruments.
* The Retail Information Services segment designs, manufactures, and sells various price marking and brand identification products, including tickets, graphic and barcode tags and labels, woven and printed labels, and related supplies and equipment.
* Other Specialty Products segment provides automotive and industrial products, RFID tags and inserts, specialty tape, security printing and performance films
2
CEO
Dean Scarborough
6
Director
Peter Barker
3
Director
Rolf Borjesson
2
Director
Patrick Siewert
2
Director
Ken Hicks
2
Director
Julia Stewart
3
Director
David Pyott
3
Director
Debra Reed
Director
Brad Alford
2
Director
Peter Mullin
2
Director
John Cardis
CFO
Mitchell Butier
Business Development
DO
Office Products
TB
Human Resources
AH
Strategy & Technology
RM
Legal & Secretary
SM
New Growth Platforms
JS
Global Operations
GT
Accounting & Control
LB
Treasurer
KR
Retail Information
SN
2
Roll Materials
Donald Nolan
Specialty Materials & Conver...
TC
2
CIO
Richard Hoffman
CTO
DE
3
Assistant Legal & Secretary
Vikas Arora
5
Associate Legal & Assistant ...
Richard Randall
Communication & Advertising
DD
The business environment where 3M operates in is now more competitive than before. Because of the developments in technology, innovations are easily copied. In order to remain competitive the company needs more actively develop its human resources. Now more than ever, the company needs to focus on developing its employees and making sure that they can compete in a fast-changing world. In order for the employees to acquire the knowledge, skills and abilities that they need to perform their present task, to be able to fulfill their future responsibilities, and to remain competitive amidst the changes in the business environment, the company needs to promote and support continuous learning.
The company heroes and the people who have been in the company for a long time also play important roles. These people need to make sure that the values, culture, and missions of 3M will carry on to the new generation of employees. In this regard, Coaching and Mentoring are required.
Career Development is also a major concern. The company needs to create career development opportunities for every employee, communicate these to them and make sure that employees are empowered to make their own decisions, specially in their careers.
In order to encourage innovation and creativity and to uplift the sense of belonging of every employee, 3M must turn back to its history and build a corporate identity that I based on innovation. A corporate identity that is founded on innovation is important as employees will adopt that image and make it their own. Employees must be encouraged to strengthen that corporate identity.
Everyone at 3M must be educated how innovation has been the driving, unifying force behind a corporation with tens of thousands of products. Innovation according Baskin (1998) to lies at he beginning of 3M’s story – its founding in 1902. Innovation goes on to describe the development of Scotch brand masking and cellophane tapes, of magnetic tape and medical gauze masks, and of the thousands of other products 3M sells. 3M has a rich history and tradition of innovation. The management must make every employee aware of this and must encourage them to achieve the same and the generations before them.
Integrated Model of Innovation
It is evident in the case that 3M employs an integrated model of innovation. The integrated model of innovation is characterized by a high level of functional integration and parallel activities. The weakness of this model as applied to the case of 3M is the inability of the model to include the wider business environment that the company is operating in. The model, as applied in the case of 3M focuses on the company’s strategy, culture, management philosophy, strategy and all the other internal factors. It fails to give emphasis on the company’s supply chain and international R&D collaborations.
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