quality leadership: creating a culture for success

© 3M 2007. All Rights Reserved.

Leadership Culture at 3MMary Griep, Director Lean Six Sigma Operations & Corporate Quality – 3M Company

Quality Leadership“Creating the Culture for Success”


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Six Market-Leading Businesses


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Consumer and Office Business

Display and Graphics Business

Electro and Communications

Business

Health Care Business

Industrial and Transportation

Business

Safety, Security and Protection Services

Business


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Solving Problems Everywhere

Operate companies in more than 60 countries 35 international companies with manufacturing operations,

34 with laboratories In the United States, operations in 29 states

R&D and related expenditures total $6.711 billion for the last five years

More than 76,000 employees worldwide We provide ‘borderless customer success’


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3M Strategic Direction is All About Growth

And . . .

Growth is derived from Innovation Growth in Organization Growth in People Growth in Relationships


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Our Values

Act with uncompromising honesty and integrity in everything we do Satisfy our customers with innovative technology and superior

quality, value and service Provide our investors an attractive return through sustainable,

global growth Respect our social and physical environment around the world Value and develop our employees' diverse talents, initiative and

leadership Earn the admiration of all those associated with 3M worldwide


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Community Citizenship

3M actively supports educational, health, social services and other programs in the many communities where we do business.

3M Foundation grants, employee volunteerism and 3M product donations all come together to help raise the human care quotient of 3M communities.

In 2008, donations of cash and products totaled nearly $49 million in the U.S. alone.

3M at work in the community


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Environmental Results Worldwide

Prevented the generation of 2.7 billion pounds of pollutants since 1975 with more than 6,800 3P projects.

Cut volatile organic air emissions 95%. In 2008 again, received the ENERGY

STAR Sustained Excellence Award for Energy Management.

3M reduced absolute greenhouse gas emissions by 54% from 1990-2006.

Our progress toward sustainability


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High-Performance Culture

We respect the dignity and worth of all individuals, encourage the initiative of each employee, challenge individual capabilities and provide equal opportunity for development.

3M Human Resource Principles

A diverse group of individuals in more than 60 countries


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3M Leadership Attributes

3M encourages all employees to: Think from the outside in Drive innovation and growth Develop, teach and engage others Make courageous decisions Lead with energy, passion and urgency Live 3M values


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Leadership Development

Developing a Global Talent Pipeline to Create Venues in which People can Demonstrate their Capability

• Experience outside Home Country• Stretch Roles• Business / Staff / Function Experiences• Mentoring / Coaching Relationships

Growing Commitment to Leadership Development• Leadership is a part of 3M’s Fabric• Investment in Leadership is an Investment in 3M’s Future• Develop Current as well as Future Leaders• CEO & Management Team Drive the Leadership Strategy

By aligning learning strategy to business strategy we can leap ahead of the pack in achieving our growth agenda

Leaders Teaching Leaders• Expectation of leaders – coaching and teaching


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LD Best Practices

Hewitt Award "Top Companies for Leaders”

2005 and 2007

Hay GroupChief Executive Magazine

"Best Companies for Leaders”2007 and 2008

Fortune“World’s Most Admired Companies”

2009

Business Week’s“World’s 50 Most Innovative Companies”

2009


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LD Best Practices

Leaders Teaching Leaders Focus on Business Needs Relationships with the Executives Business Critical Content Learning Methods Customized Training


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Quality Leadership…How it has evolved


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Quality Leaders Must Be “Catalysts” for Change

Understand the external factors that will impact the business Scan the business landscape and identify new ideas

Benchmark other companies for Best Practices Bring the “Big Ideas” to senior management

Have a “POV” on key issues and ideas Commit to strengthen and build customer intelligence Improve operational excellence and speed to market Build the next generation of quality leaders and customer

advocates


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Thomas C. Gibson

“People only change when confronted with strong leadership, crisis, or both. Therefore, unless you are willing to be at the whim of crises, strong leadership is the only reliable change force you have.”


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Quality Leaders Must Wear Multiple Hats

Lead initiatives Coaches to senior management Trusted advisors The Honest Brokers Teachers & facilitators Catalyst for new ideas or external environment issues Be the voice of the customer, the business and employees


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Good Quality Leaders are Good Teachers

“Good Leaders have a teachable point for view. We can articulate an accurate set of ideas that encourage a change in behaviors.” Noel Tichy, Leaders Developing Leaders


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Quality Leaders are also required to:

Be the Voice of the Customer

Be the Voice of the Business

Be the Voice of the Employee


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Quality Leaders Have Ideas, Energy and Edge

Quality Leaders should have IDEAS ….. about the business that drive performance improvement.

Quality Leaders should bring positive Energy ….. to the Organization.

Quality leaders should have Edge ….. promote decision making and help management make the tough Yes/No decisions.

Attitude


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Anonymous Sage

“Recognize that every ‘out front’ maneuver you make is going to be lonely. If you feel entirely comfortable, then you’re not far enough ahead to do any good. That warm sense of everything going well is usually the body temperature at the center of the herd.”


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In our Company…It’s all about Leaders…………

Building Value for Customers