Dr. Betty Mei, Technical Director 3M Abrasive Systems Division (Image: 3M)

SCOPE: Ms. Mei, you have more than 20 years of experience in research and development at 3M. How would you describe the company's culture of innovation?

Betty Mei: Since its founding in 1902 in a small town in Minnesota, USA, 3M has been rooted in scientific research and development and the belief that there is a solution to every problem.

It all began with a very special leader: William McKnight. No one had a stronger and more lasting impact on our corporate culture than he did. McKnight started at 3M in 1907 as an assistant accountant and served as President and Chairman of the company from 1949 to 1966.

One of the principles, for example, is: "Management that destructively criticizes mistakes kills initiatives." Trust, initiative and a certain tolerance for mistakes are key elements and are deeply rooted in our day-to-day work. For example, our researchers have the opportunity to follow their scientific curiosity and devote 15% of their working time to developing their own ideas and projects. This freedom is essential for scientific research. Our post-it notes are one of the best-known examples of what can emerge from such freedom.

Internal collaboration and networking between employees at a local and global level is also a very important part of our culture. They form the basis for an environment that promotes the communication of ideas and the exchange of best practices. And it is precisely this that makes it possible to find new solutions. For example, by combining different technology platforms.

SCOPE: As a global company, how does 3M develop new products that are tailored to local customer needs?

Mei: We continuously strive to keep our ear to the ground in each local market. First and foremost, this happens through direct communication with our customers on site. In this way, we find out what problems and needs currently exist or may exist in the future and can develop individual solutions together. At the same time, of course, we also monitor developments and trends in terms of markets and consumer habits on a broader scale in order to drive technological development forward.

In research, company and country laboratories, we conduct basic research and look for new products for specific countries and markets. The biggest challenge is to understand the needs and problems of customers worldwide and to develop solutions that are competitive everywhere and appreciated by our customers worldwide. In doing so, we can certainly draw on four fundamental strengths: existing trust in the 3M brand, our technology platforms, our global orientation and our production capacities.

SCOPE: How did the product development from sandpaper to a global portfolio come about?

Mei: 3M began 115 years ago as a mining company, but quickly evolved into a sandpaper manufacturer. Today, the 3M Abrasives division offers customers a complete portfolio of surface modification solutions, including coated and bonded abrasives, Scotch-Brite products, Trizact products, portable adhesives, fine sanding and finishing products.

It started with the use of technology. Over the last 100 years, we have reinvented our abrasive portfolio by combining abrasive technologies with other core 3M technologies such as microreplication and nonwovens. Another strength is manufacturing. Over the years, we have built a comprehensive global position in abrasives manufacturing that enables us to respond quickly and efficiently to customer requirements anywhere in the world. Our third strength is our global presence. We have laboratories in more than 30 countries. This enables us to meet customer needs on a local, regional and global basis.

But all of this is only possible through a culture of innovation that embraces diversity, a certain willingness to take risks, an ambitious approach to one's own performance and a customer-oriented mentality.

SCOPE: What strategy do you use to achieve a culture of innovation in China?

Mei: When it was founded in Shanghai in 1984, 3M China was the first foreign company outside the Shenzhen Special Economic Zone. Today, 3M China employs more than 8,000 people. The headquarters are in Shanghai. There are two R&D centers and four technical centers in different cities. The total investment has reached one billion US dollars.

For more than 30 years, 3M has been closely following the pulse of China's economic development. By utilizing and applying global expertise, 3M China has provided local customers with the solutions they need at every stage of economic development. 3M has been actively involved in key stages of development, such as during the rapid growth through infrastructure projects in the 1980s and 1990s, or when China experienced high growth rates in the manufacturing sector after joining the WTO in 2001. And when the security market in China developed after 2005, 3M was very well positioned to offer suitable solutions to local customers. Since China entered a period of détente in the early 1960s, the healthcare sector and consumers have offered great potential for growth. As we invest in business growth in China, we are also developing local capabilities in these areas.

When I was in China as head of R&D for the 3M Greater China Area, one of the key leadership tasks was to build local technical competence and strengthen local connectivity to global technical communities - a key element of 3M innovation that enabled local people to tap into global strengths to become more effective and competitive.

There were many challenges: First and foremost was the language barrier. In addition, the young and inexperienced but very talented workforce had a completely different mentality when it came to their job. Personal initiative, self-organization and the joy of innovative thinking are still top priorities for our employees in China today.

If you want to master challenges, you have to start with people. At 3M China, we find our future employees at local universities and then send them to the US for various trainings. Further technology and skills transfers are carried out through ongoing training, project collaborations and sharing best practices with other labs outside China. Human resource development is central to promoting innovation in China and global collaboration. We established a local "Tech Forum" for technical staff to share ideas and collaborate with colleagues around the world. We promoted a self-reliant mentality and encouraged our employees to develop and pursue new ideas.

After more than three decades of investment and continuous efforts, 3M China is able to design, develop and commercialize new products based on local customer insights. These products are not only for the local markets, but for the whole world. am