Business units can use these platforms to 'pull together unique solutions,'
omelet station, choosing from Applications and Technologies.'
Supply Department (CSSD), which is where medical equipment is decontaminated,
sterilized, packaged, and stored.
that changes color to chemical indicators that show time and temperature to the
biological indicator, 3M has developed the tools that define sterilization
find such new products as a biological indicator as it gives a faster
indication. If we didn't, someone else would develop it. So, we took the
concept to leadership and fought hard,' she adds. 'We saw this possibility of
disruption, heard rumblings of competitors developing faster indicators.'
offering. So, the team had to learn the holistic nature of their customers'
jobs to see how they work. 'The question was, how can we add value to their job?
The insight was that if we could reduce the process from three hours to one
hour, it would be a value-added win.'
help me with a technical solution.' This asset was helpful.
is useless. Planning gets everyone on board. Advice: be fluid and communicate.
should understand the financial implications of every choice.
must have a vision of how your customer is going to use your product. If you
cannot see it, go see your customer more. Vision serves as a guidepost.
can't always get what you want, but if you try, sometimes, you get what you
was a commercialization success. The team reduced the actual time from 3 hours
to thirty minutes.
knowing what customers most wanted (time saved, usability, tethering to
standards), and the technical team's belief that the problem could be solved.
Also, the products fit into our existing go-to-market strategy. Enrolling the
business and the marketing teams meant that we got the help we need to complete
and launch the new products swiftly and effectively.
Know when to ask for help