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3M is an American company that you might be familiar with and it perfectly encapsulates the evolution mindset that we're exploring in this chapter.¹

In the 1970s, 3M used to be called Minnesota Mining and Manufacturing and at this time its scientists received a patent for the chemical formula that it was using to make masking tape, which had been in production since the 1950s. The story goes that the board was torn between whether to become a product company or a knowledge and know-how company.

If the board had chosen to become a product company, the company's product would have been masking tape. Of course, the company would have made different types, colours, and sizes of masking tape, but it would have pinned itself into a specific niche.

The board chose to go down the route of becoming a knowledge and know-how company, and 3M has since spawned over 60,000 products from that one chemical formula. The core of 3M is that formula, and it has used that to continuously evolve and create new things.

Whether the board members recognised it at the time or not, they chose to go down a route of continuously adapting. They chose a process of continuous evolution. This is supported by the fact that 3M puts a material percentage of its turnover back into R&D and it encourages its employees to come up with new products and solutions. It empowers its people based on this core principle of adapting and evolving. It's an evolution mindset that starts at the top and filters all the way through the organisation.