Moises Andrade
Coelho
State Secretary of
Science, Technology and Innovation of Amazonas, Brazil
E-mail: moises.acoelho@gmail.com
Submission:
19/11/2013
Revision:
04/12/2013
Accept:
23/12/2013
ABSTRACT
This
research aims to present the
application of a management approach focused innovation for
micro and small enterprises (MSEs).
In the approach the
study of the problem is
characterized as a qualitative research and in relation to its goals can be characterized as an action research.
The delimitation of the universe was made by a small enterprise
in the food industry and the research techniques used were indirect documentation (desk research and literature), the intensive
direct observation (observation and interview) and extensive
direct observation (forms). The
results demonstrate the usefulness of the approach to innovation management
aimed at increasing competitiveness and
improving working conditions in
MSEs. The relevance of this study
lies in applying an approach that
enables an understanding of the internal and external environment
of the enterprise (ambidexterity)
and considers the process of innovation as a social nonlinear construct.
1.
INTRODUCTION
Currently,
knowledge and technological advances in the development of new offers, products
and services, and how they create and launch these offerings are an important
competitive advantage. Innovation is something new that adds value or social
wealth, going far beyond a new product, which may be related to new
technologies, new processes, new marketing practices, small change, etc.
Innovation is not limited to manufactured goods, can be found in the service
sector with enhancements that involve promptness, quality and effectiveness of
their care services (TIDD, et al., 2008).
According
to Schumpeter (1961) innovation is the impetus that keeps running the machine
of capitalism through a process called “creative destruction." The
“creative destruction” allows opening to new opportunities and changes in existing
players (BESSANT, et al., 2005).
The
mortality rate of micro and small enterprises (MSEs) in Brazil was considered
quite high (over 50%), however, in 2006 the average mortality rate was around
26.9%. In the case of the Amazon, in 2006, the rate was the second highest in
the country with 41.2% of MSEs that closed its activities before completing two
years of life. Only the state of Pernambuco with 41.8% had a higher rate during
this period (SEBRAE, 2011).
In 2010
of U.S. $ 201.9 billion in export business only U.S$ 2.0 (0.9%) billion of
exports were made by MSEs. The Amazonas exported U.S$ 1,119.3 million (0.5%
of total exports from Brazil) by 202 firms, 71 of the total (35%) were micro
and small enterprises that exported U.S$ 9.8 million, approximately 0,9% of the
total in state (ALTOÉ, et al., 2011).
The
above data added to recent results of the 4th edition of the Survey of
Technological Innovation - PINTEC corroborate the situation in which small
businesses do not have or have few problems with innovative activities and the
qualification of the workforce (IBGE, 2010).
Therefore,
in the case of the Amazonas and Brazil a framework where the MSEs represent the
vast majority of companies, however as we have features companies with high
mortality (especially the Amazon), not exporting, problems with qualification
of manpower and not innovative. One way to survive, grow and develop
sustainably in globalized and competitive advantages which are strongly related
to innovation is through a methodology that implements the innovation
management in these organizations.
Thus,
the relevance of this research consists in the presentation and adoption of an
approach to innovation management to be applied by the enterprise or by collaboration
with a university in order to make it more competitive through innovations that
meet their needs. The research is structured into four parts: the first is a
brief review of the literature of the subject innovation management, followed
in a second stage by presenting the innovation management approach that will be
adopted in the study and in the third part describes the methodology adopted in
research. Finally, the fourth section presents the results of applying the
approach to innovation management in a small enterprise in the food sector, the
final considerations and references used.
2.
INNOVATION
MANAGEMENT
The process of innovation can assume in companies different forms,
well as, its realization may be made of different
means in diverse sectors of economy,
however, observes the possibility
of adoption of models
innovation management with the objective
of systematizing this development process of innovations in companies.
From the point of view of Drucker
(1986), entrepreneurs need to learn to practice systematic innovation, in this
way, successful entrepreneurs try to create new values and different and new
and different sensations instead of seeking for innovations sensational. They
convert one "stuff" in a "resource" or combine existing
resources in a new and more productive configuration. For the author,
systematic innovation consists in searching, frequent and organized, of change
and systematic analysis of the opportunities that these changes might offer for
economic or social innovation.
Regarding innovation management Tidd,
et al. (2008) mention that there is consensus on two factors: (1) Innovation is
not an isolated event, it is a process and as such needs to be managed, and (2)
innovation can be managed by manipulation of the influences on the process
affecting the results.
Innovation management helps the enterprise to innovate and position itself against the competition,
helps to work with quality management standards and meet the requirements of the environment (COTEC, 1999). The effectiveness of innovation management is more related to the ability to manage an internal system of innovation with a
number of dimensions that do one thing particularly
well, such as investment in research and development (R & D) and risk
management, for example (BESSANT, et al, 2005).
Studies of
innovation management can be grouped
into two categories in order to
analyze different aspects of innovative processes as Nieto (2003):
1.
Studies at
the macro level: taking society,
the economic system and the industry as units
of analysis and much of the research
carried out by the industrial economy, sociology and history;
2.
Studies at
the micro level: The units of analysis
a business, department, project or product.
Subsequently, Longanezi, et al. (2008)
presented two types of models of innovation management: (1) the descriptive models, and (2) the normative
models. The descriptive models
work with innovation at the macro and meso
(analysis unit of society, the
economic system or industry) seeking
a theory that explains the innovative process from
central questions such as "who, when, where, why and when ". Divided into static and dynamic, with the main focus
of the static classification
of different types of innovation
and the dynamic evolution
of the process in time. In this type of models can
cite Abernathy and Utterback (1978), Dosi
(1982), Foster (1986), Christensen (1997), Chesbrough
(2003) and Berkhout, et al. (2010).
The normative
models analyze innovation at the micro level (own enterprise), stem, usually of
practical experiences and case studies and seek to analyze the
modus operandi in the innovation
process in companies. Can be
easily made into procedures and practices to be adopted in the corporate and operational
levels useful in implementing
the strategies presented. Examples
of this model has Kline and Rosenberg
(1986), Rothwell (1994),
Kelley and Littman
(2001) Bessant et al. (2005),
Sawhney, et al. (2006),
Hansen and Birkinshaw (2007), Tidd, et al.
(2008), Silverstein, et al. (2009).
3.
APPROACH TO INNOVATION MANAGEMENT IN MICRO AND SMALL ENTERPRISES
This topic presents recommendations for the implementation of an approach to innovation management for micro and small enterprises. The goal is to provide general
recommendations in order to demonstrate
the difficulties and facilitate the
achievement of success in this
process of innovation management. For further details of the proposed approach in this study is recommended reading Coelho
(2012).
These recommendations
can be used for the management of
innovation in the enterprise and
also for the solution of a specific
problem in a sector. The
following table (table 1) shows
the steps containing the methods and tools that can be used for application in the enterprise. These steps are not linear but rather allow for a constant overlap
between them, as in step turns out being necessary to implement new survey
information in order to perform
the projecting transformations.
Table 1: Methods
and tools adopted in the case
STEPS |
METHODS AND TOOLS |
athering information |
Individual interview |
Collective interview |
|
Direct observation |
|
Process/Activity analysis |
|
Innovation Audit |
|
Audit capacity |
|
Benchmarking |
|
Customer Satisfaction |
|
Industry Analysis |
|
SWOT Analysis |
|
Diagnosis of current situation |
Map of current situation |
Meeting |
|
Selection and Prioritization |
Selection of opportunities |
Resources |
Resource definition |
Implementation |
Innovation planning |
Learning |
Learn check list |
Evaluation |
Innovation and capacity spyder chart |
We
have a roadmap with general recommendations that are necessary apply the
management approach of innovation and summarized in Table 2:
1.
The approach starts with the realization of an interview
with the owner (s) and/or managers of the main areas of the enterprise with the
goal of raising the initial information;
2.
Ensure press conferences with employees and do individual
interviews with suppliers to identify possible areas for improvement the
interviews with employees should avoid the presence of managers not to spoil
the spontaneity of responses;
3.
Plan direct observations of the work situations of
productive area / operations or areas involved in innovation management (sales,
HR, distribution). These observations should be considered as observable the
gestures, postures, actions and communications between employees and recorded;
4.
Perform a SWOT analysis of the enterprise with both the
owner and / or managers as involved with the enterprise's employees;
5.
Apply the form of customer satisfaction: the forms need
to be designed so that the enterprise can identify the level of customer
satisfaction, improvements and probable latent needs;
6.
Check market trends (technology, management, marketing,
etc.) related to the area of activity of the enterprise: the "S"
system (SEBRAE, SESI, SENAI, SENAT, SENAR and SENAC) offers important studies
and know-how related to probable market trends. The internet and benchmarking
with other major competitors are fundamental tools for monitoring and
surveillance technology;
7.
Apply auditing tools and innovation capacity: the forms
need to be applied directly to the owner or the responsible sectors (managers,
supervisors, etc.). After applying these tools should mount the radar and
innovation capacity of the current stage of the enterprise;
8.
Produce a map of the current situation: the map allows
you to view, in general, the result of the application of various tools
providing the current status of the enterprise and allowing the preparation of
possible actions (innovations) organizational;
9.
Conduct meeting with all stakeholders to raise awareness
and discuss the opportunities for improvement: the seminar to be held in the enterprise
with the participation of the majority of employees and the stakeholders
(owners, managers, etc.) with the aim of selecting priority actions. This
number can range between ten and fifteen shares;
10.
After the selection of the priority actions is the
prioritization of opportunities for innovation: the enterprise needs to clearly
define what will be the criteria used to select the various actions outlined in
the map of the current situation. The ideal will be a number between five and
seven actions;
11.
Define the resources that will be allocated to apply actions
through the sheet resource definition: In this stage the owner's equity is
fundamental for approval or otherwise of the actions selected;
12.
Undertake planning for innovation in order to facilitate
the implementation and monitoring of actions: planning for innovation is
formalizing the process of innovation management in the enterprise, measures of
success may become important of indicators organizational, strategic or
processes;
13.
Form a team to conduct the process of innovation
management: the case of micro-enterprises all employees are responsible for the
implementation and accountability of actions;
14.
Implement actions in accordance with the schedule
established in planning for innovation: the service schedule prepared in form
to organize the process of organizational change and reduce distrust by
employees;
15.
In some cases this will require changes to project
through tools such as prototypes, scale models, industrial designs, etc.;
16.
Apply the checklist learning at all stages of the model:
the checklist is an important tool because it allows to identify trouble spots
and provides greater organizational learning;
17.
Periodically evaluate the implemented actions: the enterprise
needs to evaluate periodically the actions in order to reduce losses and
realign with the objectives outlined above. In the case of periodic
evaluations, the enterprise sets a period for them to occur ranging from six
months (minimum) and one year (maximum);
18.
In periodic evaluations it is necessary application forms
audit of innovation and ability again to identify the improvements or not.
19.
Adjusting actions in accordance with the needs identified
in periodic evaluations (based on audit capacity and innovation); a continuous
improvement process must be developed by all employees of the enterprise;
20.
Restart the step of gathering information: after the
final assessments restarts the stage of initial surveys with the aim of making
innovation a cyclical process within the enterprise. The actions that were not
contemplated to be included in the next period.
Table 2: Steps
and topics adopted in the case
STEPS |
TOPIC |
Gathering information |
Topic 1 to 7 |
Diagnosis of current situation |
Topic 8 |
Selection/ Prioritization |
Topic 9 to 10 |
Resources |
Topic 11 |
Implementation |
Topic 12 to 15 |
Learning |
Topic 16 |
Evaluation |
Topic 17 to 20 |
Finally, all the results of the improvements and
innovations need to be communicated to employees to feel more valued, recognized
and understand its importance to the process of innovation in the organization.
The present
study, in addressing its problem, characterized as a qualitative research (SILVA;
MENEZES, 2005), conducted in a enterprise in the food sector in the city of
Manaus. In relation to their goals, this work is characterized as an action research
(GIL, 2002; TRIPP, 2005; THIOLLENT, 2007; MCNIFF, 2002), as was concerned with
the resolution of organizational problems through the application of management
tools innovation in a small enterprise in the state of Amazonas in practice.
In this study the model used
for the management of innovation approach was followed in Coelho (2012). The
proposed approach consists of seven steps (gathering information, diagnosis of
the current situation, selection/prioritization, resources, implementation,
learning and evaluation) were used throughout the action research. This
approach allows considering the comings and goings of the innovation process
for stages allowing the identification and solution of real internal needs and
external (opportunities) of companies. Thus, the approach considers the
innovation process as a nonlinear activity and above all a social construction.
The delimitation of the
universe was made in a small enterprise located in the city of Manaus/AM in
the food industry, more specifically, bakery. Access enterprise via
professional contact occurred; the initial steps (gathering information,
diagnosis of the current situation, selection/prioritization and resources) generally
demanded 45 days and step to the implementation of actions lasted five months.
The sample studied was a non-probabilistic intentional (MARCONI, 1990). The
research techniques used to operationalize the study were: (1) the indirect
documentation (desk research and literature), (2) the intensive direct
observation (observation and interview), and (3) the extensive direct
observation (forms).
This research used open structured
interviews, individual (owners) and collective (employees) from a script where
identified key information and complementary forms were applied in the studied enterprise
(VERGARA, 2009). In the case of press conferences, they followed the approach
proposed by Thiollent (2007) as a source of data collection of action research.
The structured observation (VERGARA, 2009) was another technique used to
identify characteristics of employees and owners with the aim of a better
understanding of reality.
The overall observation
came from the methodology Guérin et al.
(2001) in which from the collective and individual interviews (demand) the
observer conducted a brief analysis of tasks with special focus on area bakery.
Were considered as observed gestures, postures, actions and communications
among bakers and helpers, and communications with other areas (confectionery shop
and administration).
The forms (adapted) were
used: (1) audit capacity (FNQ, 2009a; 2009b), (2) innovation audit (DE JONG;
MARSILI, 2006; FREEL, 2003; 2005; DE JONG; VERMEULEN, 2006); (3) benchmarking
(BÜYÜKÖZKAN; MAIRE, 1998), (4) Selection of opportunities (CARVALHO, 2009),
(5) Definition of resources (CARVALHO, 2009), and (6) planning for innovation
(HARVARD BUSINESS ESSENTIALS, 2011) for application of techniques/innovation
management tools from the enterprise.
The tools and techniques
used in this research and applied in Alpha Enterprise are
presented in table 3. Aiming to maintain the
confidentiality of the enterprise will be called Alpha enterprise, this secrecy was requested
by the owners. In all individual interviews were conducted with two
individuals, one owner and the other a people manager of the enterprise. The duration of the interview was between 45 minutes and 60 minutes. Regarding collective interviews with employees, they occurred with 16 employees (a
total of 21 employees). The average length of the interviews was 30 minutes in each
sector due to occur
during daily activities.
Table 3:
Distribution of interviews.
Distribution of interviews |
|
Sector |
Alpha enterprise |
Top Management |
1 partner |
Confectionery |
7 employees |
Bakery |
4 employees |
Shop |
5 employees |
5.
DATA ANALYSIS
The enterprise
studied is a small enterprise
with 21 employees located in Manaus, is
in the business of baking for ten years and has as main products manufactured in addition to breads, pies,
cakes, savory snacks
and breakfast. Access to the
enterprise occurred through previous contact with the owner via professional
statement.
The quality of products, service and
price are the main differences mentioned
by the enterprise and requested by
customers. Sales hit
their highest levels in the
months of October, November and
January, over the months of June and July is considered the weakest.
5.1.
Gathering of information
The step
gathering of innovation information comes from the exploitation of internal and
external environment of the enterprise to identify signs or opportunities where
the enterprise needs to respond. In this study we used different tools to
survey the current situation of the enterprise.
The
study began with visits where interviews were conducted with the owner aiming a
better understanding of the enterprise after the interviews were press
conferences, the systematic of these interviews took place in the enterprise by
sector (bakery and confectionery shop) and started with the clarification the
object of study, then were the questions of possible suggestions for
improvement or something new for the enterprise. In these interviews followed a
small script and ran only the transcription of answers. The interviews took
place without the presence of the owners appeared to cause the spontaneous
responses of employees.
Direct
observation (not participant), following the methodology of Guérin et al. (2001), was performed to enrich
the flowchart and understanding of the reality of the enterprise as a whole
held seven direct observations, two observations in the confectionery , bakery
and three observations on two observations in the store. Each observation lasted
for about two hours in the following areas of enterprise Alpha and sought to
understand the gestures, postures, actions and communications between employees
of the area and with other areas.
In order
to identify possible trends in the sector of bakery and confectionery were
necessary a visit to SEBRAE Amazonas, the use of a study of industry trends
bakery and confectionery (SEBRAE; ABIP, 2009) and access to the site PROPAN
(Program support the Bakery), all possible examine important trends in the field
of baking, such as automation, food service, packaging, shops, among others.
Applied
SWOT analysis (Figure 1) to view the enterprise's positioning in the market
environment in which it operates. SWOT analysis considered the positions of
both the employees and owner as the observations occurred in the enterprise.
Then , we applied two forms: the first, called audit capacity (Figure 1)
assesses several dimensions of enterprise management (strategic management,
people management, production management, marketing management, information
management and socio - environmental), the second form is called audit of
innovation (Figure 2) and aims to assess the enterprise's relationship with the
various types of innovation (product, process, marketing and organizational) as
well as with the various elements that make up the innovation (inputs of
innovation, sources of innovation, managerial attitudes, planning for
innovation and external orientation).
Figure 1: SWOT
Analysis – Alpha Enterprise. Source: Author
At this
stage, it was benchmarked with five bakeries considered excellent in Manaus
with the aim of increasing knowledge of the practices adopted by them, for
this, we adopted the methodology for conducting benchmarking proposed by
Büyüközan and Maire (1998). The criteria adopted for this benchmarking study
were used: (1) production, (2) product quality, (3) employees, (4) customer
profile, (5) services offered; (6) store layout and production and (7)
marketing. Interviews were conducted with employees (both in the production
area as the commercial area) where they observed the practices adopted by these
companies related to the criteria mentioned.
All
information gathered in the interviews with the owner and the staff added to
the results of the two forms (audit capacity and innovation audit), SWOT
analysis, benchmarking and the direct observations allowed to identify the
demands which the enterprise needed to improve. To accomplish the step of gathering
of information were required 12 visit to the enterprise Alpha in a period of 30
days, counting the period of the data analysis.
5.2. Diagnosis of current situation
Respect of the information presented in the stage of data collection and the definition of the lines of action favorable to the
enterprise. To facilitate the visualization was created a map of
the enterprise's current situation (table 4) where it
entered the results of the tools presented and
possible solutions and/or actions
to be developed. This
map was presented to the owner
and staff of the enterprise in the form of a meeting.
Table 4: Map of the current situation – Alpha
enterprise
MAP OF
THE CURRENT SITUATION |
|||
TOOLS |
CURRENT SITUATION |
POSSIBLE
STRATEGIES, ACTIVITIES, ACTIONS AND INNOVATIONS |
|
SWOT Analysis |
Figure 1 |
|
Improve financial control; Self-service; Standardization of production; Stock management; Expand product mix. |
Benchmarking |
1. Wide variety of breads, cakes and pastries; 2. Standardization of stores; 3. Climate; 4. Standardization in the production area; 5. Layout service companies; 6. Production plan. |
Change layout of production; Production plan; Redesigning care process; Climate. |
|
Audit capacity (business excellence model) |
Aspects to be improved: 1. Strategic plan (goals and indicators); 2. Financial control; 3. Performance evaluation; 4. Job descriptions; 5. Organizational training; 6. Production control; 7. Process mapping; 8. Quality tools; 9. Control of suppliers; 10. Effective marketing actions; 11. Communication with clients; 12. Organizational indicators. |
Strategic plan; Financial control; People
management; Changing the
production layout; Control of
suppliers; Marketing
plan; Customer
satisfaction; Informatization. |
|
Innovation Audit |
Aspects to be improved: 1. There were innovations in processes, marketing
and organizational; 2. There were innovations in products, but at
random; 3. Budget and longer for innovation; 4. Planning for innovation; 5. Cooperation with other companies. Positive aspects: 1. Has positive managerial attitudes; 2. Inova products, but needs more systematic. |
Form for suggesting improvements of employees; Process NPD (New Product Development) formal; Develop partnerships with other actors for
innovation. |
|
5.3. Selection and prioritization
The
systematic of the meeting held as follows: first, happened the map display of
the current status to stakeholders and then came the discussion about what
actions would be acted upon and what would be delayed based on the map of the
current situation. Were chosen ten actions of twenty initially proposed
contained in the map of the current situation to compose a spreadsheet
selection of opportunities.
Used as
criteria for selection of opportunities for innovation: (1) the ratio
profit/investment, (2) reducing costs, (3) improving the work environment, and
(4) ease of implementation. These criteria were given a score according to the
impact of innovation in relation to them. For this selection process used a
spreadsheet selection opportunities, this spreadsheet allowed for an easy way
to prioritize actions by the appropriateness of the action with the criteria
mentioned above.
A total
of ten actions selected on the map of the current situation by the owner and
employees, five were selected by the spreadsheet (actions with high scores). Finally,
the actions chosen were:
1.
Standardization of production;
2.
Production plan;
3.
Changing the production layout;
4.
Stock management;
5.
New product development.
5.4. Resources
This
stage is characterized by the definition of the resources necessary for the
correct functioning of the innovation process both in relation to knowledge about
the technology or equipment. At this time it was used a spreadsheet resource
definition that allowed allocate resources in each of the five major actions
relating to key aspects of the enterprise (human resources, infrastructure,
technology and financial resources). It was attempted to describe the resources
needed to achieve the goal of each action and what forms of access to these
resources.
5.5. Implementation
This
step used to Planning for innovation in order to put into practice the actions
selected and defined in the previous steps. Planning for innovation has allowed
defining what kind of innovation that the enterprise was effectively adopting
and what goals it aims to achieve this innovation. Outlined the short-term
actions, measures that served as parameters for these actions and the actions
in the long term the enterprise has adopted.
Were
prepared three plans for innovation from the five main ideas enabling the enterprise
to define what resources would be needed to meet the various actions
distinguishing the main sources of support of the main sources of resistance.
For this, it was developed a schedule of training for both the owners and the
employees for changes in training and professional qualification. The period of
implementation of actions lasted five months. The implementations of the
actions occurred as follows.
Standardization of production: development
and implementation of technical product row of the enterprise (bakery and
confectionery shop) where they have been developed in order to standardize the
production of confectionery, bakery and shop (snacks). Fact sheets are composed
of several components necessary for the production of food, such as ingredients,
gross amount/liquidation, unit cost/total method of preparation, assembly and
decoration.
Production plan: occurred the
preparation, adoption and adaptation of the production plan with the owner, the
production plan aimed at improving the control of which would be produced by
the bakery in the areas of bakery and confectionery. The production plan contains
the product to be produced, the sequence of production, the quantity to be
produced and the raw materials needed for production.
Changing the production layout: to
change the layout of confectionery production was necessary to expand an area
previously used as a stock which provided increased area for preparing food for
the food service, in baking, for changing the production layout was necessary
to replace the wood oven for a gas furnace. In the case of gas oven choice,
rather than the electric furnace, was due to the instability of the power
supply in the city of Manaus, after replacement, bakery machines were organized
with the aim of following the flow of production.
Changing
the layout of the store was the expansion of the store, purchase of equipment
for the food service deployment and cooling of the internal space of the store.
Were still required to hire two employees (dolly and attendant) to accompany
this new service. Finally, there was the implementation of the 5S program where
a partnership with SENAC allowed employee training and periodic monitoring by
Safe Food Program (SBP).
Stock management: for the improvement
of stock management has created a spreadsheet to track of weekly spending based
enterprise in the production plan. The stock was closed and only by the
signature of an internal drive employees could take the necessary raw
materials. The own production planning and data sheets are intended to target a
greater control of production. The enterprise Alpha had 15 loaves in its
product row at the beginning of the intervention, rising to 21 by the end of
the intervention. This diversification was mainly due to change of mind of the
owner and due to the training of employees.
New product development: the Alpha
enterprise aiming to expand its product line developed a line of breads based
on cassava starch and Brazil-nut (Bertholletia excelsa). The cassava starch was
used in the proportion of 10% relative to the amount of flour and this allowed
a reduction of production costs allowing the inclusion of Brazil nuts without
raising the price of the product. The Brazil-nut was also used in confectionery
for the formulation of regional pies and cakes. Added to the Brazil-nut, the
enterprise started using the cupuaçu,
cupulate (cupuaçu benefited in the form of chocolate) and puxuri
(Licaria puchury-major) as the basis for their pies and cakes. The puxuri, also
known as angel smell, is used as a cosmetic or food flavoring and was initially
used as a medicinal properties in the treatment of insomnia and cramps.
5.6. Learning
The
learning stage is a time for feedback and aims to learn from both the successes
and with errors. In the stage of gathering information applications of tools
and techniques enabled the enterprise Alpha a more complete view of the
organization, this stems from the fact that this step has enabled the analysis
of various viewpoints. Employee participation was crucial to the enrichment of
the management model as it enabled a better understanding of what your reality
found in the search for solutions to their demands.
Main
lessons, the model innovations that rise at all stages of the process, the
steps of collecting the information, diagnosis of the current situation,
selection/prioritization and resources are fundamental for a correct
proposition of actions aimed at the fulfillment of organizational goals. The
implementation stage is the longest stage to be related to the practice and
involve the participation of employees and owner. The model allowed the
exchange and the purchase of internal and external knowledge.
5.7. Evaluation
Regarding
the step evaluation, the results indicate
that the Alpha company of the five proposed
actions initially (standardization
production, stock management, production plan, new
product development and modification of production
layout) occurred implementing all.
Ø
Standardizing production occurred by the development of
chip production techniques;
Ø Stock
management happened by using a spreadsheet to control of raw materials, the
product data sheets, the production plan and internal control to employees;
Ø The
production plan was drawn up and implemented appropriate;
Ø Change the
layout and production of store to adapt to the new service food service;
Ø
New product development adopted the methodology
proposed by Bizguides (SBDC, 2011) to the process
of product development resulting in the increase
in the number of new products launched, from
15 to 21 loaves in five months. The new products developed using
Amazonian inputs (cassava starch, Brazil-nut, cupuaçu, cupulate and puxuri)
expanded the product portfolio, and develop a completely regional product line
focusing on clientele of tourists visiting the city.
Additionally,
there was (1) an increase in the number of training staff and owner resulting
from new partnerships with SEBRAE, Senac and union of bakeries, (2)
implementation of food service for lunch, (3) hiring two employees (one dolly),
(4) climate Store, and (5) changes in the layout of the store under the new
service.
The analysis of radar audit capacity (Figure 2) demonstrates the considerable
improvements in the management aspects of production (before 1.31 and after 1.58),
especially primary and secondary processes (before 1.00 and after 2.64)
resulting from productive innovations and business management (before 1.52 and
then 2.50), especially strategic management (before 1.18 and then 3.27)
resulting from the use of planning for innovation. The people management
dimension also showed an increase (before 1.25 and after 1.89) arising from
partnerships for capacity building and training. The dimensions of marketing
management and information management showed no significant increases.
Figure 2: Audit
capacity (before and after) – Alpha Enterprise.
The radar contains an analysis of
innovation audit (Figure 3) showed significant increases in the final results
in relation to the initial stage, mainly in the dimensions innovation input
(before 1.50 and after 2.50), especially in training programs and development
(before 2.00 and after 4.00 ), the dimension planning of innovation (1.00
before and after 4.00) due to the use of innovative design, dimension and
external orientation (before 1.33 and after 2.33). The size of the output
innovation we observed an increased (before 1.25 and after 2.25) due to the
innovations were concentrated and the organizational processes. In the overall
result the company had a score of 1.50 in early intervention through to 2.56 at
the end of organizational intervention.
Therefore, the organization
demonstrated, as corroborated by radar of audit capacity and innovation audit,
a process of transformation through the use of the proposed approach so that
through innovations in products and processes the enterprise has become more
organized, proactive and innovative. The less significant results observed in
radar of audit capability demonstrates the focus of the approach to
implementing improvements or innovations in the enterprise , however it needs
to be considered by the company as a source for future innovative projects .
Figure 3:
Innovation audit (before and after) of
Alpha enterprise.
6.
FINAL CONSIDERATIONS
The use
of innovation management in a small enterprise in the food sector in the city
of Manaus allowed identifying, implementing and evaluating the adoption of
business practices appropriate management of innovative processes within that enterprise.
The main difficulties, needs and opportunities of the enterprise were raised
aiming for greater competitiveness in the local market as well as improving the
quality of life of workers.
The
approach to the innovation management proposed in Coelho (2012) was effective
because it was possible to know the internal and external environments and the
factors that may influence the type of activity which the enterprise operates.
The implementation of these actions was the most complex stage as demanded not
only the introduction of new activities, but also the need to deal with the
mistrust expected by employees and owners. The stages that comprise the
approach (gathering information, diagnosis of the current situation; selection
and prioritization; resources; implementation; learning and evaluation) were
put into practice and the needs of the enterprise were evidenced by the various
tools used. The approach allowed defining what actions would be taken by the
enterprise and starting the process of innovation management in the
organization.
Can be
highlighted as main results: (1) a survey of the major internal and external
aspects inherent competitiveness of companies, (2) adoption of an approach and tools
for innovation management, (3) developing an action plan and planning for
innovation, (4) presentation and discussion with employees and owners of major
innovations necessary actions aiming and internal improvements, (5)
implementation of innovations and improvements in the business, and ( 6 )
acquisition of internal and external knowledge. The entrepreneurial attitude
toward innovation is crucial to organizational success as presented in Dyer,
Gregersen and Christensen (2009) and corroborates this study.
In
summary, the results demonstrate the usefulness of the approach to innovation
management in order to increase competitiveness and working conditions in MSEs,
but there is the need of the effectiveness of a triple helix model
(university-industry - government) to act and provide these MSEs interactions
necessary for the emergence and development of innovations. The relevance of
this study lies in applying an approach to innovation management in MSEs that
enables such firms a knowledge of their internal and external needs
(ambidexterity) and considers the process of innovation as a social nonlinear construct.
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