Unlike the past, currently, thinkin

Unlike the past, currently, thinking about
innovation refers to a reflection of value cocreation
through
strategic alliances, customer

approach
and adoption of different
business

models.
Thus, this study analyzed
and described
the
innovation
process
of
company
DSM,

connecting
it to concepts of organizational

development
strategies and the theory
of business

model.
This is a basic interpretive
qualitative

research,
developed
by
means of a single case study

conducted
through
interviews
and documentary

analysis.
This study enabled us to categorize
the
company
business model as an open, unbundled
and
innovative
model, which makes innovation
a
dependent
variable
of this internal configuration of value creation and value capture. As a theoretical
contribution, we highlight the convergence and
complementarity of the “Business Model Canvas”
tool and “Innovation Funnel,” used here, to
analyze the empirical case.
This chapter aims to analyze the empirical
categories identified in light of the previously
presented theory. Therefore, the analysis is divided
into three stages, aligned with the purpose of
this study: analysis of the DSM growth strategy;
analysis of the innovation process from the
perspective of open innovation and the innovation
funnel; and analysis of the company’s business
model, based on the BMC.
This study mainly aimed to understand the
DSM innovation process along its evolutionary
context, showing a theoretical approach of the
innovation funnel with the Canvas Model. The specific objectives sought to: understand
the DSM development and growth strategy
throughout its history; understand the company’s
innovation process from the perspective of the
innovation funnel; and understand and describe
the organization’s business model based on the
Business Model Canvas. Considering the above,
it appears that all the specific objectives have been
met and properly integrated in order to achieve
the main objective.
As we understand that the DSM is a
reference company in the industry, the research
was structured as an empirical research from
a single case study based on interviews and
supported by the analysis of primary and
secondary data.
As the main empirical contribution, we
identified in this case a dependent relationship of
innovation with the business model adopted by
the DSM, and that the logic of creation, delivery
and capture of value is of paramount importance
for the conception and development of a new
product.
Therefore, and derived from this finding,
other contributions were made possible by this study.
Regarding the development and growth
strategy of DSM, we point out the existence of
proximity between the empirical practices and
academic postulates, with the company being
essentially structured in diversification strategies
and product development, as well as in the use of
associations and geographic expansion as a driving
lever of market penetration, outlined to meet the
global deficiencies in 2050.
Inherent in the innovation process, we
draw attention to a dualistic operation evidenced
by internal and external developments related
to alliances, joint ventures, licensing practices,
and co-creation of value between partners and
customers.
The analysis of the business model
allowed us to characterize the DSM with an open
model typology based on the externalization
and internalization of knowledge, and on an
unbundled product innovation model, which
may operate in an intermediate position in the
innovation development process to society when inserted into the open innovation system.
Accordingly, as a theoretical contribution,
by analyzing the empirical case, it is possible
to correlate the “Business Model Canvas” tool
with the “Innovation Funnel,” thus identifying a
complementarity of the two concepts with respect to
the static approach of the first one and dynamic and
phased view of the second.
The limitations of this study are inherent
in the single case study, and therefore the
conclusions obtained here allow an in-depth
analysis of a situation in context and cannot be
extended or generalized to other organizations
with innovation at their essence.
Based on the foregoing, we recommend
that new research be conducted in order to
deepen the propositions herein formulated, and
for a better understanding of the process in other
companies strategically structured and based on
innovation.