1 - Aurélio Martins Favarin Empresa Brasileira de Pesquisa Agropecuária - Embrapa - Diretoria de Negócios - Ambientes para Inovação
2 - Luciana Leitão Mendes Empresa Brasileira de Pesquisa Agropecuária - Embrapa - Agroindústria de Alimentos
3 - Paula Rodrigues Almeida Polidoro Embrapa Agroindústria de Alimentos - Transferência de Tecnologia e Negócios
4 - BRUNA DA CONCEICAO DE MATOS Empresa Brasileira de Pesquisa Agropecuária - Embrapa - Embrapa Agrobiologia
Reumo
Embrapa is a public research institute created in 1973. Its Innovation Policy was published in 2018, focused on new possibilities related to open innovation, and its internalization is in the consolidation phase.
The general objective of this article is to analyze Embrapa's open innovation initiatives through a multiple case study (Business Model Canvas, SWOT analysis, semi-structured interviews) and propose paths to develop new initiatives of this nature. To facilitate understanding of the investigated context, the concepts of silo effect, open innovation and network theory are applied.
The role of Embrapa goes beyond providing technology, acting as an articulator of innovation. Concepts like open innovation and network are very important for Embrapa.
However, internal relationship and relationship with other institutions are challenging and the existence of the silo effect in the Embrapa open innovation initiatives has been demonstrated (Favarin et al, in press), requiring the creation of a network mechanism (Favarin et al., 2024). In this sense, it is necessary to instrumentalize networking, which is why this work was developed.
A survey was applied to map Embrapa open innovation initiatives, which identified: DUs carried out 31 initiatives; 5 (16%) initiatives were carried out in partnership with DUs; 19 (61%) initiatives were promoted in partnership with other institutions; 21 (50%) DUs promoted initiatives. Understanding that there were low the number of initiatives in partnership with DUs and the number of DUs promoting initiatives, different approaches (i.e., Business Model Canvas, SWOT Analysis, semi-structured interviews) have been applied. From that, it was possible to propose paths of carrying out initiative.
The proposed Roadmap is organized in 3 stages. Steps 1, 2, 3 and 4 (Internal Environment Preparation Stage) are part of a structuring and strategic approach to actions related to the innovation process.
From step 5 to the 15 (Strategy Development Stage), the aim is to structure the initiative's business model. An adaptation of the Business Model Canvas was developed, with new fields and questions to guide its completion. Steps 16, 17, 18 and 19 (Evaluation Stage) play an important role in analyzing what has been done and establishing what the next steps will be.
The DU which carried out Preparing the Internal Environment Stage has important results. The creation of a multidisciplinary working group to think strategically about open innovation was fundamental to evolve within the theme and allow it to develop the other stages.
Regarding the Strategy Development Stage, all the DUs showed attention to the steps related to it, with very clear definitions for almost all the items. The exception is the definition of Analysis Indicators (Step 15) and it has a negative impact on the Evaluation Stage.
This article makes important contributions. Firstly, from a methodological and technical-managerial point of view, it proposes an analytical model for open innovation initiatives, proposing paths for future initiatives based on organizational learning. Secondly, it applies the proposed model to a nationally and internationally recognized organization, which will be able to take practical advantage of all the findings related to the analysis process and the proposal of paths, as well as demonstrating that the proposed model is viable.