EDGARD RASQUINI ARNAS
Innovation Management in Diagnostic Medicine: a Case Study
Class: 215, FEA-5
Adviser: Prof. Dr. Marcelo Caldeira Pedroso
Comission: Profs. Drs. Luciane Meneguin Ortega, Ana Maria Malik, Marcelo Hiroshi Nakagawa
This paper seeks to answer the research question: how works the management of innovation in a case of Diagnostic Medicine? The purpose of this study was to deepen the understanding of innovation management in a diagnostic medicine company, understanding the stages of the innovation process (ideation, conversion and diffusion), understanding how the innovation strategy is embedded in the process of innovation management, and understanding how people and organizations are involved in managing innovation.
This research made use of a theoretical-practical approach of qualitative approach and exploratory objectives through a case study in a large diagnostic medicine center, recognized by management and innovation practices. The techniques of semi-structured interviews, direct observation in the company, and document analysis were used. For the interview stage, a semistructured protocol was developed with orienting questions according to bibliographic research regarding innovation management, the health sector and diagnostic medicine. We interviewed 12 company leaders involved in innovation management. All data sources were analyzed and triangulated, arriving at the presentation and discussion of the results of the case.
The research highlighted the importance of innovation in diagnostic medicine, which can reduce costs and increase quality, and generate value for the rest of the chain.
The innovation strategy is aligned with the corporate strategy in several elements and has a process of definition of drivers that guide the company in the process of innovation.
The innovation process is influenced by several actors found in the literature. Besides these others were cited as representative bodies, and the ministry of science and technology.
Two structured innovation processes were evidenced: process of new products and new processes. The process of new products is aligned with the stage gates model, while the process of new processes is broader following the hegemonic model. The stage of ideation occurs with the generation of ideas by both internal and external sources, the main sources being the doctors and technical advisors, and collaborators. Techniques such as brainstorming, customer behavior observation, and academic research are used. In the conversion stage, the selection and evaluation can be done collegially or individually, through forums that can be even virtual. The selection criteria are strategic alignment, financial, technical and commercial analysis. In the development and implementation, we highlight the application of pilots and tests before the effective implementation of the innovation, the training and follow-up of the implementation. Finally, the diffusion stage occurs externally, through the commercial team with the operators, and with the team of medical and technical advisors, with the medical clients, in addition to the channels of dissemination such as events, congresses. Publicity with end customers is through websites, social networks, and magazines. Already internally the communication occurs mainly in the form of virtual murals and portals of communication, in the updating of technical documents, and through internal events of dissemination of knowledge, awards and recognition.
In people and organization, the research evidenced that culture influences the process of innovation management, being historically formed on the pillars of knowledge generation and academic relationship in universities. It aims to manage human resources by capturing people aligned with the value of innovation from the hiring stage, through training, annual performance evaluation, awards and recognition. Not only do internal collaborators receive incentives and recognition, but there are also incentives to suppliers, doctors and university students through specific programs.
*Abstract provided by the author