**7. Discussion and conclusions**

This chapter developed a definition of the innovation management system for SMEs in a specific and relevant sector, the dairy sector, based on identifiable and

#### **Figure 4.**

*Implementation of the framework for the systemic management of innovation in SMEs in the dairy sector. Source: Own elaboration.*

operational components: innovation capabilities, innovation activities, and innovations. The system defined shows the generic elements and the relationships present, in order to understand innovation not only as the sum of its parts but as a complex and manageable whole. The innovation management system for SMEs in the dairy sector is instrumented through a framework for the systemic management of innovation in these companies in three phases: analysis, decisions, and actions. This sequence sets in motion the company's innovation strategy, which allows moving from theory to practice for the benefit of organizations seeking a concrete procedure to formalize their innovations with a broad understanding of the phenomenon.

In the case study developed in this chapter, it is observed that the implementation of the framework facilitated the alignment of innovation objectives with the company's competitive strategy and objectives, the establishment of the innovation project in a detailed and organized manner, the definition of innovative activities, the observation of the relationship between financial management and the management of innovation capabilities, and the participation of the different organizational levels. It also highlighted emerging problems in the innovation project in order to solve them in a timely manner, which could undoubtedly be of value for all types of organizations.

In summary, the established systemic management framework for innovation in SMEs in the dairy sector makes it possible to propose innovative projects aligned with the company's competitive strategy, carry out an analysis of the environment from a systemic point of view, and adequately identify innovation opportunities and propose feasible innovation objectives that lead to an increase in the value perceived by customers and consumers, in order to make the innovation a reality. Although this chapter presents a study with areas of opportunity, it can be considered as a first relevant approach both for the elements of the model considered as well as for the systemic approach used.

Finally, the authors of this chapter see different opportunities for future studies, which include testing the model in a simulated manner in different scenarios, as well *Toward the Adoption of a Framework for the Systemic Management of Innovation in SMEs… DOI: http://dx.doi.org/10.5772/intechopen.112036*

as implementing it in an organization with technological innovation projects. In addition, this model could be adapted to understand whether innovation with a systemic approach is applicable to large companies. This opens the possibility of further exploring the adoption of innovative approaches based on specific capabilities and thus encouraging organizations to develop these types of capabilities.
