| Summary: | This research investigates and analyzes the innovation process in a mining company supplying inputs for the global
steel-metallurgical market. The analysis model was structured into four categories originated in the innovation
process as the assumptions by Davila et al. (2007), to know: (i) strategic and innovation models, (ii) factors
that can influence the implementation of the innovation, (iii) management systems and/or tools, (iv) indicators,
metrics and results. A qualitative research strategy was based on a study of a single case and three criteria were
used to judge the quality of research: construct validity, external validity and reliability. Multiple sources of
evidence were used (interviews, documents and observation) and data analysis observed three stages namely:
(a) data reduction, (b) display, or exposition of data, (c) checking/ conclusions based on interferences from
evidences or premise. The results confirmed the existence of an unstructured and informal innovation process
meticulously described from four elements of the analysis model. The findings point to a strategy and innovation
model still in early stages of maturity, as well as execution influenced by structural and socio-behavioral issues.
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