This paper studies the innovation management in a food company located in Peru, subsidiary of a multinational corporation, through a case study. Two of the questions of the study are related to the influence of headquarter in the process of innovation management in the subsidiary and to the barriers and facilitators to the different elements of the process; for which it was proposed a model consisting of six elements: scan, focus, resource, implement, learn and protect. Obtaining of information was made from direct observation, review of secondary sources and through interviews with company executives. The company has implemented all the elements of the model, but the one that presented the less development was learn. It was also observed that part of some elements such as scan, focus and protect are centralized in the headquarter and that there are barriers and facilitators that have contributed to the greater or less development of each of elements of model, among which may be mentioned as facilitators: the high level of competition in the market, the continuous updating of regulations related to the activities of the company, the quality management system implemented by the company and the influence of the headquarter. While the major barriers have been the centralization of certain functions at the level of headquarter and the low-technology intensity of the sector.