• What is the essence of innovation management.
• What are the goals and types of innovation management?
• What are the tasks and functions of innovation management.

Innovation management(eng. innovatory management - innovation management) is a relatively new area of ​​management. The term has become widespread since science, technology, and innovation became a key factor in the economic success and development of the competitiveness of companies.

Today, innovation management is an integral part of the enterprise’s activities. We'll tell you how to implement it in your company and get significant profit.

Why innovative management for your company?

Modern innovative management, as part of a unified science of management, is distinguished by the evolutionary development of key theoretical positions and concepts.

Professionals in the field of management argue that innovative management is a multifunctional activity, and its object represents factors influencing new processes: economic, organizational and managerial, legal, psychological.

This type of management, like others, is characterized by special strategic objectives that directly affect the goals of innovation management, the main of which is to increase the company’s innovative activity, and the objectives are characterized by accessibility, achievability and time-orientation. The following goals are distinguished:

1. Strategic– are connected with the main mission of the enterprise, its deep-rooted traditions. Their main task is to choose the general direction of the company’s development and plan a strategy related to the implementation of certain innovations.
2. Tactical– specific tasks that are solved under certain circumstances, at various stages of implementation of the management strategy.

The goals of innovation management may vary both by level and by other criteria. Based on content, the following criteria can be distinguished:

• social;
• organizational;
• scientific;
• technical;
• economic.

In accordance with priorities, the following are distinguished:

• traditional;
• priority;
• permanent;
• one-time

The main task of innovative solutions is to introduce innovations.

Business owners are interested in what types there are and what the functions of an innovation management organization are. The following types are distinguished:

• functional;
• strategy aimed at development and growth;
• introducing the product into new areas;
• studying the competitive advantages of the company;
• determination of the main tasks, goals and prospects for the development of the company;
• formation of competitiveness and dynamic development of the organization.

Innovative management of an enterprise is aimed at solving certain problems and performing a number of important functions.

What problems will innovative management solve in your company?

The tasks of innovation management includes:

• identify promising areas of innovation activity;
• create and disseminate competitive innovations in the market;
• develop and improve production and products;
• develop and implement innovative projects;
• develop the company’s innovative potential and intellectual capital;
• create an innovation management system in the company;
• create a favorable innovation climate and conditions for organizations to adapt to innovation.

The principles of innovation management consist in the implementation of general management functions, among which the following can be noted:

1. Analysis and forecasting of innovation economy management in its field.
2. Setting goals and objectives, developing strategies for innovative development of companies.
3. Justification of innovative solutions.
4. Planning of innovation activities.
5. Organization and coordination of innovative activities.
6. Control and regulation of innovation activities.
7. Motivation for innovative activity.
8. Accounting and analysis of innovative activities.
9. Development of the company's innovative potential.
10. Assessing the effectiveness of innovation management.
11. Improving the company's innovative activities.

Forms and methods of innovation management

Innovation management presented methods:

Coercion, that is, the influence of the control subsystem on the controlled subsystem. It is based on legislative acts of the region and country, methodological and informational-directive documents of the company and higher authorities, on plans, projects, programs, and management assignments.

Motives, focused on the effective use of the company's potential, improving the quality and competitiveness of the services and products offered, the quality of life of the population in accordance with the ideology and policy of the development of the system. This method is based on the maximum possible optimization of a management decision, as well as the motivation of personnel to implement it, which is manifested in the economic incentives for company employees to achieve the final results of the management system.

Beliefs, based on the study of personality psychology and its needs. In order to convince an employee of the need to complete a task with the highest quality, at the lowest cost, and within a certain time frame, the manager should study his psychological attitudes.

Network Toning and Control, that is, a graphic-analytical method for managing the design processes of any system. The essence of this method lies in a network diagram that displays a model of all types of activities, the purpose of which is to complete a particular task. This model reflects the sequence of different types of work and their interrelationship.

Forecasting, implying a connection between ways and techniques of thinking that allow one to draw relatively reliable conclusions about the future development of an object. This method is based on the analysis of information about a given forecast object.

Analysis, manifested in:

• the unity of synthesis and analysis, which implies the division of the analyzed parts and objects into certain components in order to study their characteristic features from the position of interconnection and interdependence;
• strict ranking of factors and identification of the key link, which includes setting goals for the subsequent establishment of methods for achieving them;
• ensuring the comparability of various options for analyzing information in terms of timing, volume, quality, conditions for using the objects of analysis and methods of obtaining information;
• timeliness and efficiency;
• quantitative certainty.

Forms of innovation management presented:

1. Specialized units, including committees, councils, working groups. Their task is to determine the main directions of economic development and management of innovative technologies and make certain proposals in order to make the optimal decision.
2. New product departments, which are independent divisions. Their function is to regulate the innovative activities of the company as a whole, develop programs and plan innovative activities.
3. Design and task teams engaged in research, development and production of new products.
4. Development centers, which represent a relatively new form of organizing the innovation process. Their activities are aimed at introducing new products, expanding sales volumes and conquering their niche in the market.
5. R&D departments engaged in development and timely bringing them to the stage of development, further production and sale.
6. Specialized centralized funds for stimulating innovation, which accelerate the process of introducing manufactured products into mass production.
7. Analytical groups forecasting the development of demand for new products.

Complex and most flexible innovation management systems are primarily aimed at developing promising products, as well as transforming the management functions of innovation management. This system assumes that departments and services whose activities are related to the development of innovations are distributed across all levels of the management structure, interconnected through an established coordination system.

For such a management system to function properly, it is necessary to know and understand the key principles of innovation management.

15 principles of innovation management

Principles of innovation management are scientifically based fundamental ideas that determine the purpose, form and methods of implementing innovative activities of enterprises. Find out about the most important principles of innovation management in the article of the electronic magazine “General Director”.

Stages of innovation management

The decision-making process in innovation management consists of the following 6 stages:

1. Determining the need for a solution.

2. Diagnosis and analysis of the situation, formulation of the problem.

3. Promotion of alternatives.

4. Selecting the preferred alternative.

5. Implementation of the chosen alternative.

6. Evaluation of results and feedback.

Determining the need for a solution. Managers have to make decisions when a problem situation or a new opportunity arises. Problems of innovation management arise when organizational factors do not allow achieving the set goals. Some aspects of the work need to be improved. Opportunity, in turn, arises when managers focus on potential factors that exceed the needs of achieving their goals. In such situations, managers are able to see an opportunity to improve performance.

Knowledge of the presence of a particular problem or opportunity is only the first of the stages in a sequence of decisions that requires an analysis of the characteristics of the internal and external environment. During the learning process, managers carefully analyze the environment to determine how well the company's activities align with the environment's goals.

Diagnostics and analysis. Diagnosis is the first stage of the decision-making process, which consists of analyzing the underlying causes and factors associated with the situation that requires a decision. You cannot immediately move on to searching for alternatives; you must first carry out a detailed analysis of the causes of a particular problem.

Proposing alternatives. Once problems are identified or opportunities are identified, managers begin to propose alternatives. This stage is characterized by putting forward possible solutions that meet the requirements of a specific situation and correspond to the root causes. According to research, decisions do not have the desired effect, as a rule, because managers reduce the search time by choosing the first suitable option.

Selecting the preferred alternative. When a list of acceptable proposals has been put forward, you need to settle on one of them. Making a decision lies in this choice. The most suitable alternative is one that corresponds to the main goals and values ​​of the company, allowing you to solve the problem with minimal expenditure of resources. The task of managers is to make choices (which are determined by their personal qualities and willingness to accept risks and uncertainty) in such a way as to reduce risks to a greater extent.

Implementation of the chosen alternative. During this stage, leadership, administrative and persuasive capabilities are used to ensure that the chosen alternative is carried out. The final result is determined by whether it can be implemented.

Rating and feedback. During the evaluation process, managers collect the necessary information that will allow them to judge how effectively a particular decision is being implemented and how effective it is in relation to the assigned objectives.

Feedback is critical because the decision-making process is continuous and open-ended. Through feedback, you can obtain information that can launch a new cycle. Feedback is part of control, helping to determine whether there is still a need for new solutions.

In order to competently build innovative management in a company, you should understand the features of management and have the ability to plan a portfolio of innovative solutions.

Features of innovation management and planning a portfolio of innovative solutions

Innovation management is a process of decision-making in constantly changing conditions, constant study of innovation programs and re-evaluation of them both as a whole and in parts. The head of the innovation sector is aware that his activities are surrounded by uncertainties, both internal and external. It is never immune from the emergence of unforeseen technical problems, the need to redistribute resources, or new assessments of market opportunities. The system of planning and management of innovative technologies in management should be sufficiently flexible.

As part of innovation management, a project must begin with a clearly defined goal, which, like the final result, depends on the needs of the market. First of all, this is the relevant segment and its distinctive features, represented by size, acceptable price, technical efficiency requirements and product launch time. Products must be identified by their effectiveness, cost and date of introduction. These characteristics are related to each other, and thus some iterative procedure is necessary to clarify the goal.

Particular attention must be paid to what technical level of the product is most likely required for a particular market segment. Excessive parameters can increase R&D and production costs, as well as development time, and thus reduce profitability.

When initially defining a project, the focus should be on the market need and its satisfaction, rather than on decisions regarding the type of final product.

The project definition should be concise and do not limit the freedom of employees to find new solutions. At the same time, formulate clear goals, guidelines for technical, cost criteria and development duration.

The innovation portfolio can be filled with a variety of projects: from large to small, close to completion and at the initial stage of development.

Each project will require the allocation of scarce resources. Some projects will be terminated during implementation, their components will change in number and resource requirements, etc. Consequently, the process of drawing up plans and adjusting R&D plans is continuous. The number of projects included in the portfolio is determined by two factors: the size of the projects and the overall R&D budget. The structure of the portfolio is determined by its controllability by management and the company's R&D policy.

A portfolio consisting only of large projects is quite risky, unlike a small one. As the number of projects increases, the likelihood of efficiently completing at least some of them increases. Moreover, small projects are easier to “fit” together in the R&D process using available private resources (for example, pilot production capacity). However, small projects typically have modest profit potential, resulting in products with limited prospects entering the market. This is unlikely to correspond to the company's marketing policy.

The final success of any project is determined equally by technical and market merits, as well as the quality of project management. Good management is a critical resource in most companies and should not be scattered across many projects. After all, they are most often divided into stages, and the art of management consists in distributing their launch over time in order to ensure the effectiveness of the entire portfolio.

Innovative management in personnel management

The concept of innovative management concerns not only work processes, but also personnel policies.

Qualified personnel are the main resource of every company or organization. The constant search for innovations that will allow you to competently evaluate the effectiveness of activities and manage personnel is the core of successful business development. In Soviet times, such a thing as “personnel policy” or “personnel management service” did not exist, since personnel departments were only involved in document support for the activities of employees at the enterprise.

Sony can be considered as a positive experience in using innovative approaches in personnel management, in which the opinion of each employee is taken into account. The company has introduced weekly bonuses for the development of innovation proposals, which makes it possible to improve the quality of manufactured products.

The procedure for presenting envelopes is designed to have an emotional component, since the awards to innovators are presented by a pretty and beautifully dressed employee. At the same time, every suggestion for a week is encouraged, regardless of whether it will be used in the future.
The personnel management system is born from the moment any company begins to operate, if it plans to become successful and has the necessary features inherent in any innovation.

The formation and development of the system goes through all stages of the innovation process, corresponding to key economic laws. All changes are aimed at increasing the efficiency of employees, and therefore the success of the company as a whole.

The study of the personnel management system itself as an innovation should be carried out based on the following criteria:

1. Personnel development and business career management. The training program is built in conditions of discrepancy between qualification requirements and the actual competencies of employees, therefore it is necessary to individualize the training process in order to obtain the most effective result at a minimum cost.

2. Building a motivation system. The traditional motivational factor is the employee’s salary, determined by the value of a particular job. Moreover, a bonus system is also widespread, which involves a variable part of the salary, which is determined by the monthly contribution of each employee to the work of the department and the organization as a whole.

3. Formation of corporate culture. If every employee understands the basic values ​​and mission of the enterprise, this will have a positive impact on the effectiveness of his work, and the process of transferring these values ​​is the corporate culture.

4. Development of a competency model. This innovation is intended to regulate the multifunctionality of a number of jobs and competently build a technological chain, which helps prevent the occurrence of conflicts and focuses on the quality and efficiency of work.

5. Computer technologies in management. Software products allow you not only to keep records of personnel according to various parameters, but also to generate the necessary reporting documents that can be easily transported electronically.

The core of innovative approaches to personnel management is taking into account the characteristics of human resources:

1. People are intelligent beings who react to external influences emotionally and meaningfully, and not automatically, therefore, the interaction between the organization and the employee is two-way in nature.

2. People strive for continuous improvement and development, which improves the quality of the activities of each enterprise.

3. On average, a person’s working life lasts from 30 to 50 years, which means that the relationship between employees and the company can be long-term.

4. People choose their jobs meaningfully, guided by certain goals and expecting the realization of their ideas in return. The further process of cooperation depends on how satisfied the employee is with the interaction with the organization and vice versa.

The essence of innovation management

In the most general terms innovation management is a system of preparation and decision-making aimed at the formation, support and development of the innovative and technical potential of Russia as a whole, of each enterprise, of each organization in particular.

Innovation management is one of the forms of general, functional management, the object of which is the processes of innovative and technological development. In other words, innovation management is a system, a set of systematized modern knowledge about methods for creating labor-intensive innovations and their effectiveness.

The famous English scientist Frederick W. Taylor is rightfully considered the founder of the scientific management system. He first published his principles of scientific management in 1911.

"Firstly. The management takes upon itself the development of a scientific foundation, replacing the old traditional and crudely practical methods, for each individual action in all the different varieties of labor employed in the enterprise.

Secondly. The administration makes a careful selection of workers on the basis of scientifically established characteristics, and then trains, educates and develops each individual worker, while in the past the worker himself chose his specialty and trained in it as well as he could.

Third. The management cooperates cordially with the workers towards achieving the conformity of all individual branches of production with the scientific principles that it has previously developed.

Fourthly. An almost equal distribution of labor and responsibility is established between the enterprise administration and workers...

This combination of worker initiative, combined with new types of functions carried out by the management of the enterprise, is what makes the scientific organization so significantly superior in productivity to all old systems."

In his works, he formulated two main tasks of management:

• ensuring the greatest prosperity of the entrepreneur;
• improving the well-being of each employee.

At the same time, by the prosperity of entrepreneurship, which is very important to this day, he understood not only the receipt of high profits, but also the further development of the business. Speaking about improving the well-being of workers, he meant not only their high wages in accordance with the energy expended, but also the development in each worker of the potential that is inherent in him by nature.

The principles of scientific organization of labor, developed by F. Taylor, later became the basis for the creation of conveyor, mass-flow production, and the fundamentals of scientific management were widely used both in industry and in other sectors of the economy.

Following F.U. Taylor, a logically coherent system of scientific management was created by the famous French scientist Henri Fayol (1841-1925), whose outstanding abilities allowed him not only to manage for 30 years (from 1888 to 1918) a large mining and metallurgical company in France, but also to transform it from lagging to prospering. After retiring in 1918, he headed the Center for Administrative Research, which he created. All these years until his death, A. Fayol summarized and published his many years of observations. The main fruit of his observations and research was the book “General and Industrial Management”. Let us dwell briefly on its second part, “Principles and controls.”

Revealing, A. Fayol names those that he most often had to use:

• division of labor;
• power;
• discipline;
• unity of management (command);
• unity of leadership;
• subordination of private interests to general ones;
• remuneration;
• centralization;
• hierarchy;
• order;
• justice;
• constancy of personnel composition;
• initiative;
• staff unity.

Many of these management principles have not lost their relevance today.

A. Fayol, in addition to the principles, formulates the elements of management, the most important of which he considers foresight, citing the saying “To manage is to foresee.” A. Fayol called the program of action the main manifestation of foresight.

The second element of control is organization, both material and social.

The third element of control is stewardship. A. Fayol gives the necessary responsibilities of the manager:

• have in-depth knowledge of your staff;
• eliminate the incapable;
• be well acquainted with the contracts existing between the enterprise and employees;
• set a good example;
• conduct periodic inspections of the enterprise;
• arrange meetings with your key employees to achieve unity of management and coordination of efforts; do not overload your attention with trifles;
• to ensure that a spirit of efficiency, initiative and a sense of duty prevails among the staff.

A. Fayol calls coordination the fourth element of management - the coordination of all operations in an enterprise in such a way as to facilitate its functioning and success.

Particular attention is paid to such an element of control as control, which is applicable to everything - to material assets, individuals, actions.

Functions of innovation management

The most important components of innovation management are its functions:

• forecasting;
• planning;
• organization;
• motivation;
• accounting and control;
• analysis and evaluation. Let's take a closer look at them.

Forecasting

Forecast- a scientifically based judgment about the possible states of an object in the future, about alternative paths of development and the duration of the object’s existence. A forecast in a management system is a pre-plan development of multivariate models for the development of a control object. The timing, scope of work, numerical characteristics of the object and other indicators in the forecast are probabilistic in nature and necessarily provide for the possibility of making adjustments.

Purpose of forecasting— obtaining scientifically based options for development trends, cost elements and other indicators used in the development of strategic plans and carrying out research and development (R&D), as well as the development of the entire management system. The most difficult thing in a management system is forecasting quality and costs. Main forecasting tasks:

• choice of forecasting method and forecast lead time period;
• developing a forecast of market demand for each specific type of use value in accordance with the results of marketing research;
• identification of the main economic, social, scientific and technical trends affecting the need for certain types of beneficial effects;
• selection of indicators that significantly influence the magnitude of the beneficial effect of the predicted products in market conditions;
• forecasting quality indicators of new products over time, taking into account the factors influencing them;
• justification of the economic feasibility of developing new or improving the quality and efficiency of products based on available resources and priorities. The practical application of a particular forecasting method is determined by such factors as the object of the forecast, its accuracy, the availability of initial information, the qualifications of the forecaster, etc.

Plan and forecast are mutually complementary stages of management with the determining role of the plan as the leading link in management.

Planning

Planning- stage of the management process, which involves determining the goals and objectives of the activity, developing the necessary methods and means for solving them, the most effective in specific conditions.

Unlike a forecast, a plan contains clearly defined timing of the event and the characteristics of the planned object. For planned developments, the most rational forecast option is used.

The main tasks of planning innovation activities:

• choosing a promising company strategy based on forecasts of alternative strategic marketing options;
• ensuring the sustainability of the functioning and development of the company;
• formation of an optimal portfolio of novelties and innovations in terms of nomenclature and assortment;
• formation of organizational, technical and socio-economic measures to ensure the implementation of plans.

It is necessary to rank planning objects according to their importance for rational allocation of resources. For example, if manufactured goods have approximately the same level of competitiveness, then it is first necessary to direct resources to increase the competitiveness of the product that has the largest share (by sales value) in the company's program.

The variability of the plan is ensured by the development of at least three options for achieving the same goal and the selection of the optimal option that ensures the achievement of the planned goal with the least cost for its development and implementation.

The balance of the plan is ensured by the continuity of the balance of indicators in the hierarchy, for example, the functional model of the object, the cost model (when conducting a functional cost analysis), the balance of receipt and distribution of resources, etc.

Organization

Organization- the next function of the innovation management system, the main tasks of which are to form the structure of the organization and provide it with all the necessary resources for its normal operation - personnel, materials, equipment, buildings, funds, etc., i.e. creating real conditions for achieving planned goals. This often requires restructuring the structure of production and management in order to increase their flexibility and adaptability to the requirements of a market economy.

Currently, organizations form management structures in accordance with their own needs.

The next important task of the organization’s function is to create conditions for the formation of a culture within the organization, which is characterized by high sensitivity to changes, scientific and technological progress, and values ​​common to the entire organization. The main thing here is working with personnel, developing strategic and economic thinking in the minds of managers, supporting entrepreneurial employees who are prone to creativity, innovation and are not afraid to take risks and take responsibility for solving certain problems of the enterprise.

Motivation

- an activity aimed at activating people working in an organization and encouraging them to work effectively to achieve their goals. To do this, they are stimulated economically and morally, enriching the content of work and creating conditions for the manifestation of the creative potential of workers and their self-development. Carrying out this function, managers must constantly influence the factors of effective work of members of the work team.

Accounting

Accounting— the function of innovative management to record time, resource consumption, and any parameters of the management system.

Accounting must be organized for the implementation of all plans, programs, tasks according to such parameters as quality, costs, performers and deadlines. It is advisable to organize accounting of resource consumption for all types of resources, manufactured goods, their life cycle stages and departments. In relation to complex equipment, it is necessary to organize automated accounting of failures, operating costs, maintenance and repairs.

Accounting requirements:

• ensuring completeness of accounting;
• ensuring dynamism, i.e. taking into account indicators over time and using accounting results for analysis;
• ensuring consistency, i.e. taking into account indicators of the management system and its external environment;
• accounting automation based on computer technology;
• ensuring continuity of accounting;
• using accounting results to stimulate quality work.

Control

Control— management function to ensure the implementation of programs, plans, written or oral assignments, documents implementing management decisions.

Control can be classified according to the following criteria:

• stage of the object's life cycle - control at the stage of marketing, R&D, OTPP, production, preparation of the object for operation, operation, maintenance and repairs;
• object of control - subject of labor, means of production, technology, organization of processes, working conditions, labor, natural environment, regional infrastructure parameters, documents, information;
• stage of the production process - input, operational control, control of finished products, transportation and storage;
• performer - self-control, manager, control master, technical control department, inspection control, state, international control;
• degree of control coverage of the object - complete and selective control, etc.

Control can be defined as a continuous and structured process aimed at checking the progress of work, as well as taking corrective actions. The objectives of control are to, having received actual data on the progress of the project, compare them with planned characteristics and identify deviations, thereby identifying the so-called mismatch signals. Control can be divided into four stages:

1. monitoring and analysis of results;

2. comparison of achieved results with planned ones and identification of deviations;

• forecasting the consequences of the current situation;
• corrective actions.

Depending on the required accuracy, the following technologies for assessing project performance are distinguished:

• control at the time of completion of work (method “0-100”);
• control at the moment of 50% readiness of work (the “50-50” method);
• control at predetermined points of the project (method of control by milestones);
• regular operational monitoring (at regular intervals);
• expert assessment of the degree of completion of work and project readiness.

One of the most important factors determining the effectiveness of a project is the quality of all work on its implementation. High-quality project implementation means meeting customer expectations.

Analysis

Analysis— decomposition of the whole into elements and the subsequent establishment of relationships between them in order to improve the quality of forecasting, planning and implementation of decisions on the development of the object.

There are various methods of analysis.

Comparison method allows you to evaluate the company’s performance, determine deviations from planned indicators, establish their causes and identify reserves.

The main types of comparisons used in the analysis:

• reporting indicators - with planned indicators;
• planned indicators - with indicators of the previous period;
• reporting indicators - with indicators of previous periods, etc.

Comparison requires ensuring the comparability of the compared indicators (unity of assessment, comparability of calendar dates, elimination of the influence of differences in volume and assortment, quality, seasonal characteristics and territorial differences, geographical conditions, etc.).

Factor analysis - a method for studying objects (systems), the basis of which is to establish the degree of influence of factors on a function or an effective attribute (the beneficial effect of a machine, elements of total costs, labor productivity, etc.) in order to develop a plan of organizational and technical measures to improve the functioning of an object (system) ).

The use of factor analysis methods requires a lot of preparatory work and labor-intensive work to establish calculation models.

Index method used in the study of complex phenomena, the individual elements of which are immeasurable. As relative indicators, indices are necessary to assess the implementation of planned tasks, to determine the dynamics of phenomena and processes.

The index method allows factorization of the relative and absolute deviations of the generalizing indicator; in the latter case, the number of factors should be equal to two, and the analyzed indicator is presented as their product.

Graphical method is a means of illustrating economic processes and calculating certain indicators and formatting the results of analysis.

Functional cost analysis (FCA) is a method of systematic research of an object (product, process, structure) used for its intended purpose in order to increase the beneficial effect (return) per unit of total costs for the life cycle of the object.

Economic and mathematical methods of analysis (EMM) used to select the best, optimal options that determine economic decisions in current or planned economic conditions.

Many authors divide the development of scientific management in Russia into 3-4 stages. So, I.I. Semenova considers four stages of management development in the USSR and Russia:

• development of theory and practice of management in the USSR in the 1920-1930s;
• improvement of the economic management system in the 1940-1960s;
• restructuring of the management system in 1960-1990;
• modern concept of management and formation of the Russian management model.

The first stage is the time of building socialism in the USSR, which required the creation of a new social organization for the management of socialist production. During these years, the “general organizational science” of A.A. appeared. Bogdanov, “labor attitudes” by A.K. Gastev, the creation of the theory of “socialist rationalization” by O.A. Yermansky, the theory of “all organizational activity” by P.M. Kerzhentseva and others.

During the Great Patriotic War and in the post-war period, the main principle of management was cost accounting while strengthening administrative-command management methods. The first reform of the economic management system took place in 1965: the territorial management system was abolished, and the national economy returned to the sectoral system. For this purpose, 11 union-republican and 9 union ministries were created.

The 1979 reform was aimed at increasing production efficiency, and the 1986 reform was aimed at accelerating the country's socio-economic development. Finally, in 1992, a transition to market relations was carried out, which continues to the present day.

Basic principles of the Russian type of management, formulated by I.I. Semenova are:

• use in management of the concept of state regulation of the economy, including strategic management;
• freedom to choose a concept to create an optimal management model, without rejecting established traditional management methods;
• management based on constant innovation, despite the fact that innovation should become the most important component of Russian management;
• rejection of excessive centralization of power in domestic firms and acquisition of opportunities for top-level managers to quickly respond to a rapidly changing external situation;
• the use as managers of large companies of specialists who have negative experience in their own business, but who have not lost their entrepreneurial interest;
• development of a management strategy focused on constant changes both in the external environment and within the company;
• creating a system of social protection of the population, implementing it under the slogan “welfare for all”;
• introduction of indicative planning, providing for the development of long-term forecasts, medium-term plans for the socio-economic development of the country, annual plans for the use of the state budget;
• improving methods of motivation and personnel management;
• increasing the competitiveness of products and enterprises on the market, which is the main criterion for assessing the effectiveness of the management system.

Innovation management in modern times primarily refers to the direction of organization and personnel management, dedicated to the development, implementation and evaluation of various innovations. At the same time, innovative management can often be either underestimated or, on the contrary, overestimated by many managers, and due to this, in Russia it is not always used as the market requires. However, in general, it will be useful for every entrepreneur and manager to know what innovation management is and how to properly organize its implementation within the enterprise.

Innovation management - what is it?

Management is a process and direction of activity that involves the management of any objects. Thus, the management of an organization is focused on managing the entire business entity as a whole. Personnel management considers employees as its main object, and motivational management concerns their motivation. Accordingly, the object of innovation management is innovation, and it is in accordance with this concept that this part of the functional management of an organization is considered.

An integral part of an innovation manager are concepts such as R&D. R&D is research and development work,R& D sameis a foreign designation –Research& Development(Andresearch and developmentka). In most cases, it is the relevant departments that are entrusted with the responsibility for implementing and maintaining the entire innovation management policy in the organization.

R&D or R&D, in terms of economic theory and management are slightly different phenomena. Yes, the termR& Da little wider, since it concerns not only the implementation of innovations that have a material expression, but also covers various intangible areas where development work cannot take place as such.

Principles and goals of innovation management in an organization

The easiest way is to consider the practical mechanisms used when introducing innovative management directly at its functions. Since the object of this area of ​​activity is defined and represents innovation, all functions of innovation management are directly related to and, and include the following stages, each of which is best considered in more detail.

Forecasting

Forecasting within the framework of innovation management means a preliminary assessment of the prospects of certain areas of activity and the search for possible ways to improve the existing state. At the same time, the main tool in this aspect of activity is the creation of multivariate models for the development of specific processes or the entire organization. The forecasting function involves the following specific actions taken within its framework:

• Checking the development potential of a particular industry and possible general directions of development.
• Assessing the potential in the market to improve the industry.
• Assessment of the cost and possibility of working on creating your own innovations for the development of the aspect of activity under consideration.
• Making a decision on the advisability or inexpediency of moving to practical planning as part of improving the issue under consideration.

At the forecasting stage, there is no need to establish precise mechanisms for introducing innovations or to see the final result in its entirety. Forecasting primarily evaluates ideas and the object itself, which is subject to development, without developing practical solutions.

Planning

The planning function within the framework of innovation management may at first glance seem identical to forecasting, but this is not so. Planning involves a clear and specific consideration of the innovations obtained as part of forecasting and the creation of a detailed plan for their implementation and development in the organization. At the same time, the plan must also have some flexibility. In particular, provide for several separate implementation mechanisms.

In addition, the plan created within the framework of innovation management must contain the most complete description of both the immediate actions during the introduction of innovation and the expected consequences of its use in exact terms. At the same time, the plan must also imply the presence of strictly defined deadlines, in contrast to the forecast. Unlike the forecasting stage, which can be carried out exclusively by the relevant specialists in the R&D segment, at the planning stage consultations with the managers of the area in which innovations will subsequently be introduced at the enterprise are mandatory.

Planning can be combined with forecasting if the general goals of improvement are obvious, and the tools used are proven and not new within the market, but have not previously been used in the enterprise.

Organization

The task of innovation management is not only to develop or search for certain new solutions for the enterprise, but also to directly implement them and ensure the effectiveness of the said process. The introduction of innovations is carried out without fail, using both the initially prepared plan and the introduction of adjustments in the process of applying innovations.

The organizational function of innovation management provides for the possibility of temporarily transferring partial administrative power to a representative of this segment within the industry where existing business processes are being improved or updated to ensure the proper passage of the transition period and the fastest possible correction of problem situations. It should be noted that any implementation of innovations should occur not only with the participation of direct management in updated business processes, but also with the participation of all workers involved in these processes.

Innovation management does not necessarily have to ensure effective implementation or implementation of innovations. These responsibilities can be assigned to the management of the relevant area, subject to prior consultations and a clear understanding by all parties of the goals and practical mechanisms for implementing the developed innovative solutions.

Motivation

When introducing innovations, it is necessary to remember that any changes meet resistance from the team. Moreover, senior management does not always accept the adoption of certain innovations, even if they are extremely appropriate in the current conditions. Therefore, one of the tasks of innovation management is to create effective motivation for the introduction and use of innovations among both ordinary workers and management.

Considering that the direct search for innovation can also take place in the format of general brainstorming sessions with the participation of the maximum number of employees, innovation managers must be able to effectively interest all business participants in the said process - from top management to ordinary performers.

In this situation, innovation management in many aspects intersects with motivational management, about which you can read in more detail in a separate article.

Control and accounting

Maintaining control and recording of all events related to the process of innovation is another aspect that innovation management works on. The responsibilities of the relevant structures and employees include ensuring constant supervision over the implementation of all innovations within the organization or structural unit. Accounting and control can also be delegated to individual structural divisions of the organization and to immediate managers and employees, but only subject to the subsequent mandatory participation of the R&D department itself.

The lack of control and accounting for the implementation of innovations does not allow for subsequent analysis of the results of innovation policy within the enterprise and does not make it possible to evaluate both the quality of the innovations themselves and the direct quality of execution of the set innovation plan.

Analysis

Conducting an analysis of the implementation of innovations in an enterprise is the ultimate goal of the innovation department within the framework of one specific task. Based on the analysis, the forecast of future changes is subsequently rebuilt, taking into account existing trends, and the effectiveness of certain applied solutions is clarified. It is necessary to understand that the analytical part of innovation management actions is no less important than any other task assigned to the relevant specialists.

How important is innovation management in an organization and other nuances of its use?

The main difficulty of innovation management is the need for a separate parallel solution of many tasks - if innovation management concentrates on the sequential solution of the above goals, then these actions have minimal effectiveness. Accordingly, innovation management is a rather complex and complex process precisely because of its multitasking.
At the same time, individual elements of innovation management can be implemented both within the entire organization and within its individual structural divisions or business processes. It is necessary to understand that innovation management is not always a top priority within the overall functional management of an organization and should be addressed primarily during stable periods. However, an effective innovation department that successfully operates in an enterprise can, on the contrary, help in overcoming the crisis due to extensive work experience and the successful search for non-standard solutions and innovations.

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Introduction

Current trends in the world economy show that the level of development of a country and the well-being of the population are largely determined by the ability of the economy to adapt to the rapid pace of scientific and technological development. The effectiveness of scientific and technological progress is largely determined by the effectiveness of innovations, that is, the effectiveness of innovations in the form of introducing new products and technologies in the enterprise. The main reason forcing industrial enterprises to invest millions of dollars in the development of scientific and technological advances is intense competition. To this end, it monitors and forecasts the market situation, the behavior of main and potential competitors, and the emergence of new scientific and technological breakthroughs. This process is influenced by external and internal factors. It contains a certain range of problems, the solution of which, for the most part, is the responsibility of innovative management.

1. Content and essence of innovation management

1.1 Definition, goals, objectives and functions of innovation management

Nowadays, in conditions of fierce competition, an enterprise determines for itself a range of problems and tasks that will help it become a leader in the market. These include: strengthening intensive factors of production development, which contribute to the use of scientific and technical progress in all spheres of human activity; the decisive role of science in increasing the efficiency of the development and implementation of new equipment and technology; the need to significantly reduce the time required to create and master new equipment and technology; increasing the technical level of production; the need to develop mass creativity of inventors and innovators; the specifics of the scientific and technical production process (the uncertainty of costs and results, the pronounced multivariance of research, the risk and possibility of negative results); increased costs and worsening economic performance of enterprises when developing new products; rapid obsolescence of equipment and technology; the objective need for the accelerated introduction of new equipment and technology, etc.

The priority in solving these problems belongs to innovation management. Below are three definitions of innovation management.

Innovative management is a management activity focused on obtaining in production a new positive quality of various properties (product, technological, information, organizational, management itself, etc.) as a result of the development and implementation of extraordinary management decisions.

Innovation management is a set of principles, methods and forms of management of innovation processes, innovation activities, organizational structures and their personnel engaged in these activities.

Innovation management is a system for managing innovation, the innovation process and relationships that arise in the process of innovation.

So, from all three, quite similar definitions, we see that innovation management is, first of all, an innovation management system in which all organizational structures are involved in order to obtain a specific new product.

The goal of innovation management is to establish the main vectors of the company’s scientific, technical and production activities in the following areas:

* development, improvement and introduction of new products (actually innovative activities);

* further modernization and development of old profitable industries;

* closure of old production facilities.

The main task of innovation management is to manage innovation processes at any level through their qualitative and quantitative changes as a result of the application of organization and management methods that ensure the unity of science, technology, production and consumption, i.e. meeting public needs for an innovative product.

A necessary condition for improving the economic mechanism for managing innovation activity in the conditions of the formation of a market economy is the development of innovation management.

Innovation management is based on:

1) targeted search for ideas that serve as the foundation for innovation;

2) organizing the innovation process for a given innovation (which involves carrying out an organizational and technical set of works to transform an idea into a new product ready for promotion on the market);

3) the process of promoting and implementing innovation on the market.

The subject of management in innovative management can be one employee or a group of workers (marketing, finance specialists) who, through various techniques and methods of management influence, carry out the purposeful functioning of the management object. The object of control in innovation management is innovation, the innovation process and economic relations between participants in the innovation market (producers, sellers, buyers).

Innovation management performs certain functions: forecasting; planning; organization; regulation; coordination; stimulation; control. Generally speaking, they help identify areas for change, trends in scientific and technological development and changes in consumer demand; contribute to the development and implementation of planned targets; establishing relationships between structural divisions of the organization for the implementation of the investment program; contribute to the regulation of technical, technological and economic systems; coordinating the work of management system units; checking the organization of the innovation process, the plan for the creation and implementation of innovations.

Conclusion: innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: employee (group of employees). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on development, modernization, development and liquidation. Objectives - management at all levels through qualitative and quantitative changes.

1.2 Innovation and the innovation process as objects of innovation management

As we have already found out, the objects of innovation management are innovation and the innovation process.

Let's consider the first object of innovation management - Andinnovation process. It is the process of creating, mastering, disseminating and using innovation.

In relation to a product (commodity), the innovation process can be defined as the process of sequential transformation of an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales.

There are three logical forms of the innovation process:

1) simple intra-organizational (or natural) - involves the creation and use of an innovation within one organization, the innovation in this case does not take a commodity form;

2) simple inter-organizational (or commodity) - innovation acts as an object of purchase and sale. This form of the innovation process means separating the function of the creator and producer of innovation from the function of its consumer;

3) expanded - manifests itself in the creation of new innovation producers, in breaking the monopoly of the manufacturer, which contributes through mutual competition to the improvement of the consumer properties of the manufactured product.

The course of the innovation process, like any other, is determined by the complex interaction of many factors. Thus, the results of activities in the innovation sphere not only influence society, but also experience its opposite impact, and in a variety of aspects: scientific and technical, organizational, social, etc.

To characterize the innovation process, a category is used that denotes its most important internal component - the concept of diffusion of innovations.

Diffusion of innovation is the process by which innovation is transmitted through communication channels between members of a social system over time. Innovations can be ideas, objects, technologies, products that are new to the relevant business entity. In other words, diffusion is the spread of an innovation that has already been mastered and used in new conditions or places of application. As a result of diffusion, the number of both producers and consumers increases and their qualitative characteristics change. The continuity of innovation processes determines the speed and boundaries of the diffusion of innovations in a market economy.

It should be emphasized that diffusion is not always a consequence of innovation - the opposite situations are also possible.

In the innovation process, it is advisable to distinguish the following stages:

Achievements of fundamental science;

Applied Research;

Experimental design developments;

Primary development (implementation);

Widespread implementation (actually dissemination of innovation);

Usage;

Obsolescence of innovation.

Subjects of the innovation process can be divided into groups:

1) innovators;

2) early recipients;

3) early majority;

4) lagging behind.

Innovators are generators of scientific and technical knowledge. These could be individual inventors or research organizations. They are interested in receiving part of the income from the use of inventions.

Entrepreneurs who were the first to master an innovation act as early recipients. They strive to obtain additional profits by promoting innovations to the market as quickly as possible. They were called "pioneer" organizations.

The early majority is represented by firms that were the first to introduce innovation into production, which provides them with additional profit.

Lagging firms face a situation where the delay in innovation leads to the release of new products that are already obsolete.

In a market economy, taking into account a number of factors, conditions and reasons (increasing complexity of social needs, rapid updating of innovations, their knowledge intensity), there is a need for additional influence on the innovation process - its management.

The essence of innovation process management is the impact on the process of research, design work and the development of innovations so that the economic efficiency of the enterprise ultimately increases.

Management of the innovation process is carried out both on the basis of general and specific management principles. Specific principles include the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, and taking into account their creative nature.

The principle of flexibility is due to the cyclical nature of scientific and technological progress and the difficult predictability of the results of scientific research. The principle of flexibility requires the use of special types of planning and forms of financing, and influences the composition of scientific and technical personnel and the choice of management methods.

The principle of taking into account the time factor is due to the significant duration of the innovation cycle, the unevenness of the time period for the implementation of its individual stages and phases. This principle is associated with the need to take into account the long-term consequences of management decisions.

The principle of complexity presupposes the technical, economic, organizational and information unity of all links, at all stages and phases of the innovation process.

The principle of taking into account the uncertainty of innovative work and its risky nature is manifested in forecasting and planning, financing and methods for assessing the effectiveness of innovations. It requires, for example, the creation of insurance reserves to eliminate possible negative consequences or adjust the timing of individual innovative work.

The principle of taking into account the creative nature of innovative work has an impact on the innovation process management system: it determines the structure of management bodies, the mode of operation and management style, and the assessment of the effectiveness of innovative work (especially when stimulating the work of employees).

Let's move on to the next object of innovation management - innovation. The term “innovation” first appeared in the scientific research of cultural scientists back in the 19th century. and literally meant "the introduction of certain elements of one culture into another."

Only at the beginning of the 20th century. economic patterns of innovations began to be studied. In the 1930s, the Austrian economist Joseph Schumpeter, based on his work "The Theory of Economic Development", introduced the concept of innovation, interpreting it as a change with the aim of introducing and using new types of consumer goods, new production and transport means, markets and forms of organization in industry. Sometimes innovation is viewed as a process system, thereby recognizing that innovation develops over time and has a distinct stage pattern.

In modern world economic literature, “innovation” is interpreted as the transformation of potential scientific and technological progress (STP) into real progress, embodied in new products and technologies.

The Universal Internet Encyclopedia gives the following definition:

Innovation is an introduced innovation that provides a qualitative increase in the efficiency of processes or products that is in demand by the market. It is the end result of a person’s intellectual activity, his imagination, creative process, discoveries, inventions and rationalization. An example of innovation is the introduction to the market of products (goods and services) with new consumer properties or a qualitative increase in the efficiency of production systems.

That is, we see: innovation is an introduced product of human intellectual activity.

It should be noted that the term “innovation” is closely related to the concepts of “invention” and “discovery”. An invention is understood as new devices, mechanisms, tools created by man. Discovery refers to the process of obtaining previously unknown data or observing a previously unknown natural phenomenon. Unlike innovation, a discovery is made, as a rule, at a fundamental level and is not aimed at obtaining benefits.

Conclusion: the innovation process is the process of successively transforming an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, laggards. Management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, and taking into account their creative nature. Innovation is an introduced product of human intellectual activity. There is a close connection between the term “innovation” and the concepts of “invention” and “discovery”.

1.3 Classification of innovations

Considering that the novelty of innovations is assessed according to technological parameters, as well as from market positions, we present the following classification of innovations.

By type: innovative management innovation potential

1) logistical. Includes product and technological innovations. Grocery innovations make it possible to ensure profit growth by increasing the price of new products or modifying existing ones (in the short term) and by increasing sales volume (in the long term). Technological innovations make it possible to ensure profit growth by improving the preparation of starting materials and process parameters. Technological innovations appear either as a result of a single innovation process or as a product of independent special technological research.

2) social. Social innovation refers to new policies, concepts, ideas and organizations that address any social need - from working conditions and education to community development and health care, contributing to the expansion and strengthening of civil society.

According to innovative potential, they are distinguished:

1) basic innovations. They include the creation of fundamentally new types of products, technologies, and new management methods that form a new industry or sub-industry. They allow you to perform previously inaccessible functions or already known ones, but in a qualitatively new way (new generation products). Example: management technology "team building";

2) modifying innovations lead to the addition of original designs, principles, forms, i.e. contain a relatively low degree of novelty. Each of the improvements is risk-free and increases the consumer value of the product and reduces its production costs.

Example: cassette recorder, after many years of tape recorders playing reels. The principle of sound reproduction remains the same - “magnetic head - magnetic film”, but the appearance has been significantly changed, the product has become more convenient and practical.

3) pseudo-innovations. insignificantly change the basic or modifying ones. Characterized by a questionable degree of consumer demand. Such innovations appear quite often, despite the fact that there is no objective market need for such an innovation. Example: a teapot with two spouts.

Based on the principle of relation to its predecessor, innovations are divided into:

1) replacement (imply the complete replacement of an obsolete product with a new one);

2) canceling (exclude the performance of any operation or the release of any product, but do not offer anything in return);

3) returnable (imply a return to some initial state in the event of failure or non-compliance of the innovation with the new conditions of application);

4) discoverers (create means or products that do not have comparable analogues or functional predecessors);

5) retro-introductions (they reproduce at the modern level methods, forms and methods that have long since exhausted themselves).

Depending on technological parameters:

1) food (includes the use of new materials, new semi-finished products and components; obtaining fundamentally new products);

2) process (related to the creation of new organizational structures within the enterprise).

Based on the type of novelty for the market, innovations are divided into:

a) new to the industry in the world;

b) new to the industry in the country;

c) new for a given enterprise (group of enterprises).

Based on the place of innovation in the system (in the enterprise), we can distinguish:

a) innovations “at the input” of the enterprise (changes in the choice of raw materials, materials, machinery and equipment, information, etc.);

b) innovations “at the output” of the enterprise (products, services, technologies, information, etc.);

c) innovation of the system structure of the enterprise (managerial, production, technological).

Depending on the depth of changes made, innovations are distinguished:

a) radical (basic);

b) improving;

c) modification (private).

The Research Institute for System Research (RNIISI) has proposed an expanded classification of innovations taking into account the areas of activity of the enterprise. According to this criterion, innovations are divided into: 1) technological; 2) production; economic; 4) trading; 5) social; 6) in the field of management.

Conclusion: the classification of innovations allows us to systematize knowledge about the types of innovations, their manifestations and positions in the company system.

Conclusion from the first chapter: Innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: employee (group of employees). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on development, modernization, development and liquidation. Objectives - management at all levels through qualitative and quantitative changes. The innovation process is the process of successively transforming an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, laggards. Management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, and taking into account their creative nature. Innovation is an introduced product of human intellectual activity. There is a close connection between the term “innovation” and the concepts of “invention” and “discovery”. The classification of innovations allows us to systematize knowledge about the types of innovations, their manifestations and positions in the company system.

innovative management innovation rationalization

2. Innovation management at the enterprise level

2.1 Motives and economic interests of the enterprise in innovation activities

The introduction of innovation is one of the most effective ways to increase the competitiveness of manufactured products, maintain high rates of development and profitability. Therefore, enterprises, overcoming economic difficulties, begin to develop on their own in the field of product and technological innovation. The main advantages of introducing innovations are:

Strategic advantages: creating a favorable business reputation in the eyes of consumers, potential partners, investors; increased production efficiency through modernization and renewal of production facilities; ensuring the development of the enterprise by expanding sales markets and diversifying activities;

Increased profitability of the enterprise due to temporary monopolization of the market and the possibility of obtaining excess profits from the sale of radical new products; improving the quality and competitiveness of products; increasing the product's market share;

Reducing business costs due to business restructuring; reducing unproductive expenses; saving energy and raw materials through the introduction of energy-saving technologies; reducing the number of defects;

Special benefits and benefits: information and legal support from the state and private structures; preferential taxation and lending.

The nature of certain innovative introductions depends on the organizational structure of the company. Among them, a special role is given to small firms, whose mobile staff can quickly perceive and generate new ideas. Thus, in the United States, in the field of research and development (R&D), approximately 90% of all companies are small firms. Per 1 dollar. In the US, such firms create 24 times more innovations than giant concerns with invested funds. Large companies, as a rule, are focused on creating improving innovations in the area where the company has achieved significant success. The transition to radically new equipment and technology is undesirable for large firms, since this depreciates the accumulated production potential. At the same time, from an economic point of view, innovation is more profitable than risk. Small firms have no chance of competing in the market without risky radical innovation. If a project fails, a small company goes bankrupt, while large ones always work “with insurance”, since they usually develop several projects in parallel, which allows them to compensate for losses.

Conclusion: Both small and large firms introduce innovations in order to become more competitive, consolidate their position in the market, create a positive image in the eyes of consumers, and increase the profitability of the company. Small firms, as a rule, are focused on radical risky innovations, large ones - on improving innovations.

2.2 Factors generating innovation in an organization

An organization's ability to create and commercialize innovation depends primarily on its receptiveness to innovation.

Responsiveness to innovation is a continuous updating of production factors and the range of products (works, services) carried out on one’s own initiative with a fairly high intensity.

To understand what specifically determines the receptivity or insusceptibility of an enterprise to certain innovations, let’s consider the factors that determine the possibility of introducing innovations in an enterprise.

V.M. Tsytsarova in her book “Innovation Management” identifies external and internal factors, where external factors include: competition, demand and production and technical factors. In turn, internal include:

The attitude of the company's management to innovation (the degree of innovative commitment of the manager is important);

Simplicity and the absence of barriers in the relationship between departments and employees (removing the barriers in question will allow, firstly, to ensure cooperation in the development of innovations by different departments; secondly, to create the possibility of so-called cross-pollination, when the ideas of some employees are used in the developments of others; c- third, it becomes possible to achieve a synergistic effect, manifested in obtaining a new result due to the combined efforts and ideas of various departments and employees);

The importance and prestige of actions that go beyond existing organizational structures;

The degree of independence of internal departments (a significant part of innovations in most enterprises is introduced directly in production or management departments, where employees of lower divisions have a clear understanding of all the necessary innovations related directly to technology or the organization of production);

* the presence of economic interest of departments and individual employees: interest in introducing innovations of departments and employees contributes to more successful implementation of projects;

* the degree of development of scientific and technical infrastructure (the development of scientific and technical information services, exhibitions and conferences, libraries creates the prerequisites for the timely entry of scientific and technical ideas into the company, the possibility of their discussion and exchange of opinions). The scientific and technical infrastructure should also include services designed to organize expert discussions of problems arising in the organization, including brainstorming sessions. In essence, this helps to strengthen the “innovative spirit” in the organization and liberate innovative initiative;

* the presence of a post-innovation rehabilitation system, i.e. carrying out measures to eliminate the negative consequences of introducing innovations (job reductions, release of workers of certain specialties and professions from the production process, closure of workshops and enterprises). In this case, it is important to create conditions for employees to “painlessly” perceive the negative results of innovation.

Conclusions: External and internal factors for generating innovative ideas are identified. External: competition, demand and production and technical factors. Internal: the receptivity of management to innovations, the degree of independence of internal divisions, the presence of economic interest of divisions, the degree of development of scientific and technical infrastructure, the presence of a post-innovation rehabilitation system.

2.3 Innovative potential of the organization

Through the development of potential, the development of the organization, its structural divisions, as well as all elements of the production and economic system occurs. The choice and implementation of an innovation strategy depends on the state of innovation potential, and therefore its competent assessment is very important.

The innovative potential of an organization is the degree of its readiness to perform tasks that ensure the achievement of the set innovative goal, i.e. the degree of readiness to implement an innovative project or a program of innovative transformations and implementation of innovations.

Also, the innovative potential of an organization is understood as a set of characteristics of an enterprise that determine the company’s ability to carry out activities to create and practically use innovations.

The elements of a company's innovative potential include:

Material and technical resources;

Financial resources;

Organizational and managerial resources;

Human Resources;

Socio-psychological factors.

Let us briefly describe some of the elements.

Material and technical resources include fixed assets, consumables and other components necessary to carry out research and development, their information support, organizational management of all work, and reflects the volume and qualitative composition of these components. A measure of the intensity of receipt of these resources is the volume of R&D funding (or the financial component of scientific and technological progress). At the same time, part of the funding is spent on replenishing elements of the scientific and technical system, part of the funding goes to the functioning of the system, and part to its development.

Organizational and managerial resources include a set of methods and methods for organizing the use of all components of the organization's innovative potential through specialization of labor, optimal combination of various types of labor, management, planning and support of the labor process, and reflects those connections that combine all resources and elements into an integral system . The effectiveness of such an important component as scientific and technical activity is largely determined by the level of its organization. In the organizational process, many factors interact, the intertwining of which gives each scientific and scientific-technical team its originality, as a result of which the concepts of scientific and technological progress cannot be reduced to a simple set of resources.

Human resources are the most important specific component of scientific and technological progress. This is determined by the special role of living creative participation in scientific and scientific-technical activities. It is the personnel that are the connecting link for the remaining elements of potential.

The personnel component of NTPl represents all types of scientific and technical personnel capable of developing and implementing new scientific and technical ideas and finding new areas of application of scientific and technical results, performing scientific, pedagogical, organizational, information work, and reflects both the number and qualifications of these frames. Training costs are not considered as labor costs, but as long-term investments necessary for the prosperity of the enterprise.

To assess the innovative potential of a company, the following indicators can be used: scientific and technical potential (number of employees with an academic degree; number of rational proposals per employee; number of patents, etc.); commercialization indicators (share of new products in the total volume of manufactured products; number of licensing agreements, etc.); duration of work performed (innovation lag value); characteristics of the innovativeness of the management system (forms of stimulating innovative activity at the enterprise; participation in the implementation of innovative projects by top management; level of freedom provided to participants in innovative activity).

Both small and large firms introduce innovations in order to become more competitive, consolidate their position in the market, create a positive image in the eyes of consumers, and increase the profitability of the company. Small firms, as a rule, are focused on radical risky innovations, large ones - on improving innovations.

External and internal factors for generating innovative ideas are distinguished. External: competition, demand and production and technical factors. Internal: the receptivity of management to innovations, the degree of independence of internal divisions, the presence of economic interest of divisions, the degree of development of scientific and technical infrastructure, the presence of a post-innovation rehabilitation system.

The innovative potential of an organization is the degree of its readiness to perform tasks that ensure the achievement of the set innovative goal.

The elements of a company's innovative potential include: material and technical resources, financial resources, organizational and managerial resources, human resources, socio-psychological factors.

Conclusion

Innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: employee (group of employees). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on development, modernization, development and liquidation. Objectives - management at all levels through qualitative and quantitative changes. the innovation process is the process of successively transforming an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, laggards. Management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, and taking into account their creative nature.

Innovation is an introduced product of human intellectual activity. There is a close connection between the term “innovation” and the concepts of “invention” and “discovery”. The classification of innovations allows us to systematize knowledge about the types of innovations, their manifestations and positions in the company system.

List of sources used

1. Grinev, V.F. Innovative management: textbook. allowance / V.F. Grinev - 2nd ed. - K.: MAUP, 2001. - 152 p.

2. Dorofeev, V.D. Innovative management: textbook. allowance / V.D. Dorofeev - Penza: Penz Publishing House. state University, 2003. - 189 p.

3. Innovative activities of MP [Electronic resource]. - 2011. - Access mode: http://www.dist-cons.ru/modules/innova/section1.html. - Access date: 12/13/2011

4. Innovation management [Electronic resource]. - 2011. - Access mode: http://lib.web-malina.com/getbook.php?bid=5697&page=3. - Access date: 12/20/2011

5. Innovation [Electronic resource]. - 2011. - Access mode: http://ru.wikipedia.org/wiki/Innovation. - Access date: 12/10/2011

6. How to assess the innovative potential of an organization [Electronic resource]. - 2011. - Access mode: http://www.bizeducation.ru/library/management/innov/5/potensial.htm. - Access date: 12/12/2011

7. Classification of innovations [Electronic resource]. - 2011. - Access mode: http://innovation-management.ru/vidy-innovaczij. - Access date: 11/12/2011

8. Morozov, Yu.P. Innovative management: textbook. manual for universities / Yu.P. Morozov - 2nd ed. reworked and additional - M.: UNITY-DANA, 2003. - 471 p.

9. The role of innovation in the process of forming an enterprise strategy [Electronic resource]. - 2011. - Access mode: http://www.stplan.ru/articles/practice/statya12.htm. - Access date: 12/16/2011

10. Tsytsarova, N.M. Innovative management: textbook. allowance / N.M. Tsytsarova - Ulyanovsk: Ulyanovsk State Technical University, 2009. - 195 p.

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Innovative economic potential of an enterprise: analysis of classification and structural features. Analysis of OJSC "Meat Processing Plant": objectives, structure of the innovation climate, assessment. Development of innovative potential through commercialization of product innovations.

thesis, added 03/24/2012


Determination of the main goals, objectives and functions of innovation management. Introduction of innovations at JSC Grodno Azot. Socio-economic characteristics of the enterprise. Consideration of the rationalization model of the wastewater treatment system in the carbonide-2 workshop.

course work, added 02/22/2012


Basic principles, goals, objectives and functions of the intra-company management system. Development and implementation of new products. Features of American and Japanese innovation management. Rational use of material and labor resources.

course work, added 11/12/2013


The concept and functions of innovative management, its modern techniques. Analysis and application of innovative management to ensure the efficiency of the company. Classification of transfer services. Searching for creative ideas for problem solutions.

course work, added 09/20/2011


The concept of innovation and innovation process. Types of innovation and organizational structures of innovation management. Creation and dissemination of innovations in material production. Fundamentals of development and main types of innovative enterprise strategies.

Innovation or innovation is the result of creative activity aimed at the development, creation, distribution and profitable use of new types of competitive products, modern technologies, and the introduction of new organizational forms and management methods.

Innovation is characterized by the effectiveness of investing in economic development, providing cost savings or creating conditions for such savings.

The role of innovation is constantly growing. In most industrialized countries, the number of people employed in scientific development, research and experimental processes doubles approximately every ten years. The decisive factor in scientific and technological progress is the high pace of technical renewal of production and the introduction of highly efficient products and technologies. Therefore, the most important feature of innovation is the novelty of consumer properties, while technical novelty plays a secondary role.

The methodology for systematic description of innovations in a market economy is based on international standards. To coordinate the collection, processing and analysis of information on science and innovation, a group of national experts on science and technology indicators was formed within the Organization for Economic Co-operation and Development (OECD), which developed the Frascati manual (Suggested Standard Practice for the Study of Research and Experimental Development "). This document received this name due to the fact that the first version of the recommendations was adopted in the city of Frascati (Italy) in 1963.

The official Russian terms for innovation are the terms used in the concept of innovation policy of the Russian Federation for 1998-2000, approved by Decree of the Government of the Russian Federation of July 24, 1998 No. 832.

These terms are:

“Innovation” is the final result of innovative activity, realized in the form of a new or improved product sold on the market, a new or improved technological process used in practical activities.

"Innovation activities"- a process aimed at implementing the results of completed scientific research and development or other scientific and technical achievements into a new or improved product sold on the market, into a new or improved technological process used in practical activities, as well as related additional scientific research and development .

From the definition of innovation activity it follows that as a result of this activity, new ideas, new and improved products or technological processes are born, new forms of organization and management of various spheres of the economy and its structures appear.

The results of innovative activity are expressed in the form of innovative products, which can have a specific material form or be in non-materialized form.

Creators of innovations acquire copyright and related rights to them. A legal concept such as intellectual property arises. This concept is provided for by the Convention that established the World Intellectual Property Organization in 1967. The task of the World Intellectual Property Organization is to promote its protection.

In Russia, legislative protection of intellectual property is guaranteed by the Constitution of the Russian Federation. There is also a package of laws in the field of protection of rights to intellectual property.

Innovation as an economic category is influenced by the economic mechanism, which affects both the processes of creation, implementation and promotion of innovations, and the economic relations that arise between sellers and buyers of innovations.

The impact of the economic mechanism on innovation is carried out using certain techniques and a special management strategy. Taken together, these techniques and strategy form a unique mechanism for managing innovation - innovation management.

Innovation management is a system for managing innovation, the innovation process and economic relations that arise during this management.

Innovation management is based on the following fundamental points: a targeted search for an idea that serves as the foundation for a given innovation; organizing the innovation process to create this innovation; this involves carrying out an organizational and technical set of works to transform an idea into an innovation; the process of promoting and implementing innovation on the market, requiring a creative approach and active actions of sellers.

Innovation management includes management strategy and tactics.

Strategy means the general direction and method of using means to achieve a given goal. This method corresponds to a certain set of rules and restrictions for decision making. Strategy allows you to concentrate efforts on solution options that do not contradict the adopted strategy, discarding all other options. After achieving the goal, the strategy as a direction and means of achieving the goal ceases to exist. New goals pose the challenge of developing a new strategy.

Tactics are specific methods and techniques for achieving a goal under specific conditions. The task of innovation management tactics is the art of choosing the optimal solution and methods of achieving this solution that are most acceptable in a given economic situation.

Innovation management, like other types of management, performs a number of functions.

The forecasting function in innovation management covers the development of long-term changes in the technical, technological and economic state of the management object as a whole and its various parts. The result of forecasting is a forecast, that is, an assumption about the possible direction of the corresponding changes. A feature of innovation forecasting is the alternative nature of the technical and economic indicators inherent in the process of creating innovation. Alternativeity means the need to choose one solution from mutually exclusive possibilities.

In this process, the correct determination of emerging trends in scientific and technological progress and trends in changes in consumer demand, as well as marketing research, is of great importance.

In the early 60s, a conference was held at VNIIpoligrafmash under the motto “Let’s Dream,” to which leading scientists and the most experienced practitioners were invited to develop a forecast for the development of printing until the year 2000 and measures to implement this forecast. The majority of conference participants came to the conclusion that electronic media in the 20th century will not be able to displace printed products in the form of books, magazines and newspapers from the shelves. But this requires innovative measures aimed at increasing the competitiveness of printed products: increasing their quality while reducing costs and prices. It was assumed that in the foreseeable period there would be innovative processes associated with an increase in the level of mechanization and automation of production, which would ultimately lead to the creation of automated enterprises. At the same time, many conference participants expressed serious concern about the problem of employment of people in conditions of a high level of automation of production and a reduction in the working week to 25 hours, fearing an increase in crime. The forecast for automatic machine companies turned out to be unrealistic, and for employment the forecast turned out to be correct, however, serious problems arose for completely different reasons.

Managing innovation based on its foresight requires the manager to develop a certain instinct and intuition, as well as the ability to make flexible emergency decisions.

Control function - planning covers the entire range of activities both for the development of planned targets in the innovation process and for their implementation in practice.

Function of the organization in innovation management comes down to bringing together people who jointly implement an investment program on the basis of certain rules and procedures. The procedures include the creation of management bodies, the construction of the structure of the management apparatus, the establishment of relationships between management units, the development of methodological guidelines, instructions, etc.

Regulation function in innovation management is to influence the control object to achieve a state of stability of technical, technological and economic systems in the event that these systems deviate from the established parameters.

Coordination function in innovation management means the coordination of the work of all parts of the management system, the management apparatus and individual specialists. Coordination ensures the unity of relations between the subject and the object of management.

Stimulation function in innovation management it is expressed in encouraging employees to be interested in the results of their work in creating and implementing innovations.

Control function in innovation management is to check the organization of the innovation process, the plan for the creation and implementation of innovations, etc. Through control, information is collected on the use of innovations; during the life cycle of this innovation, changes are made to investment programs and to the organization of innovation management. Control involves analysis of technical and economic results. Analysis is also part of planning. Therefore, control in innovation management should be considered as the flip side of innovation planning.

Innovation process is a set of scientific, technical, production, financial, commercial and organizational activities carried out in a certain sequence that lead to innovation.

The innovation process consists of obtaining and commercializing inventions, new technologies, types of products and services, decisions of a production, financial, administrative or other nature and other results of intellectual activity. In general, the innovation process can be divided into the following stages. At the first stage, fundamental research is carried out. At the second stage, applied research is carried out. At the third stage, development and experimental developments are carried out. At the fourth stage, the commercialization process is carried out from launch into production to sale. Thus, the innovation process begins with an idea and ends with its commercial implementation, combining science, technology, economics, entrepreneurship and management, covering the entire complex of relations between production and consumption.

The beginning of the innovation process is connected with conducting scientific research of a fundamental nature to obtain knowledge, information about which is minimal or completely absent. The result of the innovation process is the transformation of scientific knowledge into innovation, which matures from a specific idea to the final product. The period of time from the origin of an idea, the creation and dissemination of an innovation, and until its use is usually called the life cycle of innovation. The life cycle determines the sequence of the innovation process through individual stages and phases. All of them can be characterized by the characteristics of goals and objectives, the specifics of methods and means of achieving them, the organizational form and costs of their implementation, and the degree of uncertainty of the expected results.

The main limitation to satisfying the need for innovation is financial resources. In the innovation sphere, long-term and medium-term investments play a decisive role, since the innovation process can last 3-5 years or more.

The innovation sphere is a system of interaction between innovators, investors, producers of competitive products and developed infrastructure.

The funds received from the implementation of the results of the innovation process must perform the reproductive function of innovation. To do this, these funds must cover the costs of creating and implementing innovation, generate profit, act as an incentive to create new innovations, and be a source of financing a new innovation process.

Innovation processes are aimed at the practical use of scientific, scientific and technical results and intellectual potential in order to obtain a new or improve a product, its production method and meet market needs for competitive goods and services.

The main product of the innovation market is a scientific and scientific-technical result, a product of intellectual activity, which is subject to copyright and similar rights, formalized in accordance with current international, federal, corporate and other legislative and regulatory acts.

The innovation market is formed by scientific organizations, universities, temporary research teams, associations of scientists, independent laboratories and departments, and individual innovators.

A set of sellers and buyers who make transactions with similar goods in a situation where no one buyer or seller has much influence on the level of current prices is called a market of pure competition.

The market of pure competition acts in this process from a dual position.

On the one hand, commercial organizations and other business entities in competition are forced to increase the technical level of production of products or service systems; improve products and services; reduce production costs; maintain an optimal price level.

On the other hand, the market mercilessly rejects innovations that have great scientific and practical value if they do not meet the interests of commercial organizations. Competition does not stimulate so much as it literally forces commercial organizations and other business entities to enter the innovation market or participate in its formation. Participation in the innovation market is carried out in the following forms:

development of our own scientific, scientific-technical and experimental base for R&D;

acquisition of licenses for the right to produce goods and services;

purchase of finished products, technology, know-how and other intellectual property, etc.

Innovation processes are diverse and differ in their nature, forms of their organization, scale and methods of influencing innovation activity. Therefore, the classification of innovations is very diverse depending on the classification characteristics, which represent the distinctive property of a given group of innovations.

The classification of innovations allows us to determine the place of each innovation in their overall system and the distinctive characteristics of this innovation. This creates the opportunity for the effective use of certain innovation management techniques corresponding to a specific classification group. Classification of innovations can be carried out according to different schemes, using different classification criteria. The practical meaning of various classification characteristics is not the same. According to their content, innovations can be classified as technical, technological, organizational, social, and economic. Technical and technological innovations are most widespread in stable economic systems. In this case, the sphere of implementation of innovative processes when creating or consuming innovations plays an important role. Innovations can be classified according to the degree of novelty: fundamentally new; modernized; structurally similar. When developing fundamentally new innovations, major inventions are realized, and they often become the basis for the formation of new generations and areas of technology. Such innovations in our country include the development of a complex of phototypesetting equipment by VNIIpoligrafmash and the Leningrad Printing Machines Plant, awarded the USSR State Prize for 1981. This technology made it possible not only to significantly increase productivity and shorten the production cycle, but also to significantly improve and facilitate working conditions. Modernization may include improvements that have a greater or lesser impact on the basic consumer properties of products, but do not contribute to a fundamental change in the design and parameters of the equipment. Most of the products being created can be classified in this group. Structurally similar innovations may include equipment such as sheet-fed offset presses that expand the format range. In this case, constructive similarity makes it possible to reduce costs in the production of products by increasing the serial number of parts, facilitate the maintenance of equipment of a similar design at printing enterprises, and improve the format use of equipment.

At the same time, for the consumer, the classification according to the degree of novelty may be completely different. If a printing enterprise purchases a modernized sheet-fed offset press to replace letterpress printing with offset printing, then this equipment will be fundamentally new for this enterprise.

Innovations can also be classified according to a number of other criteria. According to the features of the innovation process: intra-organizational, inter-organizational. By level of development and distribution: government, industry, corporate, branded. It is possible to classify innovations by speed of implementation, scale, effectiveness, etc.

The transition of the world economy to a new stage of scientific and technological development required increased innovation activity and a new approach to innovations that connect knowledge and technology with the market. Scientific and technological progress has introduced new aspects into the process of interaction between the economic environment and innovation activities, competing independently economic entities forced to largely change the stereotypes of their behavior in this area.

It is innovation that plays the main role in the practical implementation of the modern scientific and technological revolution. This is due to the fact that in a market economy, innovation is a weapon of competition, since innovation leads to a reduction in costs, an increase in profits, the creation of new needs, an influx of money, an increase in the business activity of the manufacturer of new products, the opening and capture of new markets, including external ones.

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