Processes of development, implementation and dissemination of innovations. Innovation activity as the implementation of the innovation process throughout the organization. Stages of implementation of innovative technologies

1. Mechanisms for the diffusion of innovations

Innovation is not just the creation of various kinds of innovations, but also their implementation, generating significant changes in social life and practice. The attitude towards innovation both in production and in society may be different, but fundamentally it is bipolar. As a rule, innovation meets with the support of one part of the population and fierce rejection by another.

This is due to the fact that the main feature of innovation is that innovation is always a break with the existing tradition. Innovation can be considered a kind of cultural deviation, the positive significance of which is that it stimulates the rejection of the old, the mobilization of the modern and the expansion of the new. If we consider the process of the emergence and dissemination of innovations, we can see that innovation always begins with the manifestation of creativity, originality, and, consequently, a departure from existing generally accepted traditions.

In turn, not all members of society have such abilities; they are called the “creative minority.” A large, conservative (and often aggressive) part of society, using various means of suppression, harsh social control, censorship, all kinds of prohibitions, legislative obstruction seeks to prevent the awareness or initial acceptance of innovations by the wider social community. Depending on the cultural mechanisms, the so-called cultural selectors, that impede the adoption and diffusion of innovations or, on the contrary, contribute to it, the innovation may be rejected or may receive wide public recognition. For example, Islam was accepted in a number of Eastern and African countries because polygamy, permitted in Islam, was part of the culture of the local residents. At the same time, the Catholic religion was rejected in Russia. If the innovation is accepted, the phase begins its distribution. Here you can observe several options for further development or, conversely, regression of innovation:

Generally, the process of penetration of innovations into the life of society has the nature of diffusion - the spread of innovative traits and patterns of behavior from group to group, both within a given society and through contact between different societies. This is, for example, the fate of the penetration of relatively new food products for Europeans (potatoes, coffee, some fruits). Innovation can be viewed not only as a result, but also as a process of interaction between cultures. This may be a historical interaction, since innovation is the birth and introduction of something new within the framework of an existing culture, although bringing it to new level, beyond existing limits, opening the way to a new culture. But this is also a process of mutual influence of different cultures in one time space. In both cases, this process is complex, contradictory, and innovations may not be compatible or coincide with the culture that accepts them.

If innovations are introduced by new cultural patterns that do not exist in real culture, then the following development paths are possible:

1) innovations join existing cultural patterns, enriching the culture. This is an option for conflict-free adoption of social innovations. The new enters society without abandoning old cultural patterns. Society slowly, evolutionarily develops new models, comparing them with old, familiar ones. Only after a sufficiently long time have passed do people abandon old, outdated forms and completely accept new ones that have become familiar. This is an evolutionary type of social adaptation of cultural patterns. For example, we are very accepting of new sports that came to us from the West (for example, hang gliding) or musical innovations (American jazz, hard rock, etc.).

In connection with the above, the problem of the sociocultural effect of innovation arises. In sociology, there are three types of social effects of innovation (V. Ogber):

Multiple effects of a single invention or discovery (the introduction of the automobile led to the formation of an industry, reduced the time people travel, it influenced human values, the organization of market relations, stimulated the construction of roads, changed leisure);

Arbitrary effects of a single invention or discovery that creates civilizational, social, cultural changes in society. For example, the effect produced by the invention of the car causes many subsequent effects in different areas of social life: the automobile industry arose, which changed the nature of people's activities, in turn, this change gave rise to employment problems, problems of leisure, etc.;

Combining the effects of various inventions (nuclear reactor, rocket, electronic system led to the emergence of weapons of mass destruction; connection of social influences of such inventions as the car, conveyor belt, social division labor gave birth modern production).

Thus, innovations, even if they are not immediately accepted and come into conflict with existing cultural patterns, values ​​and norms, have a certain effect and cannot pass without leaving a mark on the culture. Radical innovations, as a rule, have a strong effect, since they not only destroy existing cultural patterns and create new ones, but change the nature of social relations. It was precisely this profound impact on society, on the system of social relations that existed in it, that was produced by innovations such as the invention and widespread introduction of the automobile, mass media(press, radio, television), etc.
2. Innovative conflicts and possibilities for their resolution

As a rule, any innovation in almost any society leads to an increase in conflict between social groups, which, in turn, slows down the implementation of innovations. This phenomenon is referred to as the innovative inertia (incapacity) of society and may have a greater or lesser degree of severity. The same problems arise when introducing innovation into an enterprise or organization. And first of all, when introducing an innovation, contradictions arise between its supporters and opponents. Innovators expect improvements in organizational performance and personal functioning as a result of implementing an innovation. Conservatives fear that life and work will get worse. In addition, in foreign literature There are four groups of factors that hinder innovation:

technical and economic,

legal,

organizational and managerial

and socio-psychological

The socio-psychological factors that cause resistance to innovation, for example, include: a possible change in the employee’s status in the organization; the possibility of job loss due to the introduction of innovation; restructuring of established ways of doing things; violation of behavioral stereotypes; fear of uncertainty; violation of established traditions in the organization; fears of punishment for failure, etc.

The likelihood of innovation conflict increases under the influence of the following factors:

The scale of innovation. The larger the innovation, the more people are involved in the innovation process, the more often conflicts arise. At the same time, the following tendency is noted, which manifests itself in society’s attitude towards so-called “epoch-making” innovations: the shorter the duration of such an innovation, the more resistance it encounters.

The radicality of innovation increases the likelihood and severity of innovation conflicts. More radical innovations encounter more resistance.

• 
  speed of the innovation process. The faster the innovation process goes, the more conflict-prone it is.
• 
  socio-psychological, information and other support for the process of introducing innovation. The more thoughtful this process is, the fewer conflicts accompany it.

1. 
   objective reasons lie in the natural clash of interests of innovators and conservatives. There have always been, are and will be supporters and opponents of innovations, regardless of any other factors. In addition, large-scale reforms taking place in society, industry, and organizations objectively give rise to many interpersonal innovative conflicts that are a consequence of these reforms.
2. 
   organizational and managerial reasons consist in the poor functioning of political, social, and management mechanisms for conflict-free assessment of the implementation and dissemination of innovations.
3. 
   innovative reasons are related to the characteristics of the innovation itself. Various innovations give rise to conflicts of varying numbers and severity.
4. 
   personal reasons lie in the individual psychological characteristics of the participants in the innovation process.
5. 
   situational reasons consist in the specific features of a single innovation situation. Each innovation is carried out under specific socio-economic, social, material, technical and other circumstances.

3. Innovative potential of the individual

The creator of innovation is always an individual. And then we need to consider the psychology of the individual from the point of view of its ability to innovate. Therefore, the central problem of the psychology of innovation is the problem of theoretical and experimental substantiation of the mechanisms, forms and methods of psychological emancipation of the creative potential of the individual and ensuring psychological comfort for productive innovative activity. It can be assumed that the ability to innovate or the ability to create is an innate property that only certain people are endowed with. Then the question arises - what is “ creative person" What character traits allow you to successfully engage in creativity?

Cognitive psychologists and other scientists have studied creativity seriously for years. Their work has developed into a school that aims to identify the important components of the “creative personality.” Most authors identify the following personal traits of creative innovators:

1) independence. Personal standards are more important than group standards, there is a nonconformity of assessments and judgments;

2) openness of mind: willingness to willingly believe one’s own and others’ fantasies. This person loves research and is greedy for information. He has a talent for finding problems. He is interested in surveys to which no answer has been found, prefers the most difficult problems, has an insatiable curiosity, is always ready for the next challenge to his abilities, the next puzzle;

3) mental flexibility. Can look at the situation with different sides. Turns ideas inside out, backwards, upside down. Can challenge a given set of assumptions with the question “What if?” Loves metaphors and analogies. Explains or describes a situation using unusual images or figures of speech. Capable of so-called synectic “defamiliarization,” that is, he is able to see something non-standard, “strange” in the familiar, everyday. Or, on the contrary, he knows how to turn the most unexpected fantasy and even crazy idea into something obvious, self-evident;

4) willingness to take risks. Likes to live on the edge. Seeks excitement and constant stimulation. Gets fed up easily. Continuously searches for unexplored territories. Treats defeats sensibly. Likes to work in areas bordering his competence; sometimes improvises or even starts a business, obeying an impulse, without thorough preparation;

1. 
   high tolerance to uncertain and insoluble situations, constructive activity in these situations;
2. 
   developed aesthetic sense, the desire for beauty as a completely unmotivated pleasure; personal aestheticism. The tendency to make the complex simple. Finds a model of a phenomenon, association and similarity. Shows greater tolerance for duality, asymmetry and uncertainty;
3. 
   confidence in one’s creative abilities, one’s talent and strength of character, and at the same time objectivity in assessing one’s own work. Asks others for their opinions about her. Takes into account and uses criticism. Gives especially good results if there is feedback;
4. 
   self-motivation. Does the job for the sake of the job itself. We are driven by the passion to solve a problem, the passion to create. He is practically not interested in remuneration, salary or extra income. I am not inclined to change my job based on external forms motivation -
   assessment or certification. Doesn't tolerate control.

We can combine all the above characteristics with the term innovative consciousness. Innovative consciousness, being the sphere of the non-standard, or even abnormal, deviant, deviant, can be defined as a consciousness that includes goals, motives, orientations, attitudes aimed at implementing a structural, functional, institutional, normative transformation of any object in order to modernization or complete replacement.

The innovative readiness of consciousness largely depends on what emotional and motivational states a particular problematic situation causes in a person. These states (activism, indifference, fear) certainly influence performance and

4. Innovative potential of the group

One of the most important tasks in increasing the efficiency of innovation is the task of forming creative groups, or teams, consisting of highly qualified specialists who, at the same time, would have the necessary and sufficient psychological qualities for effective productive work.

The best innovation teams are driven by creativity and curiosity. They understand that the world around them is changing, but they treat changes not as enemies, but as allies. They are willing to constantly change and evolve with their work environment.

Characteristics of a successful project team:

• 
  complete dedication to the project;
• 
  result-oriented;
• 
  creative thinking;
• 
  readiness for change;
• 
  concern for quality;
• 
  ability to predict trends;
• 
  ability to stay informed, interested and energetic;
• 
  ability to quickly resolve conflicts;
• 
  communication skills, feedback;
• 
  mutual responsibility, trust;
• 
  interest in self-development;
• 
  effective organizational contacts.

a task that is limited in time, and bear full responsibility for its implementation.

The team must develop clear criteria for collectivism. This identity is mainly determined by the project's mission. Collectivism must be directed outward. Focusing on the end result of the project will help maintain team cohesion without dangerously isolating it from the broader strategy of the organization.

Finally, a successful innovation team is characterized by having a wide variety of skills. The diversity of the team is its strength. It grows as people's skills interact as they complete a task. The team must be able to think creatively, constructively and cohesively. She must be willing to exchange ideas and information, move toward solutions together, and adapt to changing circumstances. The team must be able to conduct fruitful dialogues.

The so-called “paradoxism” of corporate consciousness plays a special role in the activities of an innovation group. One of its most striking manifestations is the group’s collective confidence in the necessity of its activities, even regardless of the results of this activity.

Usually, optimal size of innovation teamdy is approximately 8-12 Human. In larger groups, unproductive socio-psychological tensions often arise, leading to intragroup conflicts. The diversity of functions performed by an innovation team requires the presence of at least three categories of partner employees.

The first group includes idea generators, capable of showing creative initiative and putting forward original ideas.

The second group consists of innovating managers, capable of managing innovation as a process. They are the ones who must make decisions under conditions of uncertainty, take financial and entrepreneurial risks, and be able to overcome organizational and psychological difficulties.

The third, most numerous group in innovation team consists of qualified workers (“peripheral ria"), providing a so-called support system. It is this group that is engaged information support, analysis of the external environment and internal capabilities, carries out the practical implementation of innovations.

The individual psychological characteristics of each member of the innovation team (in all three groups, but with different emphases) must correspond to the set of qualities necessary for effective innovation. In particular, these are qualities such as intelligence, leadership, initiative, communication skills, responsibility, organizational skills, and determination.

The leader has a great influence on the effectiveness of the innovation team. He must strengthen the team’s collectivism with his leadership, constantly remind it of the project’s goals and the importance of their implementation, inspire it and orient it towards better results. Moreover, an authoritarian or command-administrative leadership style is impossible. Because the status of a member of an innovation group is determined not by seniority in the job hierarchy, not by the level of education, but by the value of the ideas put forward, the level of his creativity, and flexibility of thinking.

5. Innovative activity of the organization

The innovative potential of an organization or enterprise largely depends on the enterprise's receptivity to innovation. In turn, this is a complex indicator, depending on various factors: personal-psychological, internal or structural and external.

In particular, Personal-psychological factors include:

• 
  characteristics of management at all levels of management (personal attitude to innovation, professionalism, place in the organizational hierarchy, propensity for risk and active action, age characteristics, interest in career growth);
• 
  characteristics of personnel (educational level, awareness and motivation for innovation, information contacts).

resource characteristics (amount of resources, production capacity of the enterprise, availability of reserves, a specialized unit for the implementation of innovations, experience in using innovations, credit opportunities);

structural characteristics (level of centralization, development of communication channels, interorganizational integration, organizational and technical readiness of the enterprise to implement innovations).

TO external factors relate :

State of the external environment (stabilization, uncertainty, growth, decline);

Interorganizational cooperation;

Level of competition;

Dynamics of demand for products (services);

Regional characteristics.

In addition, we can identify factors that hinder and promote innovation in the organizational, managerial and socio-psychological spheres.

6. Innovative culture of society

The effectiveness of innovation activities of social actors (individuals, groups, communities) is largely determined by the state of the innovation climate of society. The process of creating an innovatively receptive environment is extremely complex. Even K. Tsiolkovsky, in his article “Engines of Progress”, considering the problem of using innovations, noted that the reason for the wrong attitude towards discoveries and inventions lies in human weaknesses. In particular, he brought out a whole system of factors that stand in the way of the implementation of innovations: inertia, rigidity, conservatism; distrust of unknown names, selfishness, narrow egoism, lack of understanding of universal and personal good; temporary losses, opposition to the unusual on the part of employees, reluctance to retrain, corporate interests, professional envy, etc. Despite the fact that the scientist’s conclusions were made more than seventy years ago, they are still relevant today.

Meanwhile, for modern dynamically developing societies, the problem of production and innovation becomes especially urgent. Society must not only respond adequately to innovations, it must master them in all areas of human activity. Rejection of innovations and their blocking leads to stagnation in public life, which leads to a general lag. Thus, in modern society social demand for innovative activities must be formed in all spheres of public life.

Therefore one of important issues is the readiness of society to produce, disseminate and accept innovations. And this readiness is largely due to cultural factors. In particular, two factors can be identified that influence this process. The first is the type of civilizational development.

Researchers recognize that innovation has always been present in human activity. For example, according to Alan Barker, humanity's transition to agricultural production can be considered the first example of innovation, and even the most important innovation in human history. He argues his point of view as follows. Agriculture has changed human society more than any other innovation before or since. Nobody knows exactly why this happened. For more than 200 thousand years, people were hunters and gatherers. Then, about 10 thousand years ago, something strange happened: we began to settle in one place. There are no obvious reasons for this: agriculture initially lowers health standards in the population.

He suggested that perhaps it was a reaction to intense global warming. Average temperatures have risen by 7 degrees Celsius in 10 years. This must have been catastrophic for ecosystems. People responded to this crisis by planting crops and raising animals for food. Imagine how strange this idea must have seemed at first. Hunters and gatherers plant and grow their own plants and herd their own animals, rather than simply hunting them.

A. Barker believes that Agriculture clearly showed that innovation occurs cyclically, in a spiral. Growing crops, or domesticating animals, for example, requires new skills and forms of cooperation. Successful food production results in surplus. The question arises: what to do with the remainder? Invent and enter new uniform exchange - trade. Trade also gives rise to new specializations and forms of interaction between people. People need to meet regularly. They begin to gather in villages and cities. These life forms lead to even greater problems. How to deal with disagreements in the community? How to maintain hygiene? How to restore the fertility of the land? How to extract raw materials and distribute material goods created by the community?

In conditions of serious global competition, the innovation process becomes the determining factor in economic development. Taking into account global trends, Russia has declared its intention in innovative development. As a consequence, the process of creating and implementing innovations becomes relevant. In this regard, the moment of transfer of technology from the scientific sphere to the production sphere, i.e., is of particular relevance. technology transfer mechanism.

In the USSR it was a well-functioning system (Fig. 1). The political leadership represented by the Central Committee of the CPSU and the elected Supreme Soviet of the USSR determined the general priorities of socio-economic development and corresponding technical policy. The Cabinet of Ministers, which included the USSR State Planning Committee, specified these priorities in the form of planned targets. Next, these tasks came to industry ministries, which transferred the requirements for the products and technologies being developed to industry design bureaus, which, along with industry research institutes, created new products.

After this, new technologies and samples were tested at selected enterprises where pilot production existed, after which the innovations were spread throughout the entire industry (put into production or put into production).

The Soviet system of innovation provided national security and a springboard for further development, which, during the transition from an administrative to a market economy, could provide a quick start consumer market knowledge-intensive products, since it followed the classical model of the technology transfer process, which was already declared by the American economist Joseph Alois Schumpeter in 1911. This is a linear model of “technology push”, which provides for the sequential implementation of four stages: research and development
work; pilot production; industrial production; marketing.

The idea behind the innovation transfer scheme was to transfer any knowledge from stage to stage, regardless of what form this knowledge has. Thus, the efficiency of innovation implementation (i.e. the innovation process itself), where the result is an innovative product (know-how), is directly related to the transfer of knowledge (technology) between the participants in this process. This, in turn, defines technology transfer as a multi-stage process in which a large number of participants are involved. Moreover, this process includes not only the transfer of knowledge, but also the further positive participation of both the recipient and the creator himself, and the further user of this information.

Modern mechanism for introducing innovations

Moving on to level analysis innovative development modern Russia, it should be noted that there are no organizational forms that ensure effective innovation activities, since the links in the chain do not have a single goal, there is no coordinator providing state support, both communication and legal, and there is no main link (translator) between science and industry - pilot production (Fig. 2). Currently, there has been a strict division between science and business, dependence on government support, the inability of scientific organizations to “sell” themselves to business, and the underdevelopment of international interactions. Thus, the activities of the business sphere and research complexes proceed in parallel, with the absence of direct interaction. In other words, there are no conditions for the commercialization process to take place.

To solve this problem, having a significant number of theoretical scientific research it is necessary to rely on the accumulated last years practical experience and to identify and systematize the stages of technology transfer in the process of creating innovations through the creation of backbone enterprises - translators (industry pilot enterprises) that carry out effective technology transfer, which in turn will push the government to make important decisions that will ensure uniform approaches to this process from idea to practical result.

In addition, to build an innovative economy, there must be a desire to develop various segments of industry in conditions of complete mutual understanding and respect for each other. The most promising way is to introduce full cycle technologies into industry. In particular, creating industrial biopharmaceutical enterprises with the help of pilot biopharmaceutical production (EPP) as a technological intermediary between research institutes (or private laboratories) and industrial companies will allow you to quickly master modern equipment, gain experience in working under GMP conditions, study various methods of analysis and purification, achieve High Quality manufactured product, provide the necessary drugs to a larger number of patients and lay the foundation for import substitution.

Characteristics of pilot biotechnological production

As mentioned above, on the way to translating an idea into a commercial product, two acts of technology transfer are performed. Idea new technology is usually born in a scientific laboratory. In our case, these are scientific centers that are part of the biotechnology cluster and have a powerful intellectual base. The centers carry out the preliminary stage of research and development and pass the baton to the EBP, which must have a technological base sufficient to bring the technology to the plant. OBP carries out a full cycle of development of drug production technology, after which technology transfer again follows, but this time to the plant.

The biotechnological method of obtaining any pharmaceutical substance involves the production of complex macromolecules using living systems, followed by purification and formulation of the product. Basically, prokaryotic (bacterial) and eukaryotic (mammalian cells) expression systems are and will be used as producers, and in the future, with favorable development, viruses can be used. In addition, the prospect of using cellular technologies for regenerative medicine has already been clearly outlined. Therefore, pilot biopharmaceutical production must carry out a large amount of research and development work when optimizing or developing stages industrial production biologically active substances. In this connection, it must have a good instrumental base, highly qualified personnel and a highly organized structure that allows the full cycle of drug development from idea to product commercialization. OBP avoids the “empty factory” effect associated with erroneous examination of technologies, which significantly reduces the costs of large pharmaceutical companies.

The structure of the EBP should include the following departments:

1. Department of Genetic Engineering
2. Cultivation Department
3. Cell bank
4. Isolation and purification department
5. Analysis methods development department
6. Documentation development department
7. Engineering department
8. Expertise Department (Technology Managers Department)
9. Administrative and technical departments, stock.

Such a structure, under the leadership of Doctor of Chemical Sciences. Dmitry Ilyich Bairamashvili, existed at the Institute of Bioorganic Chemistry named after M.M. Shemyakin and Yu.V. Ovchinnikov (IBCh RAS) for the implementation of the institute’s own projects. The result was the release medicinal product under the trade name "INSURAN", containing recombinant human insulin as an active component.

If you look at the commercial segment, then a structure similar to the above institutes was created by the candidate of biological sciences, academician of the Russian Academy of Natural Sciences Alexander Mikhailovich Shuster and candidate technical sciences, Academician of the Russian Academy of Natural Sciences Vitaly Afanasyevich Martyanov - biopharmaceutical company JSC Masterklon. This pilot production was a step higher than the site at the IBCh RAS and was a connecting link between the IBCh RAS and Pharmstandard PJSC. As a result of this symbiosis and in compliance with all the rules for handling intellectual property, the industrial company Generium CJSC was created with a plant, on the site of which Masterklon CJSC carried out technology transfer and organized the production of such drugs as Rastan® (growth hormone drug), Neipomax ® (filgrastim), Infibeta® (interferon beta-betaseron) and Coagil VII (recombinant coagulation factor VII). These facts indicate the effectiveness of such a structure.

Pilot biopharmaceutical production is an independent structure that can exist with funds received from:

1. Organizations on their territory to produce drugs, the development of which was carried out independently, the country's need for which is insignificant, the income is high, and the construction of factories is unprofitable. For example, this group includes orphan drugs.
2. Organizations on their territory of contract manufacturing.
3. Private investors and venture funds who have carried out the full cycle of drug production technology development, technological audit or development examination.
4. State programs for financing the development of the pharmaceutical industry.
5. Receiving “royalties” from factories where the OBP organized production.
6. Conducting an audit of other commercial technology and its subsequent transfer to the appropriate production facilities.
7. Sales of technologies or production licenses.

Thus, the implementation of the “technology push” model with the participation of EBP in the biopharmaceutical industry minimizes the costs of large pharmaceutical companies when organizing industrial production, allows for the effective implementation of technologies for the production of new drugs at production facilities, and also stimulates the development of such areas as design and construction, increases demand for equipment and innovative developments.

Authors of the material: A.I. Bobruskin, Candidate of Biological Sciences, Head of the Department of Biotechnological Equipment,
And N.V. Bobruskina, Candidate of Chemical Sciences, Deputy Head of the Department of Biotechnological Equipment,
GC "Pharmcontract"

Innovation- This implemented an innovation that provides a qualitative increase in the efficiency of processes or products that is in demand by the market. 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.

Main tasks of any production, regardless of industry, the following can be named:

1. Satisfying consumer needs;
2. Increasing productivity and efficiency of labor and production;
3. Minimizing the cost of manufactured products;
4. Profit maximization.

Even the most successful enterprise at the current time will not be able to fulfill all its tasks for a long time without progressing, without changing over time and with the advent of new inventions, both industrial and managerial. That is why any enterprise always carries out innovative activities, that is, development (which can be outsourced) and implementation of innovative projects, for example:

• Equipment modernization;
• Technical re-equipment of production;
• Launch of new production facilities.

Other non-production methods can also be classified as innovative projects:

In management- changing the scope of the employee’s activity, measuring the organizational structure of the enterprise, modernizing the work methods of management personnel

Economic- changes in financial activities enterprises, accounting audit, checking the validity of pricing and more.

Social- improving the work of the HR department, a more attentive approach to hiring and training workers, maintaining occupational hygiene;

Legal- correction of existing regulations and, if necessary, introduction of new ones.

To determine the list of necessary innovative transformations, it is necessary to conduct a preliminary analysis of the enterprise’s activities, an audit that will identify a number of problems and possible steps to solve them.

These steps include:

Improving technologies for production of products;

Use of new, more technologically advanced materials;

Reducing the percentage of unused materials and raw materials;

Automation of production;

Use of automated production lines;

Saving energy by reducing the share of energy-consuming processes;

Usage scientific organization labor. Improved rationing.

In order for these steps to be of great benefit, the following auxiliary steps are also needed:

• Ensuring interconnectedness and contact between departments, continuity of production processes;
• Staff motivation;

The main indicator of the effectiveness of an innovation will be the economic effect, which should be the case if the innovation did not have a specific other measurable meaning (for example, reducing harmful emissions into the atmosphere).The total cost of producing a unit of output in the event of successful implementation of the innovation should be less than before the introduction. This effect will be considered economic effect from innovation and the ultimate meaning of innovation (unless otherwise specified).As for the innovation process itself, it is built according to a certain scheme, where we can distinguish the following stages:

Stage 1. Basic research- research aimed at obtaining completely new knowledge. They are carried out experimentally or theoretically.

Stage 2. Applied research- use of knowledge obtained in the course of fundamental research to solve specific problems.

Stage 3. Development work- application of the results of applied research to create working samples of certain products. They are the last stage of scientific research.

Stage 4. Implementation- production of a trial batch of the product and its introduction to the market, or the beginning of its use for industrial purposes. Then, if the trial batch is successful, large-scale production begins.

Stage 5. Growth in production volumes- expansion of production, reduction of costs due to economies of scale.

Stage 6. Growth slowdown- decrease in growth rates, increase in costs for maintaining competitiveness, search for new markets.

Stage 7. Decline in sales volumes- oversaturation of the market with the product, falling sales volumes and profits.

If we take the process separately implementation, as the topic of this work, it can also be decomposed into the following stages:

1. Selection of innovations from many proposed ones. Depends on the purpose of the innovation and many other factors

2. Project planning. Full analysis of the selected project. Goals, objectives, deadlines, costs. Drawing up a plan for the implementation of an innovative project.

3. Choosing the form of work organization. Drawing up an organizational structure to carry out all types of necessary work.

4. Control. Control over deadlines and spending of funds.

5. Commercialization of innovation. Placing a product on the market or in production.

As examples of innovation, I would like to give examples of companies Siemens PLM Software who implement software and management services life cycle goods.

Some of their projects include:

• Replacement of outdated CAD systems with the latest PLM solutions at UAZ OJSC. This helped the company to significantly reduce design time, while maintaining quality design work increased due to the identification of design and technological equipment flaws at the design stage.
• Simulation modeling of the Domodedovo airport complex. Allowed the airport to reconsider its scheme for receiving air cargo and get rid of the “bottlenecks” in this scheme.
• Reducing the design time for aircraft engine control systems at JSC STAR. Using Solid Edge and NX CAM allowed us to speed up the development of complex parts by 30%
• Implementation of advanced CAD systems at the enterprises of the Tractor Plants Concern. After the introduction of this innovation, the following changes occurred at enterprises:
  • The time for design and technological preparation of production has been reduced,
  • The quality of design documentation has increased,
  • The number of design errors has significantly decreased,
  • 3D libraries of standardized parts and assemblies were created throughout the concern.

The request for all these implementation processes was formed due to the discrepancy between the companies' results and the desired ones, and in almost all cases this brought the necessary results. Companies have become much more efficient.

As for statistics on innovation in Russia, according to information federal service state statistics, since 2000 the share of enterprises carrying out technological innovations has remained virtually unchanged and fluctuates in the range from 9.3% to 10.6%.

The situation is slightly different in the small business segment, where from 2005 to 2007 there was a significant jump and the percentage of enterprises engaged in technological innovation increased by 2.5 times, and became 4.3% in 2007 versus 1.6% in 2005.

What has changed most over the 19 years of collecting statistical data are the innovations themselves and the methods of their collection, which in 2009 were brought into line with the international standard CIS-2008.

To summarize, I would like to say a banal and hackneyed phrase. In a market economy, without innovation, not only is progress impossible, but without innovation it is impossible to keep an enterprise afloat for a long time, and the fact that in Russia only 10% of enterprises are clearly aware of this need raises some concerns about the further development of the economy in Russia.

Perhaps many enterprises still live with the illusion of a planned economy, with the example when AvtoVAZ produced one car model for more than 30 years, without changing it in any way, and remained the leader of the domestic automobile industry. In other countries this would be completely impossible. Since this is impossible in the conditions of competition in today's Russia.

We can only hope that over time, more and more enterprises will realize the importance of the innovation process and begin to implement it in practice, which will allow them to compete on an equal footing and without government assistance with foreign competitors in areas where it now seems impossible.

The development of organizations occurs, as a rule, through the development of various innovations. These innovations can affect all areas of the organization. It should be noted that any sufficiently serious innovations in one area of ​​the organization’s activity usually require immediate changes in related areas, and sometimes a general restructuring of organizational management structures.

Innovations are any technical, organizational, economic and managerial changes that differ from existing practices in a given organization. They can be used in other organizations, but for those organizations in which they have not yet been mastered, their implementation is a complex and time-consuming process, often leading to considerable difficulties. Organizations have different receptiveness to innovation. Innovative potential and susceptibility significantly depend on the parameters of organizational management structures, professional and qualification personnel, industrial production personnel, and external conditions. economic activity and other factors.

Innovations are, on the one hand, in contradiction with everything conservative, aimed at preserving the existing situation; on the other hand, they are aimed, within the strategy of change, at significantly increasing the technical and economic efficiency of the organization’s activities.

Innovation is an elementary component of entrepreneurship, always inherent in a market economy. The introduction of innovation is a creative process, and innovation itself is the “primary resource” of entrepreneurship in a market economy.

Objects of innovation include: products (types, quality); materials; means of production; technological processes; human factor(personal development); social sphere(change in behavior of organization employees); organizational development of the organization.

Product innovations are divided into those produced at the initiative of manufacturers and buyers.

The initiative of the manufacturer is always at the center of the innovation process. Innovation involves creating inventions and implementing rationalization proposals into the production process.

Trends in the development of the Russian economy imply the development of modern scientific and technological advances. Organizations need to master new advanced technologies to release competitive product. Organizations must take risks by introducing the latest scientific achievements, new products and technology, and the organization of management and production.

Working with innovations and their implementation seem to be quite risky undertakings. The degree of risk when implementing various innovations is different. Innovations for partial modernization of equipment and production technology, updating of manufactured products, reducing production costs and increasing the material interest of team members in the results of work are associated with insignificant risk and are declared mandatory conditions steady increase in production efficiency.

A significantly greater risk is posed by the introduction of fundamentally new achievements of science and technology, which significantly change the technical basis of production and the organization of management. These include not only fundamental developments in the field of engineering and technology, but also new organizational and economic solutions.

The innovative potential of organizations is largely determined by the diversity and degree of production and technological unity of their constituent production units. The more active role organizations play in the reproduction process and the greater the degree of integration of their main industries, the higher the innovative potential.

Speaking about innovations and methods of their implementation, we must not forget about such an important factor as receptivity to innovation. The susceptibility of organizations to innovation decreases as production increases and organizational structures develop, and large-scale and mass types of production predominate. The larger the production volume, the higher the level of output, the more difficult it is to restructure production.

Small, highly specialized organizations are most receptive to innovation. They are specialized in meeting specific consumer needs and have the ability to flexibly adapt depending on the nature and pace of development of industrial production. Their organizational structures management turn out to be the most mobile and sensitive to modern scientific and technical trends and organizational and economic innovations.

The introduction of technical, organizational and economic innovations requires adequate changes in the current forms and methods of organizing management. Implementation necessitates continuity of management innovation. The latter is becoming an increasingly important condition for increasing the efficiency of organizations.

In modern economics, all technical changes are considered in the form new products and more effective technology. The introduction of new products acts as a reliable means of providing advantages over competitors, establishing favorable prices and changing market share in its favor. The growth of the profit mass based on product innovation counteracts the decline in the rate of profit. In turn, technological innovations have a direct impact on cost savings and increased profits, but do not have a direct impact, for example, on sales volume. The latter can increase when technological innovations are combined with marketing activities.

The combined impact on the structure of innovation in industry of the economic situation, the conditions for the formation of the structure in industries and in organizations has led to the preservation of a predominant focus on updating manufactured products in the last decade. This is also what the current economic incentive system is aimed at.

The lag in the level of technology also reduces the efficiency of production's development of new types of products, since production often technologically does not have time to realize all the advantages of new design solutions. In general, this has led to the fact that today the industry has a low level of production and there are no necessary material and technical prerequisites for significantly increasing the competitiveness of products on the world market.

Very often, the need for innovation originates within the organization itself. In practice, there are situations when the enterprise itself becomes both a developer and a consumer. innovative technologies. Innovation is stimulated by increased demand for products and increased sales volume, as well as possible increases in prices for certain types of inputs. Changes in technology can sometimes open up new opportunities for product innovation.

Quite often, an organization, having introduced innovations, then distributes them on a commercial basis to other organizations. The speed of their spread (diffusion) depends on the relative need for investment and the effectiveness of each innovation. Moreover, the greater the number of organizations that used this innovation, the higher the losses of those organizations that did not use it. This also speeds up the distribution process.

The positive effect of introducing innovative technologies is obvious. This, as a rule, is a rapid and significant increase in labor productivity, equal to that of grocery products and then a higher commercial effect, a high share of productivity growth. All this is due to improvement technological processes. Due to the fact that technological innovations reduce production costs and subsequently prices, the greatest benefits from these innovations are received by manufacturers with a higher market share of product sales.

The most important prerequisite for accelerating the introduction of innovations and increasing their scientific and technical level are rapidly developing computer technologies. The development and implementation of innovation becomes one of the main directions of the organization's strategy, as it determines many directions of its development.

The implementation of innovation policy in general involves such operations as: developing plans and programs for innovation activities; monitoring the progress of innovation development and its implementation; consideration of innovation development projects; implementation of a unified innovation policy; coordination of innovation activities in functional and production departments; provision of financial, material and technical resources; ensuring the development of innovation by qualified personnel; creation of temporary target groups for a complete solution innovation problems– from the goal to the implementation of innovation.

Today, a large number of large organizations have created so-called scientific and technical complexes that allow the development and implementation of innovative technologies in production.

Analyzing world experience, it should be expected that at the stage of economic recovery in Russia, a tendency to reorient the direction of scientific, technical and production and marketing activities in the innovation policy of industrial organizations will begin to appear, since time requires the creation of new generations of high-tech products, the development and implementation of technological processes at the world standards.

Innovation activities constitutes the organic part marketing activities organizations, this especially applies to organizations engaged in the production of high-tech products. Here there is particularly close interaction between the engineering and technical departments and the marketing department.

In this regard, the following goals of innovation can be named: searching for a new technical solution - creating an invention; conducting scientific research and technological developments; technological preparation for serial production of new products; consolidation of products in new markets through constant improvement of technology, increasing competitiveness.

The main thing in an organization’s innovation policy is to formulate the main goal of developing an innovation, determining the time frame for its implementation, evaluating the results in the form of specific practical goals, and reducing the time frame for introducing new products.

A clear innovation development policy sets the direction for information gathering and proposal development, which leads to persistent pursuit of opportunities and creates motivation for development teams.

The main goals of innovation are to minimize production costs and improve the quality of technological, organizational and personnel solutions.

When implementing a highly effective new technology, the most important results are:

• share reduction manual labor and improving working conditions;
• ensuring continuous and stable production process, reduction of non-production time costs;
• reducing labor and material intensity per unit of production;
• increasing the efficiency of equipment use;
• diffusion of innovation in other organizations on a commercial basis.

Therefore, the creation of necessary and sufficient conditions for rational organization innovation management in industrial organizations will allow the organization as a whole to increase the competitiveness of its products and the profitability of its activities.

List of sources used

1. Gracheva M.V. Innovative activity in industry: theory and practice in market economies and innovative surveys of Russian enterprises. – M.: IMEMO RAS, 1994.
2. Gunin V.N. Innovation management. Module 7. – M.: Infra-M, 1999.
3. Kokurin D.I. Innovative activity. – M. – EXAM, 2001.
4. Kondratyev N. D. Problems economic dynamics. – M.: Economics, 1984.
5. Sahal D. Technical progress: concepts, models, assessments. – St. Petersburg: Finance and Stability, 1998.

Two main models of the innovation process can be distinguished. The first is a model of diffusion of innovation at the macro level throughout the economy. Let us recall that diffusion is the distribution of innovations that have already been mastered and used in new conditions or new industries, in new countries. As a result of diffusion, the number of both producers and livestock increases.
The main goal is to assess the environmental factors that contribute to the spread of innovation among more manufacturers, companies, organizations or slow it down. The problem arises of the interaction of innovation with the corresponding socio-economic environment, an essential element of which is competing technologies and goods. The speed of spread (diffusion) of innovations is greatly influenced by the state’s innovation policy, the existence of an adequate information base, mechanisms for the functioning of science and its connections with production, forms of legislative decision-making on innovation issues, methods of transmitting information, mechanisms for stimulating innovation activity, accumulated experience in introducing innovations.
The innovation diffusion model is closely related to scientific and technical activities aimed at using and concretizing the results of scientific research and development to expand and update the range and improve the quality of products with their subsequent effective sale on the market. The object of scientific and technical activity is precisely the diffusion of innovations in the field of engineering, technology, economics, organization and management, i.e. dissemination and use of scientific and technical knowledge in all areas of science, technology, and production. The concept of scientific and technological activity was developed by UNESCO and is the basic category of international standards in statistics of science and technology. According to UNESCO recommendations, scientific and technological progress as an object of statistics covers three of its types: a) scientific research and development b) scientific and technical education and training c) technical services.
Scientific and technical activity underlies innovation activity, which is closely related to the cycle of implementation and dissemination of innovations: work related to this cycle is predominantly profitable (mass production, development of innovations from consumers, use of various distribution channels for innovations). Module. Governmental support innovation activity plays a significant role in the diffusion of innovations and the continuous development of innovative activity of enterprises, and undoubtedly has a positive effect on the economic growth of the partnership.
The main factors that determine the pace and scale of innovation diffusion at the macro level include:
Internationality of science. The results of scientific research quickly become known throughout the world and are widely used in interested countries (the secret of the “Japanese miracle”).
Development of the material and production base of the relevant branches of the state.
The development of an experimental base, which presupposes not only the availability of equipment and laboratories, but also the appropriate attitude of the state, supports and creates an innovative climate in society on the basis of relevant legislation and other factors. For example, a university does not have equipment, but under certain conditions it can establish relationships with a particular enterprise and use its production base, laboratories, and equipment to conduct experiments.
Worker qualifications. The basis of innovation is knowledge. Innovation is a direct product of the human mind, activity, and intellect. Therefore, creating the necessary conditions (obtaining information, stimulating work, training staff) is the basis for the interest in innovation of employees of organizations.
“The size of the domestic market, which is determined primarily by the size of national wealth (domestic national product), and the living standard of the population.
Developed infrastructure. It is aimed primarily at solving the problems of ensuring the relationship between economic, social and scientific and technical aspects of development in
within the framework of a unified innovation policy through innovation activities. Developed infrastructure means the development of the investment (capital) market, the securities market, the competition market, but
introduce.
Since the 80s of the XX century. there was an intense surge in innovation activity at the international level - national innovative systems. Researchers of this phenomenon emphasize that all developed countries that have formed national innovation systems differ government regulation and support for systems of interconnection between scientific, industrial and educational components. For example, a feature of American and Japanese universities is their close connection with industry and other sectors of the economy, which turns out to be a variety of means - from the exchange of specialists and the creation at universities of a network of consulting structures that have a great influence on innovation, research laboratories in various sectors of the economy, in the operational needs of production are reflected in curriculum university
In the history of the diffusion of innovations in the United States, there is a tendency to expand the scope of dissemination and implementation of scientific achievements in the field of plant production.
In the global economic space, a new paradigm growth based on the use of knowledge and innovation as the most important economic resources.
Thus, the model of diffusion of innovations at the macro level directly depends on the state’s creation of economic, organizational, legal and social conditions, through certain financial, credit, tax, patent, depreciation and other policies that stimulate both the creation and implementation and rapid spread of innovations. Of course, in different products, technologies, and socio-economic conditions, different options for innovation policy are used in terms of its focus and influence on socio-economic processes. In addition, during the diffusion of innovations, it is necessary to take into account the possibility of adapting the socio-economic environment to certain cyclical changes.
The second model of innovation diffusion characterizes the internal organizational path of innovation in a single company (enterprise) or organization.
The introduction of innovation is always a complex process for any organization, which is due to the uncertainty associated with the innovation itself: insufficient information about it and its profitability, especially in the early stages of diffusion. Assessing the relative advantages of innovations in the early phase of their diffusion is especially difficult when we're talking about about radical innovations. Therefore, a significant number of manufacturers, as practice shows, do not always take risks and prefer to reduce production costs through the use of resource-saving technologies and product modernization.
According to J. Schumpeter, only the expectation of super-profits is the driving force behind the decision to introduce an innovation in industrial production.
The main types of innovation at an enterprise include product innovation; technological processes; management personnel.
The basis of innovation policy on industrial enterprises Product innovation is what makes up different industries. They are decisive from the point of view of the purpose of the enterprise - to meet certain needs of society. But it is necessary to take into account the connection with other types of innovative activities, and product innovations entail innovations in technology, personnel and management activities. The latter, in turn, ensure the successful and efficient implementation of product innovations.
Product innovation can be viewed in terms of:
new use of an already known product;
changes in the appearance of an already known product;
a fundamental change in an already known product (improvement of certain characteristics, increase in quality, reduction in production costs as a result of the use of new materials or new technological means)
inventing a truly new product.
In turn, everyone New Product may be characterized by:
the presence of new technical solutions, their significance (scientific and technical aspect)
influence on the market, i.e. market novelty ( economic aspect).
If new model product is better than the existing one in terms of technical and economic characteristics (due to the use of new scientific recommendations, inventions and technical solutions) and the costs of its development are small, and there is no market novelty in the product, then its implementation is unlikely to provide profit to the manufacturer. At the same time, market novelty of a product can be achieved without scientific and technical solutions - thanks to changes in appearance, size, shape, etc.
Thus, the decision to launch a new product is complex and risky.
The level of risk depends on the following factors:
degree of originality and complexity of the concept that determines market receptivity and switching costs for the user (market risk)
level of technical implementation of innovation (technological risk)
the degree of familiarity of the firm (enterprise) itself with technology, innovation and the market (strategic risk).
Based on this, the introduction of innovation at an enterprise goes through a number of stages, which are given in Table. H.2.

As the table shows. 3.2, at the first two stages of the innovation process, the need for innovation is determined and relevant information about it is collected, that is, the start of the innovation process in a specific enterprise (firm) is stimulated. According to experts, from 25 to 39% of all innovations are introduced based on data obtained about their implementation.
The rate at which innovations spread is positively related to profitability and negatively related to the amount of capital required for their development.
At the third stage of the intra-organizational innovation process, based on an analysis of the essential properties of the innovation, it is carried out pre-selection. In table Table 3.3 shows 18 characteristics that have the greatest influence on the formation of management and personnel attitudes regarding the selection of innovations. The main selection criterion is economic efficiency innovation that ensures the survival, effectiveness, competitiveness and profitability of the enterprise (entrepreneur).
The process of innovation in an enterprise as an activity to create a commercially profitable product (initiated on the market) is carried out according to the following scheme:
development of strategic goals;
- Identifying market needs for new products and generating ideas for new products;
determining the company's capabilities to create these products;
conducting research to realize these opportunities;
development of a new product (product)
design, product construction;
release of a prototype;
test marketing (testing a prototype on the market);
launch of the product into serial production.
This scheme for organizing the innovation process and managing it within the enterprise provides for close interaction between the functional units of the management system, especially those involved in the development, production and sale of new products and customer service. In Fig. 3.8 shows this reciprocity.
There are other approaches to determining the stages of the innovation process in an enterprise. This model deserves attention:
Obtaining information about the limit of technology, product based on the S-shaped curve.
The emergence of a problem of innovation.
Development of ideas, analysis of the properties of innovation.
Selection of ideas, assessment of their economic effectiveness.
Research, development, promotion.
Development of a program for technological re-equipment of enterprises.
Detection of production bottlenecks.
Choice organizational form production and management structures in order to introduce innovations.
Operational management implementation of innovation.
With this model of introducing innovation at an enterprise, the focus is on the constant search for new ideas, which is carried out by special research units (laboratories), they create automated data banks.
Bottlenecks in an enterprise are identified through workplace certification. The enterprise passport makes it possible to characterize the capabilities effective use production capacity, equipment, use of specialists; evaluate the economic and social efficiency of innovations, rank their selection taking into account the costs.

Whatever model of the innovation process is used at the enterprise to develop an innovation, the degree of its novelty remains an important criterion. The competitiveness of the innovation depends on the novelty of the innovation. The deeper an enterprise plunges into new areas of activity, the higher its strategic risk becomes, and the higher the level of novelty of the concept and technology, the higher the intensity of innovation and the associated risk, as shown in Fig. 3.9.

It should be noted that the level of risk associated with technological innovation also depends on the source of the new product idea. As evidenced by numerous European and American studies, innovations based on a direct analysis of needs are successful and effective.
Current trend in innovation research is to probe all the long-term prospects for the strategic development of an enterprise. Every organization that does business must have more innovative ideas and projects than it can implement. An organization that does not pay enough attention to innovation is likely to find itself on the wrong path, which leads to stagnation and death. There are strong practical arguments to support this. Modern business, as has been noted more than once, operates in an environment that is constantly changing. The world has become more dynamic and competition has become global. The newest ones are emerging high tech, the direction and consequences of development of which are difficult to predict. Therefore, the flexibility of the organization and its adaptability to innovation remains the only key factor for survival and development. In this case, the time factor is of great importance, which directly affects not only the profitability of the product, but also the place that the organization will occupy in the market among its competitors.
For example, thanks to flexible production systems General Electric's plant, which produces more than 1 million electric meters a year, can easily be reprogrammed to produce any of its 2,000 product varieties and gain an advantage over less nimble competitors by rapidly moving into and out of new areas as soon as they cease to make a profit, and also quickly apply innovations to improve their products.

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