Organizational and Social Innovation and Organizational Capital of American Corporations. Organizational innovation Organizational innovation example

The innovative orientation of economic development, the growing need for technological renewal, emphasize the importance of a clear correspondence between the principles of organization and structural and organizational relationships in innovation. It is about finding the best ways to bring innovative impulses to economic reality. With the expansion of innovative transformations, a scientifically substantiated formation of the functional and elementary base of innovative development is required.

Organization of innovation includes three fundamental aspects:

· The subject of innovation, which is an association of people who jointly implement the development, implementation and production of innovations;

· A set of processes and actions of the organization aimed at performing the necessary functions in innovation;

· Structures that ensure the internal orderliness of the system and improve the relationships between its elements and subsystems.

From this point of view, the organization of innovations should be understood as a process of streamlining innovative activities, as a subject, firm, institute, innovative enterprise, as organizational structures that determine the composition and place of divisions, also regulating the procedures of forms, methods, processes that are carried out in innovation.

An organization from the standpoint of a firm can be viewed as an association of people or their agreement to perform work on the implementation of innovations. The subjects of innovation are heterogeneous, multi-element and different-sized firms, companies, associations, universities, research institutes, technopolises, technology parks, etc. All these organizations are the main carriers and economic entities that carry out a real renewal of production.

The process of managing innovations in the context of accelerating the pace of scientific and technological progress requires the organizational structures of the enterprise to be able to quickly adapt to market conditions. The lack of such capabilities is a consequence of the inefficiency of enterprise management systems.

An innovative organization is a complex technical, economic and social system that reflects its individuality and specificity. This system can be described when determining the nature of interaction at each of its levels of the hierarchy. From this point of view, there are various approaches to building the organizational structures of innovative organizations. There are the following typical organizational structures:

Linear,

Functional,

Linear-functional,

Headquarters,

Divisional,

· Matrix.

The essence linear the system is that all management functions are concentrated in the head, and each employee is subordinate to one head. The advantages of this structure are: precise definition and delineation of functions and responsibilities, reduction of duplication of functions in the staff, unity of management, ease of management. Disadvantages: senior managers and departments are overloaded, as all information flows into them; the transfer of information between departments is difficult; the ability of an employee is assessed by the ability to perform functions within, and not from the point of view of ensuring the final result of the entire organization (Fig. 2).

1, 2, 3, 4, 5, 6 - performers

Rice. 2 Linear organizational structure

At functional In the system, each employee is subordinate to several managers, receives instructions from them and reports on their activities. Advantages: more competent solution of special issues in comparison with the linear system, availability of specialists, release of line managers from solving some special issues. Disadvantages: drop in the level of performing discipline; falling of the principle of one-man command, vagueness in the distribution of functions and subordination, excessive interest in the implementation of goals and objectives in their units. It is rarely found in its pure form, more often in the form of functional departments of other organizational structures: production, financial, accounting, supply, personnel management, legal, etc. (fig. 3).

1, 2, 3, 4- performers

Rice. 3 Functional organizational structure

Linear-functional structure - a limited combination of linear and functional structures, the employee is in disciplined subordination to the boss himself, but receives the task and information about his activities not from one, but from a certain number of managers. Advantages: a top-level manager relies on proposals from functional departments, develops a solution for line managers at lower levels. The line levels receive advice from the functional leader. Disadvantages: fast, difficult-to-manage fragmentation and increase in the number of functional services, an increase in the number of poorly controlled horizontal ties, assignment of command responsibilities by functional services due to the personal authority of the respective leader. The most common and used in small organizations, as well as large - with a stable nature of production (Fig. 4).

1, 2, 3, 4- performers

Rice. 4 Linear - functional organizational structure

Headquarters structure: under line managers, special units are created - headquarters services, consisting of representatives of design organizations, specialists, representatives of local administrations, scientists, which are essentially advisory bodies, but do not solve specific issues of production activity. Advantages: the line manager has the ability to make competent decisions in difficult situations, when solving certain problems of promising importance, as well as when solving new unique projects. Disadvantages: a slight increase in personnel, the number of functional services (Fig. 5).

Rice. 5

At divisional structure, functional units make decisions centrally and serve all production units. At the same time, the production departments themselves necessarily have their own functional sales services, accounting, etc., which work only for their own product. Advantages: flexibility and quick adaptation to external conditions, high motivation. Disadvantages: a slight increase in personnel, the general interests of the company fade into the background. This system is advisable in the presence in the company of heterogeneous areas of activity (Fig. 6).

Rice. 6

Peculiarity matrix structures: double subordination - directly to the head of the department and the project manager. Advantages: flexibility and adaptability to the opinions of department heads and the project manager, high efficiency in the implementation of new projects, release of top management from solving operational issues. Disadvantages: Double subordination leads to conflicts and exacerbation of the struggle for power. This system is useful in the development of new projects and products (Fig. 7).

Specialists

Project group

Rice. 7 Matrix organizational structure

An important part of the matrix management structure is the use of semi-autonomous groups or target groups. These groups are created for a goal or program to solve a specific problem and use a certain freedom in organizing their activities.

The manager of the innovation program in such organizations has great powers, is responsible for coordinating the activities of the participants in the implementation of the program. The flexibility of the program-target structures of the coordination type depends on the ability of managers to create and use information links (communications) between the coordinator and the teams of departments involved in the implementation of innovative programs.

To determine the reality of the implementation of a specific innovative activity, it is necessary to constantly analyze its structure in two main aspects:

1) The horizontal structure of the organization, or a method of grouping personnel into blocks connected horizontally;

2) The relationship between management levels is the vertical structure of the organization.

In accordance with the disciplinary orientation method, units are specialized in certain areas or areas of activity. The choice of area of specialization is usually determined by the nature of the problems. All researchers dealing with the same problems are grouped in one unit. In this case, scientific problems are solved either by one of the groups, or the problem is divided into several subtasks, each of which is solved by a separate group. It is also possible that one of these groups is the main performer on a given problem and entrusts the execution of subtasks to groups specializing in the relevant fields.

When the general purpose of a division is the practical development of innovations and their preparation for implementation on the market, specialists of many specialties, closely related to engineering and technological work, are needed - software or product orientation . The rational option here is a program-oriented organizational structure in which each group performs one of the tasks necessary for the implementation of the program throughout the organization. In this case, the organization is simultaneously developing several programs.

The software (product) organizational structure has a number of advantages:

Facilitates planning, estimation and costing of programs based on both scientific and commercial criteria

· Provides the opportunity for each researcher to work in a creative, task-oriented environment.

This structure allows for the unity of management to achieve the ultimate goal; provides a direct link between research and engineering. At the same time, a stock of knowledge about the problems associated with a certain type of process is accumulated. Therefore, such a structure is most effective for organizations engaged in research, closely related to development (Fig. 8).

Rice. eight

In organizations conducting basic research, it is advisable to use a disciplinary structure .

Research of a fundamental nature, despite the target orientation, is separated from development - a phase-phase structure is applicable here . A significant part of the work in the organization is of a search nature and does not allow formulating requirements for a prototype. Development of a prototype begins only when the results of the research are considered “successful” and the analysis of costs, benefits and the market yields positive conclusions (Fig. 9).

Rice. nine

In mixed structures groups of specialists of the same profile are created as a permanent component of the structure, and a mechanism for their binding to the program structure is introduced. This technique allows you to combine the advantages of program orientation with specialization and provide an interdisciplinary approach to problem solving (Fig. 10).

Rice. ten

There are many ways to combine programming with disciplinary units. You can use the form of a program team, which consists of a program manager who can be hired on a temporary basis and appropriate personnel from the organization. The program manager can outsource the solution to the problem on a disciplinary basis. A simple form could be applied — appointing program managers as they move on to solving new problems. Sometimes a more flexible form is used, in which the coordination and control of programs is entrusted to the program management departments. The resulting organizational structure shown in fig. eleven.

Rice. eleven

However, organizations rarely have a simple, purely hierarchical structure in which all the main performers (researchers) are located at the same level and report only to the manager of the research service. As a manager moves to a higher position, he moves further away from direct participation in conducting research, his ability to effectively manage their course decreases. The tasks of managers holding positions above the leading specialist are to provide work with the necessary means, control the compliance of research and development with the set ultimate goals, maintain communications by analyzing the work being done and using its results to participate in the formation of the most rational policy at the next higher level of management. At the same time, managers receive instructions from a higher level about the goals set and translate them into the language of choosing programs or stopping work on specific programs, the appointment of leading scientists to high positions without making them responsible for managing large scientific teams allows them to maintain broad contacts, choose problems over which they will be work the unit headed by them (Fig. 12).

Rice. 12

There is one more fundamental problem in the formation of the structures of innovative organizations. Organizational characteristics that increase the likelihood of accelerating the emergence of new ideas can have the opposite effect on the fact that these ideas will be implemented and implemented.

Organizations with a significant number of specialized research groups and administrative units are more likely to come up with innovative ideas. It is believed that new ideas come primarily from staff with specialized training and belonging to professional organizations with extensive external connections. The organization, which consists of a few groups of specialists, generates new ideas more productively thanks to scientific cooperation, personal contacts between researchers.

However, the more diversified an organization is, the fewer important innovative proposals it accepts. This is because the process of adopting and implementing innovations is associated with breaking traditions, which causes strong resistance in a diversified organization. This greatly complicates implementation, contributes to the development of routine and parochialism.

Therefore, the stronger the implementation of innovations is associated with the implementation of complex developments characterized by a high degree of risk, the deeper the restructuring of the existing organizational structure requires.

An effective tool for assessing the organizational structure of the management of an innovative team is the modeling of situations that may arise in the course of its work. In the process of building a model, the stages of its construction are highlighted, conceptual representations and research of the model are formalized.

Sequence of stages and operations when forming the organizational structure of the management of the innovation team, the following:

· Determination of the scope of work of the program;

· Creation of a regulatory framework for the labor intensity of the program;

· Formation of normative and reference information, which has the requisites: coefficients of execution and parallelism of program work by divisions and the team as a whole, an effective fund of staff working time; the number of units, the minimum number of units;

· The norm of controllability of the team manager and his deputies, the planned level of automation of the program work, the planned workload factor of departments, the maximum permissible labor intensity of the organization;

· Determination of the required number of specialists according to the functions of the organization;

· Distribution of the number of specialists by qualification and job categories within each function between functional units;

· Distribution of the number of specialists by qualification and job categories within functional units;

· Formation of the structure of functional units;

· Formation of the organizational structure of team management;

· Determination of labor intensity and duration of research and development, costs by office, sector, division and organization as a whole;

· Determination of the level of workload of organizational units.

The organizational structure of the management of an innovative organization should establish a clear relationship between various tasks within the team, subordinating them to achieving a specific goal. And the end result of a logically conceived organizational structure is a general increase in the efficiency of the innovative organization.

To successfully implement the new global strategy Ford radically changes its organizational structure. In the field of product development, there is a transition to a design organization, and in the field of marketing, production and sales - to a matrix organization.

As stated earlier, each of the five Product Development Centers is built according to the design principle. It includes on a temporary basis engineers of various functional areas: designers, marketers, production workers, etc. They report to the project manager, and not to the heads of their functional departments. The project manager is responsible for the entire product development chain, from the concept of a new product to the engineering work to create a prototype. Such one-man leadership and responsibility significantly reduce costs and timeframes. If before the restructuring the company took more than two months only for the approval and adoption of the project of a new car, then after the introduction of the Ford 2000 program this period was halved.

The only drawback of design organizations is the problem of "obsolescence" of the knowledge of specialists included in the design-target groups and do not have access to knowledge that is constantly updated within their functional departments. The degree of "obsolescence" depends on the duration of the project and the rate of change in the area of expertise. However, in the automotive industry, technological knowledge has evolved much more slowly than changes in consumer tastes and preferences in the marketplace. Therefore, it can be assumed that the benefits of implementation Ford design organization in the development of new cars practically neutralize the disadvantages associated with the problem of "obsolescence".

Within the framework of the "Ford 2000" program, matrix structure production, marketing, supply and sales. In the matrix structure, line managers are in double subordination: to the head of the Product Development Center and to a higher functional leader. This organization has two advantages. First, specialists have the opportunity to expand the scope of their professionalism through close constant contact with other functional specialists. Secondly, there is the prospect of using unique highly qualified specialists in various projects, which significantly reduces the cost of finding and hiring new employees.

The disadvantage of the matrix structure is the problem of double subordination, which can be solved by clearly delineating the functions and areas of responsibility of each of the leaders.

Questions and tasks.

What are the objective prerequisites for a change in the company's market strategy? Ford with mid-1990s

2. Group and rank the main corporate problems of the company prior to the introduction of the "Ford 2000" program.

3. What organizational innovations were carried out and what was the need for them?

4. For the period of restructuring in the automotive departments of the company Ford howled employs about 320 thousand people. How will organizational innovations affect the company's employees, many of whom have different nationalities? What motivational measures can be used by the company's management to increase creativity and receive support for innovation from employees?

5. Was there another way of solving the accumulated Ford problems? Give reasons for your answer.

SITUATION 5: "THE SUCCESS OF THE COMPANY MARION LABS., INC. IN THE FIELD OF TECHNOLOGY TRANSFER "

The experience of an American chemical and pharmaceutical company Marion Labs., Inc. is a classic example of successful technology transfer. Over the 30 years of the company's existence, technology acquisition has been the main driver of growth and development. Marion.

In 1963, the company's sales were about $ 2 million per year, in 1976 - about $ 40 million.In 1989, this figure reached $ 930 million.The total number of people employed in manufacturing has never exceeded 3500 people. ... However, by the end of the 1980s. Marion ranked fourth on the Fortune list in terms of total shareholder return. The company's success factors, according to independent experts, include:

1. Competent personnel management policy:

Recruitment;

A reward system;

Training system;

Participation of employees in the company's profits.

2. A high degree of delegation of authority.

3. Continuous improvement of the technology acquisition system for the release of new products.

The very first product of the company was “Os-Cab, a dietary supplement based on oyster shell powder, an essential source of calcium.

In the early 60s. company Marion introduced new formulas of prolonged action of two old drugs: nitroglycerin and papaverine. The technology for the preparation of these drugs was developed by another company and was in its infancy.

By the end of the 60s. the company's management decided to expand the range. The staff was tasked with finding and purchasing products from development organizations. A dedicated team of experienced marketers and R&D specialists was created. Through the efforts of this group, the company acquired the following technologies.

Ø Gaviscon - the heartburn remedy was released in 1970 under license from the Swedish company Ferring AB. Shortly after acquiring a license for its production, specialists Marion discovered a new field of application of this drug in the field of hernia treatment. The latest discovery became its main purpose. The importance of this discovery and the company's profits were allowed to pay the developer - Ferring - an additional fee not provided for in the license agreement.

Ø Silvaden - the production of this local antimicrobial agent for burn therapy began in 1974. The production technology was developed by Columbia University. Despite the fact that the agent was a first aid preparation, the introduction of technology into production was quite difficult. The company's efforts were rewarded, because thanks to this drug Marion ball is recognized by the US Medical Research Society.

Ø Ditropan - a neurogenic symptom reliever was launched in 1976 under license from Mead Johnson.

Ø Carafate - has been produced since 1981 under the license of Chugey Pharmaceutical for the treatment of intestinal ulcers.

Ø Cardizem was originally produced as a result of the acquisition of technology from Tanabe Seyuka and was used in the treatment of sore throat. Since 1989, it has become widespread as a cardiovascular agent in the United States.

Ø Cardizem SR - was developed by the specialists of the R&D department of the company Marion jointly with the Irish corporation "Elan" for the treatment of hypertension.

Ø Integra - artificial leather used in burn therapy. Developed by Massachusetts Institute of Technology in 1981. In 1990 the company Marion acquires a license and starts production of the drug.

Ø Pentasa - this product for the treatment of intestinal inflammation has been licensed from Ferring AB. The production of the drug began in 1990.

Since the mid-1980s, when acquiring technology at an advanced stage became more difficult, the company Marion began participating in a number of joint research programs with other firms and universities.

Marion actively invested in a small company Nower, founded in Baltimore to create drugs using new prescription technologies. On a contract basis the company Marion participated in laboratory research Nower, which served as a good basis for training personnel and obtaining the necessary know-how.

This interaction experience stimulated Marion to expand the scope of cooperation in the field of R&D, and the company has signed a number of agreements with venture capital firms and universities.

Fruitful research has been carried out at universities in several states and has led to the commercialization of fairly sophisticated drugs for respiratory, cardiovascular, and muscle therapy. The most important advantage of this cooperation was the increase in the level of complexity and science intensity of the drugs. If in 1976 the company's R&D expenses were about $ 3 million, then by 1989 they had increased to $ 133 million.

As a result of scientific and technical cooperation, the level of scientific knowledge of the company's laboratories Marion increased so much that some fundamental research in the field of drug synthesis began to be carried out within the company. This allowed the company to cover almost the entire spectrum of scientific research in the selected area. More sophisticated molecular studies were carried out within the framework of joint research programs.

Questions and tasks

1. What methods of technology transfer have been successfully used by the company Marion?

2. Is the change in the company's R&D costs an indicator of the efficiency of technology transfer? Calculate the R&D Cost Ratio of the Company Marion(R&D Margin) in 1976 and 1989

3. What is the main result of scientific and technical cooperation of the company Marion with universities and venture capital firms?

SITUATION 6: "" AIBO "IS A NEW SONY PRODUCT"

In October 2000 the company Sony announced the introduction of a unique robot on the market - the result of many years of research and development by the R&D department of a leading corporation in Japan. The presented novelty belongs to the second generation of autonomous robots, the main competitive advantage of which is the ability to communicate emotionally with the owner.

The robot is presented in the form of a dog, its characteristics can be seen in table. 2.1.1.

Table 2.1.1. Technical characteristics of the robot "AIBO"

Thanks to the latest technologies, this robot is able to express emotions of fear and joy, is endowed with the ability to learn and gain experience, “understand” and respond to 50 simple words, remember its own name, recognize the owner by voice and respond to him in “dog” language.

The robot is equipped with a special camera that turns on automatically upon the command “take a photo”. The unit with the camera is connected to a regular computer, which makes it possible to view photos in a PC album.

You can order a robot in the sales department of the company Sony or at www.AIBO.com. The novelty will also be presented in large retail outlets in order to familiarize potential consumers with the features of the robot's functioning. The price of an average configuration is $ 1,500. The first export deliveries of ASHO were made to the USA, Austria, Greece, Germany, Finland, France, Denmark, Ireland, Italy, Luxembourg, Portugal, Spain, Switzerland, Great Britain, Belgium and Scandinavian countries.

The history of the creation of "AIBO"

YearEvent

1998 Launch of a project to create an autonomous "home" robot.

1999 Trial sales of "AIBO" in Japan and the USA (5000 ate.).

2000 Beginning of mass production of the improved model.

"AIBO" is separated into an independent company Entertainment Robot Company

Questions and tasks

1. What external factors could become prerequisites for the creation and launch of this product on the market?

2. Model the diagram of the main stages of the implementation of an innovative project to develop and create a robot "ASHO".

3. Using three main types of classification of innovations, determine the type of this innovation.

4. Identify possible target markets and develop marketing strategies to reach them.

5. Highlight the main directions of the company's innovation policy Sony and analyze the dominant innovation strategies. Under which of these strategies has the AIBO project been implemented? (Use www.world.sony.com to complete this assignment.)

SITUATION 7: "PROJECT" NEO "-" NEW PRODUCT - NEW SEGMENT "OF WIMM-BILL-DANN COMPANY"

Company Wimm-bill-dann is one of the largest Russian food producers. The company's field of activity is the market of fermented milk products and juices. The company's products are distinguished by a wide range of products and high quality. The company operates in the middle price segment, focusing on people with average income and wealthy (see the classification scale, Table 2.1.2).

Table 2.1.2. The scale of the socio-demographic classification of the population of Russia

Class	Number of	Decryption
A Upper class, "high-income"	1440 thousand people (2.4% of the urban population of Russia (100 thousand +), 480 thousand families)	¨ They do not experience financial difficulties or they have enough money for everything, except for the purchase of real estate. ¨ Top managers (top managers) of enterprises, organizations and institutions with higher education and a large number of subordinates, highly qualified specialists with private practice. ¨ According to psychographic types, it consists of 33% of prosperous and successful people, 17% of innovators, 16% of ordinary people
Upper middle class, "wealthy"	3539 K people (5.8% of the urban population of Russia (100 thousand +), 1180 thousand families)	¨ There is enough money for everything except the purchase of real estate, or there is enough money for large household appliances. ¨Middle managers with higher education of large organizations, medium-sized business entrepreneurs. ¨According to psychographic types, 31% of them are prosperous and successful, 18% are ordinary people, 17% are innovators
C Middle middle class, "average income"	8222 thousand people (13.6% of the urban population of Russia (100 thousand +), 2,740 thousand families)	¨ There is enough money for clothes and household appliances. ¨ Highly qualified specialists without managerial functions in the non-state sector of the economy, small entrepreneurs, middle-level managers with secondary or specialized education. ¨ According to psychographic types, it consists of 31% of ordinary people and aspirants, 15% of those who have achieved success, 14% of innovators
D Lower middle class, "poor"	36356 thousand people (60.2% of the urban population of Russia (100 thousand +), 12 119 thousand families)	¨ There is enough money for food and clothing. ¨ Qualified specialists, employees, workers and foremen in state-owned enterprises and in budgetary organizations; the majority of retirees; employees without higher education; small traders without special or higher education. ¨ According to psychographic types, it consists of 32% of inhabitants and aspirants, 16% of survivors
E Lower class, "poor"	10844 thousand people (18% of the urban population of Russia (100 thousand +), 3615 thousand families)	¨ There is enough money for food. ¨ Unskilled and auxiliary workers with secondary education, low-income pensioners. ¨ According to psychographic types, it consists of 32% of the inhabitants, 29% of surviving

In 2002, the company's management decided on the need to adjust the corporate image in order to make the company more innovative and dynamic. The Research Center and the Marketing Department have developed and successfully implemented a fundamentally new project "NEO".

The following provides detailed information on this innovative project based on corporate materials, publications, market observations and conversations with company leaders. Wimm-Bill-Dann.

To obtain more detailed and reliable information about the development and implementation of the project, the company's management was asked to answer the following questions.

1. What were the sources of the formation of the new idea "NEO"?

2. The company entered not only a new price segment, but also practically generated a new demand. On the basis of what research was the decision made on the feasibility of an innovation with such a high market risk factor?

3. From what organizational stages was this innovative project built?

4. Has the original product idea been revised after laboratory and market testing?

5. New brand image "NEO" - bright ideas and innovations - is it a repositioning of the whole corporate brand image or just a part of the marketing program of one product?

6. Obviously, the tactical goals of the new project were to increase the company's sales and increase its share in the market of fermented milk products. Is it possible to say that the strategic task was to increase the loyalty of all target consumer segments to the corporate brand as a whole by creating the image of an innovative flexible company?

7. The novelty of the product lies in the use of the latest enrichment methods and new design. Is this innovation primary or there are already close analogues on the market?

8. Competitive advantages of "NEO" are natural ingredients, unique benefits, palette of taste, quality of a corporate brand, assortment groups according to the "idea". How is the competitive strategy formulated?

9. Currently the product line consists of four product groups - Mazitel, Bio-vit, Joy-fit and Imunele cocktails. At the moment, the awareness of the buyer has been achieved only in two groups - "Joy-fit" and "Imunele". Do you plan to promote the remaining products separately?

10. It is known that consumer loyalty is directly proportional to the variety of assortments within a brand. Do you plan to increase the breadth of the assortment due to the emergence of new groups of fortified products or due to flavor differentiation within each group?

11. The pricing policy for the new product is focused on setting the price level 20-30% higher than the average price for fermented milk products. How were the final prices for fundamentally new products established and will there be price differentiation within the brand?

12. What target market are you targeting?

13. Why, given the chosen positioning, target market and pricing policy, does the distribution system cover the entire distribution chain, including markets and stalls? Wouldn't that be an anti-factor when making a buying decision for a target market?

14. The chosen promotion strategy is to inform about the appearance new brand- original and modern and intriguing - indicates that the stake is placed on the emotional aspect of consumer behavior. At the same time, usually when promoting technologically fundamentally new products, the emphasis is on the product, and not on the brand. How do you explain your choice?

15. You used the whole promotion-mix complex, a special place in it was given to BTL technologies: conferences, testing, a program with clinics, tasting, an internal system of stimulating sales departments. Have you contacted an agency or is this the job of your marketing department?

-% of sales;

Competitive parity;

-% of profit;

Target.

17. What objective reasons caused the overfulfillment of the sales plan of the new item in 2003?

18. How has the company's position on the market changed after the launch of the NEO project?

19. By the end of 2003, brand awareness in Moscow - 52%, in Russia - 44%. Did corporate brand positioning match with consumer product positioning?

So, main source NEO's new idea was the market itself.

Among the most significant trends in the development of the Russian consumer market is the growing interest in “products with an idea”. This trend is part of a more global problem of individualization of the modern consumer.People are ready to spend additional funds to purchase not just a good quality product, but a product that can satisfy the special individual needs of a person arising from his ideas about his own image and lifestyle. This feature of consumption is currently becoming global, as it affects the consumption of not only pre-selection or special demand goods - cars, real estate, household appliances, clothing, etc., but also consumer goods.

First of all, this applies to food products. At the first stage, this trend manifested itself in meeting the demand for fortified products, among which the company's products occupy a special place. Wimm-Bill-Dann. The target market in this case is the middle segment (see segment “C” of the Classification, Table 2.1.2). However, in the course of marketing research, another significant trend in the development of the consumer market in Russia was highlighted - this is the growth of the potential of premium or expensive segments. By combining these two trends, the company Wimm-bill-dann decides to leave to a new premium segment for her with a new “product with an idea”. On first preparatory stage work on the project was carried out in parallel. The Marketing Department was developing a marketing concept for a new brand, and the Research Center was working on the creation of prototypes of the future product.

The result of the implementation of the first stage was the emergence three new product concepts, which in the course of joint discussion were transformed into the final version of "NEO".

On second stage a multi-stage testing of the product and the brand concept itself was carried out. Special focus groups were created from potential consumers (this method has been used by the company for a long time), who were invited, on the one hand, to taste the products, and on the other, to evaluate the attractiveness of the new brand idea. In parallel, thorough laboratory testing of the product was carried out and adjustments were made in accordance with the opinion of the focus groups. Regular distributors of the company and independent experts in the form of specialized consulting agencies were also involved in testing the novelty.

As a result, the NEO brand acquired the following positioning:

ü image of "NEO" – bright ideas and innovations;

ü main competitive advantages - an individualized product with an idea of a new life: the latest enrichment methods, unique benefits, a palette of taste, natural ingredients, lightness, innovative design, quality of the company's products Wimm-Bill-Dann;

ü the product line consists of four assortment groups, each with its own idea and umbrella brand: fruit and milk cocktails "Mazhitel" - the idea of a soft velvet taste; fermented milk bio product "Bio-vit" - a combination of vitamins and new taste; low-fat organic yoghurt and Joy-fit juice - the idea of lightness; healing probiotic product with dacto-cultures "Imunele" - the idea of health promotion;

ü target market “NEO” is consumers aged 25-35 years, with a high level of income (see category “B” and “A” according to the Classification, Table 2.1.2), successful innovators, taking care of their health and giving highly appreciated non-standard solutions.

Third stage the implementation of an innovative project consisted in the launch of a new line for the production of NEO products. The company used the principle synergies production process, when old suppliers of ingredients, already existing technologies, a unified quality management system, etc. are used for the production of a new product. The main costly part of the project was the purchase and installation of a packaging line that is fundamentally new for the company. At the same time, special attention was paid to packaging, as a reflection of the product's image, and its share in the cost of production was 35%. Overall, the company expects a full payback on the new line two years after its launch.

Organizational innovation

"... 12. Organizational innovation is the implementation of a new method in doing business, organizing jobs or organizing external relations. These innovations are aimed at increasing the efficiency of an organization by reducing administrative and transaction costs, by increasing employee satisfaction with the organization of workplaces (working time ) and thereby increasing productivity by gaining access to missing assets or lowering the cost of supplying does not have to be the first to introduce these organizational innovations, it does not matter if the innovations were developed by your organization or other organizations.

Business innovation means the implementation of new organizational methods of business. These include, for example, the implementation of corporate knowledge management systems, the implementation of training systems aimed at employee development and reduction of staff turnover, the implementation of production and supply management systems in general, in particular, supply chain management systems, production rationalization, and quality management systems.

Innovation in workplace organization means the implementation of new methods of distributing responsibility and authority among employees to perform work within the framework of individual activities of the organization and between activities (and structural units), as well as new concepts for structuring activities, such as the integration of different activities.

New organizational methods in the external relations of an organization mean the implementation of new ways of organizing relationships with other organizations, such as new forms of cooperation with customers or scientific organizations, new methods of integration with suppliers, or subcontracting relationships in the field of production, procurement, distribution, solving personnel and support issues. ...

Organizational innovation is not a change in the way a business is run, workplace organization, or external relationships that are based on organizational practices already in place in the organization. The formulation of management strategies is also not in itself an innovation. However, organizational changes that are implemented in accordance with the new management strategy are innovations if they are applied for the first time in the practice of the organization ... "

A source:

Rosstat order of 09/06/2012 N 481 "On the approval of statistical tools for organizing federal statistical monitoring of activities in the field of preschool education, scientific and innovative activities, employment of the population"

Official terminology... Academic.ru. 2012.

See what "Organizational Innovation" is in other dictionaries:

innovation- INNOVATIONS (from Lat. In within and novatio renewal, change) objects created or interpreted as new entities (realities). Until modern times, the creation of the new was considered the prerogative of one God. Creating new things ... ... Encyclopedia of Epistemology and Philosophy of Science

Innovations

Expressed in monetary terms, the actual costs associated with the implementation of various types of innovation activities carried out across the organization. Technological innovation costs include total (operating and capital) costs, ... ... Official terminology

Mensch- Mensch, Gerhard Gerhard Mensch (innovation researcher) Gerhard O. Mensch (born November 12, 1937) professor of economic sciences, expert on entrepreneurship and start-up enterprises. In his research activities, G. Mensch contributed to the study of ... ... Wikipedia

SCIENTIFIC DISCIPLINE- SCIENTIFIC DISCIPLINE (from Lat. Disciplina teaching) is the basic form of organization of professional science, uniting on a substantive content basis the field of scientific knowledge, the community engaged in its production, processing and broadcasting, and ... ... Philosophical Encyclopedia

Yamauchi, Hiroshi- Hiroshi Yamauchi 山内溥 Occupation: Third President of Nintendo Co., Ltd., (1949 2002, 2002 2005) Date of birth: November 7, 1927 (1927 11 07) (8 ... Wikipedia

Innovation- (Innoatsiya) Definition of innovation, innovation activity Definition of innovation, innovation activity, innovation policy Content Content General definition of innovation Innovation and other similar concepts What is innovation Fundamentals ... ... Investor encyclopedia

Innovation- This term has other meanings, see Innovation (meanings). Innovation, innovation is an implemented innovation that provides a qualitative increase in the efficiency of processes or products demanded by the market ... Wikipedia

Innovative technology- Innovation is an innovation in the field of engineering, technology, labor organization or management, based on the use of scientific achievements and best practices, providing a qualitative increase in the efficiency of the production system or quality ... ... Wikipedia

EVOLUTIONARY THEORY (in economics)- EVOLUTIONARY THEORY, a direction (heterodox) in economic theory, based on the introduction of methodological approaches characteristic of modern evolutionary biology into economic research and consideration of the process of economic ... ... encyclopedic Dictionary

Books

Bank 3. 0: strategies, business processes, innovation. Monograph, R. A. Isaev, This book contains methods and practical examples of building a modern innovative business model Bank 3. 0 (or the Bank of the future). The following are considered in detail ... Series: Scientific Thought Publisher: INFRA-M, Manufacturer: INFRA-M Buy for 1072 UAH (only Ukraine)
Organizational innovations in construction: justification and modeling, Gumba Kh.M. The monograph systematizes the categorical apparatus of innovation in the projection of organizational innovations, substantiates the expediency of applying a communication approach to their assessment and ... Publisher: Association of Civil Engineering Universities (ASV), Manufacturer:

For the successful implementation of innovation processes and innovation, it is necessary to create a network of organizations in the scientific, technical and innovation sphere and develop an appropriate classification of such organizations.

With the development of science, the delineation of the types of scientific organizations has become extremely complicated, their diversity is so great that in the classification it is impossible to do with a few groups with clearly fixed features. The methodological basis for their classification is the concept of types of specialization (economic orientation) of the links of the organizational structure. The type of specialization should be attributed to the most important grounds for the classification of organizations. In fig. 6.1 proposes a multidimensional classification of the scientific, technical and innovation spheres.

Rice. 6.1 Classification of organizations in the scientific, technical and innovation sphere

The type of specialization is used as the most important feature in this classification. By type of specialization, innovative enterprises are subdivided into subject and targeted ones. Subject-oriented enterprises are aimed at creating specific types of products, technologies and resources. Targeted enterprises use significant scientific results obtained in research centers in the form of creating subsidiaries of scientific, technical and innovative firms, and also provide traditional sectoral services to the industry, sub-industry and enterprises. Targeted orientation plays an important role in the organizational structure of science, as it contributes to the development of integration processes. Organizations based on the intellectual use of scientific results (large invention, block of inventions) are the basis for the creation of innovative copyright firms.

Depending on from the dominant type of innovation innovative businesses can be broken down into the following classes:

1) innovators-leaders and innovators-followers. Innovator Leaders are innovative enterprises that initiate innovations that are then picked up by innovator followers. Leading innovators work in conditions of increased risk, but with the successful implementation of innovations of a proactive (strategic) nature, they have a margin of economic strength. This margin of safety is expressed in the availability of a portfolio of new competitive products and in lower compared to the average unit production costs. Follower innovators are less risky (their innovations are, as a rule, a reaction to innovations of leaders), while they have lower economic indicators of competitiveness;

2) innovative enterprises focusing on new scientific discoveries or pioneering inventions, and innovative enterprises creating innovations based on a new way of applying previously made discoveries and inventions. The former have a full R&D cycle, or at least a developed base of applied R&D, but this type of innovation is quite rare. The bulk of innovative enterprises create innovations based on new ways of applying previously made discoveries;

3) innovative enterprises that create new needs, and innovative enterprises that contribute to the development and better satisfaction of existing needs. The development of existing needs is facilitated by innovations in the implementation of new generations of goods;

4) innovative enterprises that create basic innovations, and innovative enterprises, whose activities are aimed at creating innovations-modifications. Basic innovations can be realized both on the basis of new discoveries, and through the application of new methods to "old" discoveries. This type of innovation is associated with the creation of new generations of technology, which will subsequently be improved by developing innovations-modifications;

5) innovative enterprises that create innovations for the purpose of their subsequent application in one industry, and innovative enterprises that implement innovations for the entire national economy. In the second case, a more powerful base is required for carrying out a full cycle of R&D;

6) innovative enterprises that implement innovations that replace previously created products and technologies, and innovative enterprises that create rationalizing and expanding innovations. The development of substitute innovations requires the attraction of significant scientific potential;

7) innovative enterprises that create basic (product and technological) innovations, and innovative enterprises that develop complementary innovations.

8) innovative enterprises that implement innovation-products, and innovative enterprises that implement innovation-processes;

9) innovative enterprises that create innovations for new markets, and innovative enterprises that focus on innovation, creating new areas of application in old markets;

10) innovative enterprises focusing their innovative activities on the introduction of innovations associated with the regrouping of individual elements of the existing production system. This can manifest itself in the creation of new products (with an insignificant degree of novelty) due to a different combination of elements already existing in a given production, in organizational regrouping of production;

11) innovative enterprises that create adaptive innovations on separate, usually complementary elements of the production system or aimed at partial improvement of the elements of this production system without significantly changing the functioning of the system as a whole. These innovations do not have a significant degree of novelty, since changes in individual elements are not characterized by a high degree of innovation (example: installing a more powerful engine for a car);

12) innovative enterprises that develop new generations of technology and products without changing their basic fundamental designs and structures;

13) innovative enterprises that initiate new types of production systems (products and technologies) with qualitative changes in the original concept, but retaining the original principle;

14) innovative enterprises creating new generations of equipment and technology. This is the highest type of innovation.

Innovative enterprises can be classified by the depth of innovations created ... These are business units that initiate innovation:

· To regenerate the original properties of products and processes. Innovation of this kind is nil, i.e. they can only be conditionally called innovations. As a rule, these are various kinds of innovations that can only restore existing processes. Innovative enterprises of this kind are at the bottom rung of the “innovation ladder”. Their position on the market is extremely unstable due to the very low share of new products and the low likelihood of their appearance in the future;

· To increase productivity and quantitative intensity of existing processes. This type of innovation is a first-order innovation. The position of innovative enterprises with innovations of this type on the market can be stable and only in a narrow group is subject to significant qualitative changes.

The organizational development of innovative enterprises, leading to the aforementioned variety of forms, has mainly taken place and is taking place in the field of applied (sectoral) science in the context of a combination of two counter trends - integration and disintegration. As a result, new organizational structures of the scientific and technical sphere are being created: incubators, technoparks, technopolises. Organizational structures of innovation management are organizations engaged in innovation, research and development. Among the organizational structures of innovation management, small firms play a special role.

One of the most important problems of innovative business is the problem of financing. Organizations that support innovative firms and entrepreneurs are involved in solving this problem. These organizations are business incubators (business incubators) and technology incubators. The increasing complexity and complexity of research and development contributed to the emergence and development of business incubators. The main purpose of the "incubators" is to support small, mainly innovative, entrepreneurship.

In various literary sources, incubators are called differently: "innovation center", "entrepreneurial center", "technology business center". Despite the different names, a distinctive feature of this innovation organization firm is that business incubators

are engaged in the development of not a specific product, but an independent business entity.

The first business incubators appeared in the late 1970s and early 1980s and followed two strategic lines. The first strategy was based on the provision of premises for newly created firms. The second strategy also provided for the allocation of premises, but the main thing in it was the provision of all kinds of services and patronage of firms. In developed capitalist countries, the second strategy is practically used in the creation and operation of business incubators.

In Russia, with extremely high rental rates for premises, the first area is an essential form of support for scientific and technical entrepreneurship.

In countries with market economies, incubators are organized and funded by local governments, universities and other educational institutions, industrial corporations, subsidies (often repayable) from the central government. At the same time, the activities of business incubators are based on the use of significant amounts of capitalized funds, i.e. funds already invested in real estate and scientific and production forms, and these are long-term and risky investments. As a result, the creation of business incubators can only be carried out by financially stable structures.

Most business incubators are mixed enterprises. Among them, four main types can be distinguished:

1) corporate;

2) public;

3) university;

4) private.

Business incubators differ in the predominant source of funds and in the purpose of their establishment.

The procedure for the passage of client firms through a business incubator includes four main stages:

1) selection of a client from among the applicants. The selection criteria are the novelty of ideas and the reality of its implementation by the efforts of a small firm. If the applicant is recognized as promising, a contract for the lease of premises is concluded with him;

2) moving in and the first year of work in a technopark. The client receives financial, technical and other assistance on preferential terms.

Technopark structures provide high-quality advice on the organizational and economic aspects of small firms: accounting, taxes, legal issues, on the use of all kinds of government programs;

2) the formation and growth of the company, an increase in the number of its employees;

3) the exit of the company. The administration helps a "mature" client to find a new premises and move.

The successful operation of the business incubator is ensured by a flexible policy in the selection of potential clients, reliable expertise of projects and ideas proposed for implementation, a differentiated approach to the activities of incubated companies at various stages of their functioning.

The income of incubators as commercial enterprises comes from the following sources:

· Rent;

· Sales of various kinds of services;

· Participation in the profits of those incubated companies in which the park (incubator) as an enterprise has invested its funds.

Business incubators contribute to the acceleration of the use of scientific and technological achievements, the development of entrepreneurship in the field of science-intensive technologies, contribute to structural changes in the economy, the growth of employment and welfare. In the conditions of Russia, incubator structures can be organized on the basis of higher educational institutions and research centers. At the same time, given the insufficient financing of higher education, it is advisable to attract large financial investors, primarily in the form of commercial banks and investment funds.

A business incubator can be autonomous, i.e. an independent business unit with the rights of a legal entity. It operates as part of a technopark (in this case, it is called a technology incubator). Business incubators, which are part of the technopark, are focused on work in the areas of high technologies, support for small start-up innovative enterprises, small innovative businesses in the scientific and technical sphere.

The change in the business area in the new economy has led to the emergence of various structures in the form of Internet incubators: venture capital, network, vertical, internal ideas, etc. The new economy is characterized by: learning as a continuous process; willingness to take risks; focus on creating new

work places; capital as a working tool; production factor; speed of change; the formation of new alliances.

Internet incubators differ in the set and characteristics of the services provided. The most widespread are venture incubators providing:

1) office infrastructure (premises, furniture, office equipment, computers, internal network, external communications, Internet access, conference rooms, etc.);

2) back office (qualified personnel, technical support, etc.);

3) technological support (expert assistance, supply of control systems, development of intellectual property);

4) consulting support (both with the incubator's own resources and by attracting industry experts);

5) training (including internships in other companies), increasing the level of competence of managers and specialists;

6) legal and accounting services;

7) human resource management (finding and hiring the required key specialists);

8) the umbrella brand of the incubator and the implementation of relations (interaction with venture investors - government bodies, similar to large companies from other countries).

Venture accelerator - a service company that provides start-up entrepreneurs with consulting services for the preparation of a business plan, marketing and positioning of the project, market launch, services required by a start-up company.

Network incubators are a mixture of venture funds and asset management companies. They can also work with companies located in different cities.

Vertical incubators specialize in growing companies belonging to the same vertical market. Such an incubator can house companies involved in infrastructure development (at the level of data transfer protocols, security, etc.); companies specializing in sales through mobile access devices (mobile commerce market).

Internal Idea-Driven Incubators , are created with the participation of large transnational corporations and are engaged in the development of companies,

born within these corporations on the basis of internal ideas. These incubators are organized by professionals who are experts in any online business area. They can provide services to businesses to simplify and intensify the exchange of information; have the opportunity to form development teams based on their own ideas, attract qualified managers and exercise general supervision over their work.

Technopark - is a compactly located complex, which in general may include scientific institutions, universities and industrial enterprises, as well as information, exhibition complexes, service services and involves the creation of comfortable living conditions. The functioning of the technopark is based on the commercialization of scientific and technical activities and the acceleration of the advancement of innovations in the sphere of material production.

The highest manifestation of the integration trend is technopolis (science park, technology park). It is a conglomerate of several hundred research institutions, industrial firms (mostly small), implementation, venture and other organizations, which share an interest in the emergence of new ideas and their early commercialization.

Technopolis is a structure similar to a technopark, but it includes small cities (settlements), the so-called science cities, the development of which is purposefully focused on scientific and research and production complexes located in them. The amalgamation of small firms together creates the complex infrastructure necessary and sufficient for large innovations. The center of a technopolis, its pivotal link, is usually a large university - the generator and carrier of the fundamental knowledge that underlies innovations.

The course towards a market economy generates the differentiation of organizations according to the degree of denationalization:

· Organizations with state ownership;

· Organizations with a joint-stock form of ownership - with and without state participation;

· Organizations with cooperative property;

· Private form of ownership;

· Unification of organizations into associations.

Stock ownership is based on the well-known general principles of pooling contributions for business purposes. In a joint-stock company, the profit is controlled by the shareholders, not the labor collective; many management rights are transferred from the enterprise and its employees to the owners. A feature of the joint-stock form of ownership in the field of science is the possibility of contribution in the form of a scientific idea, a new technical solution, an invention.

Cooperative property gave birth to a number of organizational forms, mostly small. As a rule, scientific and technical complexes were created at research and design institutions and due to this they have a number of advantages: the parent organization provides premises, devices, equipment, as well as the services of its services, allows attracting qualified specialists; the cooperative often uses the research and development results of the institute free of charge. In turn, the scientific organization that created the cooperative has benefits: qualified personnel are retained due to significant additional earnings, small orders are transferred to the cooperative, in the execution of which the organization is not very interested.

"... 12. Organizational innovation is the implementation of a new method in doing business, organizing jobs or organizing external relations. These innovations are aimed at increasing the efficiency of an organization by reducing administrative and transaction costs, by increasing employee satisfaction with the organization of workplaces (working time ) and thereby increase productivity by gaining access to missing assets or lowering the cost of supply. The organization does not have to be the first to introduce these organizational innovations. It does not matter if the innovations were developed by your organization or other organizations.

New organizational methods in the external relations of an organization mean the implementation of new ways of organizing relationships with other organizations, such as new forms of cooperation with customers or scientific organizations, new methods of integration with suppliers, outsourcing or subcontracting relations in the field of production, procurement, distribution, solutions of personnel and support questions.

A source:

- 1. Shoots of flowering plants, mainly herbaceous, developing at the beginning of a new growing season from the buds of renewal. 2 ...
Dictionary of botanical terms
- Traits that are not directly related to adaptation, but are of particular importance for the taxonomy of organisms ...
Terms and definitions used in breeding, genetics and reproduction of farm animals
- a mechanism for the formation of new technologies and new models of behavior, to-rye create the preconditions for socio-cultural changes ...
Encyclopedia of Cultural Studies
- - such innovations that are developed and carried out not by public authorities, but by workers and organizers of the education and science system ...
- - options for direct and indirect pedagogical communication between teachers and students in the educational process ...
Pedagogical terminological dictionary
- ensuring the safety of work in electrical installations: registration of work by an order, an order or a list of work performed in the order of current operation; admission to work; supervision during work ...
Commercial power industry. Reference dictionary
- innovations taken in the context of the general tendency of ousting traditional, archaic and artisan forms of activity by rationally organized ...
Philosophical Encyclopedia
- INNOVATION - items created or interpreted as new entities ...
Encyclopedia of Epistemology and Philosophy of Science
- costs for research and development of new products and technological processes, for the acquisition of licenses for the use of inventions, industrial designs, rights to patents, non-patent licenses for ...
Business glossary
- a concept sometimes used in the sciences of the theory of state and law and constitutional law to characterize social relations associated with the constitutional and order of activity of state bodies and ...
Encyclopedic Dictionary of Constitutional Law
- a process of constant renewal in all areas of entrepreneurship ...
- ways of fixing and reproducing social experience in organizations, allowing its members to identify themselves with a certain set of social norms and values ...
Glossary of Crisis Management Terms
- actual costs expressed in monetary form associated with the implementation of various types of innovative activities. As part of the general landmarks on and. current and capital costs are taken into account ...
Big Dictionary of Economics
- the relationship between the elements of the system, an integral part of management relations ...
Big Dictionary of Economics
- innovations in the field of technology, technology, labor organization and management, based on the use of the achievements of science and advanced experience, as well as the use of these innovations in various fields and spheres ...
Economic Dictionary
- "... - the actual costs expressed in monetary terms associated with the implementation of various types of innovative activities carried out on the scale of the organization ...
Official terminology

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