Principles and forms of organization of innovation management. Moscow State University of Printing Arts. What tasks will innovative management solve in your company?

Innovation management is the management of scientific, scientific and technical, production activities and the intellectual potential of the firm's personnel with the aim of improving the produced or mastering a new product (service), as well as the methods, organization and culture of its production and, on the basis of this, meeting the needs of society in competitive goods and services.

Innovation is the end result of an innovation activity, embodied in the form of a new or improved product introduced to the market, a new or improved process used in organizational activities, a new approach to social problems. An innovation process is an activity in which an invention or an entrepreneurial idea receives economic content.

Considering the innovation process, a number of concepts should be defined that are basic. Invention, that is, initiative, proposal, idea, concept, invention, discovery. An innovation is a well-developed invention embodied in a technical or economic project, model, prototype. The concept of innovation is a system of orienting basic concepts that describe the purpose of an innovation, its place in the system of organization, in the system of the market.

Initiation of innovation is a scientific and technical, experimental, or organizational activity, the purpose of which is the emergence of an innovation process.

Diffusion of innovation - the process of diffusion of innovation at the expense of firms - followers (imitators). Routine innovation is the acquisition by innovation over time of such properties as stability, sustainability, constancy and, ultimately, the obsolescence of innovation.

Depending on where the innovation is applied - inside or outside the firm, three types of innovation process are distinguished:

Simple intra-organizational (natural);

Simple interorganizational (commodity);

Advanced.

A simple intra-organizational (natural) process involves the creation and use of an innovation within the same organization. The innovation in this case does not directly take the form of the product. Although in the role of consumers are those departments and employees who use in-house innovation.

In a simple interorganizational (commodity) process, an innovation acts as an object of purchase and sale in the external market. This form of the innovation process means a complete separation of the function of the creator and manufacturer of the innovation from the function of its consumer.

The extended innovation process manifests itself in the creation of new manufacturers, violation of the monopoly of the pioneer manufacturer, and further distribution of the product - diffusion. The phenomenon of diffusion of innovation contributes to the economic development of society and is an incentive for initiating a new innovation process.

In practice, the rate of diffusion of innovation depends on various factors:

1) the technical and consumer properties of the innovation;

2) the innovative strategy of the enterprise;

3) the characteristics of the market in which the innovation is being implemented.

Subjects of innovation

Innovation activity is the joint activity of many market participants in a single innovation process in order to create and implement innovation.

The innovation activity is based on scientific and technical activity. The concept of scientific and technical activities was developed by UNESCO and covers:

1) research and development;

2) scientific and technical education and training;

3) scientific and technical services.

Innovative activity translates scientific and technical activity into an economic "channel", providing industrial and commercial implementation of scientific and technical achievements.

In innovation, the following categories of main participants are distinguished, classifying them according to priority:

1) innovators;

2) early recipients (pioneers, leaders);

3) imitators, which in turn are divided into:

a) previously the majority;

b) laggards.

Innovators are generators of scientific and technical knowledge. These can be individual inventors, scientific and research organizations, small scientific enterprises. They are interested in receiving income from the sale of the intellectual product they have developed, which, over time, can become an innovation.

Early recipients (pioneers, leaders) are manufacturing firms, the first to master the innovation, using the intellectual product of the innovators. They strive to generate super-profits by pushing innovation to market as soon as possible. Pioneer firms primarily include small business venture capital firms. Large corporations that are leaders in their industries also fall into this category.

If such firms have scientific, research, and design departments in their structure, then they are also innovators. Although in this case they can use the services of purely scientific or design organizations by concluding an agreement with them or buying a patent (license).

The early majority is represented by imitation firms, which, following the "pioneers", introduced innovations in production, which also provides them with additional profits.

Laggards are firms that are faced with a situation where a lag in innovation leads to the release of products that are new to them, but which are either already morally outdated or are not in demand in the market due to excessive supply. Therefore, lagging firms often suffer losses instead of expected profits. Firms-imitators are not engaged in scientific research and inventive activity, they acquire patents and licenses from firms-innovators, or hire specialists who developed the innovation under a contract, or illegally copy the innovation (“innovative piracy”).

In addition to the above-mentioned main participants in innovative activity, there are many others who perform service functions and create an innovative infrastructure:

Stock exchanges, banks;

Investment and financial companies;

Mass media;

Information technology and means of business communication;

Patent organizations;

Certification bodies;

Libraries;

Fairs, auctions, seminars;

Education system;

Consulting companies.

Source - Dorofeev V.D., Dresvyannikov V.A. Innovation management: Textbook. allowance - Penza: Publishing house Penz. state University, 2003.189 p.

Innovation management is an independent area of ​​economic science and professional activity aimed at forming and ensuring the achievement of innovative goals by any organizational structure by rational use material, labor and financial resources.

As a science and art of management, innovation management is based on the theoretical provisions of general management, applied to the management of scientific and technological progress, the development of science and technology, and R&D management. As a type of activity and a process of making management decisions, innovation management is a set of procedures that make up a general technological scheme for managing innovation at an enterprise. This set consists of separate directions management activities- management functions. Innovation management as an apparatus for managing innovations presupposes the structural design of the innovation sphere and includes, firstly, an innovation management system with a hierarchical structure and consisting of specialized management bodies; and secondly, the institution of managers - managers of various levels, acting as subjects of management, endowed with limited powers in making and implementing managerial decisions and having a certain responsibility for the results of the functioning of innovative processes.

Innovation management as a system is a complex of formal and informal rules, principles, norms, attitudes and value orientations that regulate various areas of innovation. Within the framework of a post-industrial society, this means: 1) a socio-economic institution that actively influences entrepreneurial activity and lifestyle, the development of innovation, investment, socio-economic and political spheres of society; 2) a social group of managers professionally engaged in managerial work in the field of public and private business, as well as creative, pedagogical, scientific activities; 3) a scientific discipline that studies the technical-organizational and socio-economic aspects of production management.

There are several types of development personnel systems:

Evolutionary development of personnel and personnel systems- this is their gradual change and renewal through local and standard personnel innovations of an evolutionary type. An example of this is the successive replacement of a larger number of workers. retirement age for a smaller number of new, more efficient and qualified.

Personnel innovations and the development of personnel systems are not an end in themselves, but arise from the objective needs of updating socio-economic structures in the context of the growth of science intensity, intellectual intensity and innovativeness of modern production.

Functioning of the personnel system- stable, repetitive activity of the staff of the existing number and structure according to the established (unchanged) norms and rules, characterized by simple reproduction or reproduction of the personnel component, goals and methods of personnel management in the same quality.

Concept "progress" Dal V. defines as a mental and moral movement forward; the power of education, enlightenment.

Scientific and technical progress(Scientific-technological progress) - in Soviet economic science is considered as the use of advanced achievements of science and technology, technology in the economy, in production in order to increase the efficiency and quality of production processes, better meet the needs of people. At the organizational level, scientific and technological progress is realized in the form of innovations.

Scientific and technological progress determines all aspects of the functioning of the enterprise. Therefore, one of the main tasks is the development of scientific and technical policy, which is a complex process that encompasses all structural links that determine scientific and technological progress. Successful implementation of scientific and technical policy in decisive areas of enterprise development is possible only through the introduction of innovations.

Under innovative progress it is necessary to understand the development process based on the active creation of new or improved types of products (technologies) using scientific research, development, experimental design work or other scientific and technical achievements.

Staffing system progress- this is its transition to more perfect and effective forms, goals, structure and methods on the basis of constant search, development and implementation of personnel innovations-

Concept regression(from Lat. regressus - reverse movement) - in a broad sense - the processes of degradation, lowering the levels of development of the organization, have signs of stagnation, a return to obsolete forms and structures. It is the opposite of progress and represents a certain type of development, which is characterized by the transition from the highest to the lowest, the loss of the ability to perform certain functions; includes moments of stagnation.

Regression of the personnel system- this is its stagnation, a decrease in the previously achieved level, the ability to provide new tasks of activity, degradation of personnel, a return to obsolete personnel and methods personnel work.

Innovation that has reached a certain critical level may result in the formation of new institutional patterns of behavior that will turn out to be more adaptive than the old ones. If innovations break through all filtering mechanisms and gain wide public acceptance, the phase of their diffusion begins.

Stagnation(from Lat. stagno - I make motionless) this is stagnation in any sphere of activity. Lack of need for innovation leads to stagnation of scientific and technical developments. One of the main reasons for innovation stagnation is the lack of innovation culture in society. Stagnation of the personnel system implies a slowdown in its functioning and development, which does not correspond to the goals and needs of the system in a given period of time.

The more successful the innovative activity is, the higher the workers' need for new. In modern science, it is recognized as an obvious fact that any system for which an orientation towards stability is predominant, ultimately comes to stagnation and collapses.

That is why in the XXI century. the most important condition for the progress of economic development is an effective innovation policy, since the dynamic economic development of many countries of the world has finally become based solely on innovations, the consequences of which have become strategically important. All over the world, innovation activity is considered today as one of the main conditions for the modernization of various fields of activity.

The concepts of "crisis", "regression" and "stagnation" differ in their qualitative content. The exact meaning of the word the crisis(crisis) - "break", that is, a rapid, abrupt change in the state or course of the process.

HR system crisis can be defined as a deep disorder and disorientation of its most essential goals, functions, structure, forms and methods of functioning and development, resulting in the loss or threat of loss of key personnel.

Two groups of functions of innovation management can be distinguished: basic and supporting. The main (subject) functions are the most common for all types and any conditions for the implementation of innovations. They reflect the content of the main stages of the innovation management process and highlight the subject areas of management activities at all hierarchical levels. These include: setting goals, planning, organizing and controlling. Supporting functions of innovation management include management processes and tools that contribute to the effective implementation of the main substantive functions of management in the enterprise. These include socio-psychological and technological functions. Socio-psychological functions of management are associated with the nature of production relations in the team. This is delegation and motivation. Delegation is a set of management decisions aimed at rational distribution of work on the management of innovation processes and responsibility for their implementation among the employees of the management apparatus. Motivation provides for the creation of a system of moral and material incentives for employees of the organization, as well as planning, organizing and ensuring professional development and career opportunities for employees of the organization. Technological functions of management are means of realizing subject and socio-psychological functions and include making managerial decisions and implementing communications (preparation, receipt, processing and transmission of information for the successful promotion of innovations).

At the present stage of development, the role of innovation has increased significantly. Innovation (from innovation - innovation, innovation) is understood as "investment in innovation" as a result of the practical development of a new product, process or service. Closely related to this concept is the concept innovation(from Lat. novation - change, renewal) is some kind of innovation that did not exist before: a new discovery, phenomenon, invention or a new method of meeting social needs.

The Human Resources Glossary defines innovation as innovation in the field of engineering, technology, labor organization or management, based on the use of the achievements of science and best practices.

Personnel innovations- targeted activities for the introduction of personnel innovations aimed at increasing the level and ability of personnel to solve the problems of effective functioning and development of socio-economic structures (organizations and their divisions) in conditions of competition in the markets of goods, labor and educational (professional and qualification) services.

Personnel innovations are one of the types of innovations and are used in the personnel work of enterprises, institutions and organizations. They are the main component of innovation management in personnel work; they represent a complex process of creating, disseminating and using innovations and simply innovations that are of practical interest in the work of the organization's personnel services.

Personnel innovations can be classified according to the following criteria:

a) by phases of employee participation in the professional educational and labor process (cycle):

Professional educational innovations, i.e. innovations in professional training of personnel in universities, colleges, other educational centers. Innovation and educational management is engaged in this area of ​​innovations.

Innovations related to the search and selection of personnel, i.e. with the formation of new and effective human resources. This subgroup includes new methods of personnel search in the labor market and within the enterprise. These innovations are the subject of innovative HR marketing.

Personnel innovations in the labor process. This subgroup includes new methods of working with personnel during the development period. new technology and types of work, personnel certification, a new distribution of labor functions and powers in the current personnel structure, methods of promotion and movement of workers, development of new job characteristics and instructions, improving work with elite personnel.

Innovations related to retraining and advanced training of personnel. This group includes personnel innovations in the forms and methods of retraining and advanced training of personnel, improvement of methods for determining the need in this area, new methods of including personnel in the labor process after retraining and advanced training, the creation of new structures here, and others.

Innovations in the field of personnel reduction and elimination of personnel ballast. This includes the improvement of methods for determining the inconsistency of personnel with the required level, the formation of data banks on personnel ballast, improvement of methods of working with personnel ballast, staff reduction and dismissal. Moreover, under personnel ballast is understood as the least productive and least promising part of the workforce in the labor sphere, which lags behind the development (change) needs of scientific, industrial, administrative and other activities in terms of its professional and qualification qualities, as well as the surplus of personnel at the enterprise, in the organization in comparison with the needs for them at every given stage;

b) on the objects of innovation and innovation management in personnel work:

Personnel innovations for individual workers(for example, working with elite specialists and innovators - they constitute cadre elite); it is elite management.

Innovations in the personnel systems of scientific, scientific, educational and innovative structures and their subdivisions(this is, as it were, personnel innovations "squared" - new in innovative structures).

Personnel innovations related with the provision (personnel support) of targeted scientific and scientific-technical programs and projects (recruitment and training of personnel for the development and implementation of a program or project).

Personnel innovations in operating enterprises and organizations. Personnel activities at newly created and reconstructed organizations.

Personnel innovations at the scale of the industry, region, country

Innovations in the work of personnel services.

c) according to the degree of radicalism, scale and pace of implementation, one should distinguish between:

Personnel innovations of an evolutionary and modifying nature related to the gradual and partial renewal of personnel systems;

Personnel innovations radical (reformist) character, aimed at a radical and large-scale renewal of personnel.

Systemic and large-scale personnel innovations ( personnel reforms- these are large-scale personnel innovations aimed at cardinal changes (renewal) of personnel potential in accordance with the qualitatively new goals and objectives of the development of socio-economic systems and structures).

Local, partial personnel innovations.

Express innovations in personnel work, carried out in a short time (usually associated with an extreme situation in personnel work, personnel system).

d) in relation to the elements of mechanization of personnel management:

Innovations in the field of personnel development assessment.

Innovations in the field of forecasting and programming personnel development.

Innovations in the field of financial and resource support for personnel development.

Innovations in the field of personnel development motivation.

Speaking about personnel innovations, it is important to keep in mind that not every such innovation is positive, progressive and effective.

The basis for the innovative potential is the scientific and technical potential of the enterprise, including:? the material and technical base of scientific and technical activities, i.e. a set of research tools, including scientific equipment and installations, experimental shops and laboratories, computing centers, etc .; ? scientific, technical and engineering personnel; ? information component - reports, publications, databanks, regulatory, technical, design and technological documentation, samples of new products; ? organizational and management structure, i.e. system of organization and management of research and development work at the enterprise. Innovation potential characterizes the ability of an enterprise to develop through the introduction of new products and technologies. Innovation potential is a "combination different types resources, including material, financial, intellectual, scientific and technical and other resources necessary for the implementation of innovative activities. "According to the economic content, when assessing the innovative potential, the following are taken into account: investment, scientific, scientific and technical, personnel, production, financial and interactive (communications, business reputation, organizational culture and climate, organizational learning ability) elements.

The fourth group of requirements characterizes the universal and personal qualities of the worker - innovator: knowledge of his weaknesses and strengths; the desire to constantly gain experience; having healthy ambitions and striving for professional growth; the desire to exchange ideas and experiences. Based on this portrait of an employee with high innovative qualities, it is possible to formulate an innovative portrait of the collective of a shop, brigade, plant, company and develop appropriate personnel innovations.

7. Personnel management at the enterprise is carried out by the personnel department. HR service- a set of specialized structures, subdivisions, together with the officials employed on them, designed to manage personnel within the framework of the selected personnel policy. According to foreign literature and experts' estimates, the total number of personnel in the personnel management service is approximately 1.0 - 1.2% of the total number of the team. Nowadays, it is becoming more and more important to search for optimal options orientation of personnel to intensive labor efforts.

HR work- activity government agencies, governing bodies of individual organizations, personnel services and officials, aimed at the implementation of personnel policy. Areas of personnel work are:

formation of a personnel management system and its strategy;

personnel planning, recruitment, selection and admission of personnel;

business assessment, career guidance and staff adaptation;

training, career management and personnel advancement;

motivation, organization of work and ensuring the safety of personnel;

creating a normal psychological environment in the team and other areas of activity.

Personnel activities apply to the personnel of the organization. Personnel - the main (full-time) composition of qualified employees of organizations and institutions.

Personnel reform- large-scale personnel innovation aimed at cardinal change (renewal) of human resources in accordance with the qualitatively new goals and objectives of the development of socio-economic systems and structures.

The need for personnel reforms may appear as a result of a sharp change in production technology and products, changes in the external environment (actions of competitors, decisions of government bodies, the development of scientific and technological progress). Determining its need requires constant collection and analysis of information.

Personnel reform is always characterized by the presence of objective and subjective prerequisites.

The main components of the innovation process Novation - new idea, new knowledge The result of completed scientific research (fundamental and applied), experimental and design developments, other scientific and technical achievements. New ideas can take the form of discoveries, rationalization proposals, concepts, techniques, instructions, etc. Innovation = Innovation (from the English innovation - the introduction of a new one) The result of the introduction of new knowledge, its implementation in new or improved products sold on the market, or in a new or improved technological process used in practice. Diffusion innovation

The process of spreading an already mastered, implemented innovation, i.e. application of innovative products, services, technologies in new places and conditions. The form and speed of this process depend on the structure and power of communication channels, the ability of business entities to quickly respond to innovations. In general, the scheme of the innovation process can be presented as follows (see scheme 1). The first component of the innovation process is innovation, i.e. new ideas, knowledge are the result of completed scientific research (fundamental and applied), experimental and design developments, other scientific and technical results. The second component of the innovation process is the introduction, the introduction of innovation into practice, i.e. innovation or innovation. The third component of the innovation process is the diffusion of innovations, which means the spread of an already mastered, implemented innovation, i.e. application of innovative products, services or technologies in new places and conditions. Innovative activity is rooted in antiquity, when science in the modern sense of the word did not exist.

There are the following types of government regulation innovation processes:

organizational regulation: support for innovative projects included in federal and regional innovation programs; government assistance to the development of innovation infrastructure; personnel support for innovative activities; stimulating innovation; Information support; promoting the development of international cooperation in this area; protecting the interests of Russian subjects of innovation in international organizations;

economic regulation: development of market relations; enhancing entrepreneurship; suppression of unfair competition; pursuing tax and pricing policies that promote the growth of supply in the innovation market; creation of favorable conditions for conducting innovative activities; support of domestic innovative products in the international market;

financial regulation: pursuing a budgetary policy that provides funding for innovative activities, directing public resources to the innovation sphere, allocating direct public investments for the implementation of innovative programs and projects that are important for social development, but not attractive to private investors; creation of a favorable investment climate in the innovation sphere;

legal regulation - the establishment of the legal framework for the relationship between the subjects of innovation activity; guarantee of protection of their rights and interests, including intellectual property rights.

Policy in the field of innovation activity as an element of the state regulation system contains clearly defined goals; governing bodies that implement functions that ensure the achievement of the formulated goals; an information system that forms an information image of the regulated object, sufficient for the implementation of the control function; regulatory and support instruments through which government bodies influence enterprises and the environment in carrying out their functions.

Types, types of organizational structures for innovation management.

These relationships are quite complex and differ following features: - the desire of the developer to gain competitive advantages through innovative activity. The main forms of technology transfer and commercialization.

Accordingly, the subjects of scientific, scientific, technical and innovative activities are: 1. Scientists. 2. Specialists of a scientific organization (engineering and technical workers 3. Workers in the scientific sphere 4. Temporary research teams 5. Scientific organizations 6. Innovative enterprises 7. Organizations and individuals 8. Credit organizations and investment institutions 9. Innovation infrastructure organizations providing innovation services in the field of financial leasing, 10. State authorities Russian Federation

Technology transfer (technological transfer) can be defined as a set of economic relations through which a technology developed in one organization turns into a commercial product or process used by the technology created by it, and therefore, to protect it as an object of intellectual property, including special conditions contracts; - incomplete alienation of technology from its developer; - the need to transfer implicit knowledge, which requires training of the receiving party; - active participation of the developer in the process of technology transfer.

An enterprise that develops, purchases and applies modern technologies is constantly faced with three main problems. For successful functioning he needs:

• ? quickly master new technologies;
• ? use them effectively to produce goods and provide services in accordance with the needs of the market;
• ? constantly optimize the use of technology, material and labor resources. innovative personnel management

Correctly selected technologies are the basis for successful innovation and a factor of long-term competitiveness. Therefore, technological solutions should be included in the practice of developing strategic management decisions.

In this aspect, technology can be understood as a set of strategic resources used by an enterprise in current and future innovation activities. The actions of an enterprise in relation to its technological resources can, therefore, have a significant impact on its innovative ability, that is, the ability to create long-term competitive advantages in a dynamic external environment.

The state innovation policy of the Russian Federation is formed and implemented on the basis of the following basic principles:

• 1.recognition of the priority value of innovation to improve the efficiency of the level of development social production, competitiveness of science-intensive products, quality of life of the population and environmental safety;
• 2. ensuring state regulation of innovative activities in combination with the effective functioning of the competitive mechanism in the innovation sphere;
• 3. concentration of state resources on the creation and dissemination of basic innovations that ensure progressive structural changes in the economy;
• 4. creation of conditions for the development of market relations in the innovation sphere and suppression of unfair competition in the process of innovation;
• 5. creation of a favorable investment climate in the implementation of innovative activities;
• 6. state protection of the rights and interests of subjects of innovation and intellectual property created in the process of implementation of innovation;
• 7. intensification of international cooperation of the Russian Federation in the innovation sphere;
• 8.Strengthening the defense capability and ensuring the national security of the state as a result of the implementation of innovative activities

The implementation of the state innovation policy is carried out in the following priority areas:

• 1. work on the creation, development and dissemination of equipment and technologies, which lead to fundamental changes in the technological base of the country.
• 2. work on large sectoral scientific and technical projects that require a large-scale concentration of resources that are beyond the power of individual enterprises;
• 3.scientific and technical support of measures aimed at realizing the social goals of society (through the development of health care, education, culture, protection the environment, infrastructure);
• 4. directions of scientific and technological progress related to the international division of labor and foreign economic activity of the state.

The main functions state bodies for the regulation of innovation act :

• 1. Coordination of innovative activities. The state determines the general strategic guidelines for innovation processes and promotes cooperation and interaction of various structures in the implementation of innovations.
• 2. Stimulating innovation. The central place here is occupied by the promotion of competition, as well as various financial subsidies and benefits to participants in innovation processes. Partial or full state insurance of innovative risks is of great importance.
• 3. Creation legal framework innovative processes. It is important to form not only the necessary legislation to ensure stability and timely adjustment of norms in accordance with social and technological changes, but also the really operating mechanisms for its observance.
• 4. Staffing innovation. The content of training programs in public educational institutions should contribute to both the development of the creative potential of generators of innovations and the susceptibility of specialists to innovations.
• 5. Formation of an innovative infrastructure. The state ensures the operation of information systems - one of the main channels for the dissemination of innovations, provides innovators: legal, consulting and other services.
• 6. Institutional support for innovation processes. The main thing here is the creation of state organizations and subdivisions that carry out R&D and carry out innovations in the branches of the public sector.
• 7. Raising the social status of innovation. The state organizes the promotion of scientific and technological achievements and innovations, moral encouragement of innovators and provides their social protection.

An innovative experiment acts as a diagnosis of innovation by trial innovation. The diagnostic function of an innovative experiment involves development innovation, i.e. determination of the directions of its internal changes, both in the content of the tested innovation, and in the methods of its implementation. The stages of development of an innovation include: start, rapid growth, saturation, disappearance of novelty and extinction.

The personnel management system includes a number of stages: formation, use, stabilization and management itself (Fig. 3).

The formation (formation) of the organization's personnel is a special stage, during which the foundation of its innovative potential and the prospects for further growth are laid. The stage of personnel formation is designed to solve the following tasks:

• - ensuring the optimal degree of workload of employees in order to fully use their labor potential and increase the efficiency of their work;
• - optimization of the structure of employees with different functional content of labor.

The solution to these problems can be based on the main principles of using personnel in the organization: correspondence of the number of employees to the volume of work performed; coordination of the employee with the degree of complexity of his labor functions; conditionality of the structure of the personnel of the enterprise by objective factors of production; maximum efficiency in the use of working time; creation of conditions for continuous professional development and expansion of the production profile of employees.

Introduction

In modern conditions, innovation management is an integral part of the activities of any successful company... Innovation management is understood as a system of innovation management, innovation process and relations arising in the process of innovation movement.

Innovation includes all changes (innovations) that were first applied in the enterprise and bring it specific economic and / or social benefits. Therefore, innovation is understood not only the introduction of a new product into the market, but also a number of other innovations.

Innovation management is a relatively new concept in the scientific, technical, production, technological and administrative sphere of professional managers. Innovation management is based on such key points as finding an idea that serves as the foundation for a given innovation; organization of the innovation process for this innovation; the process of promoting and implementing innovations in the market. Innovation management includes strategy and management tactics.

The aim of the presented work is to consider innovation management as a system for managing innovation and innovation process. The tasks in the work are the following:

- consideration of the concept and functions of innovation management;

- characteristics of modern methods of innovative management;

- justification of the need to use innovative management in the activities of the enterprise;

- characteristics of the features of the organization of innovative management at small and medium-sized enterprises;

- analysis of the application of successful approaches of innovation management for the development of the company;

- identification of the features of the application of innovative management in the activities of LLC Pizzeria Fenster .

The sphere of innovations acts as an object in the work. The subject of the work is the features of the application of innovative management in the activities of the organization.

The structure of the work includes an introduction, two chapters, a conclusion and a list of references.

In the first chapter, the author presents the concept and functions of innovation management, defines modern methods of innovation management and substantiates the need to use innovation management in the activities of an enterprise.

In the second chapter, the features of the organization of innovative management at small and medium-sized enterprises are revealed, successful approaches of innovative management for the development of the company are analyzed and the experience of using the mechanisms of innovative management in the activities of LLC is presented. Pizzeria Fenster .

1. Theoretical basis innovation management

1.1 Concept and functions of innovation management

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

Innovation is an object of influence from the economic mechanism. The economic mechanism affects both the processes of creation, implementation and promotion of innovations, and the economic relations arising between producers, sellers and buyers of innovations.

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

Innovation includes all changes (innovations) that were first applied in the enterprise and bring it specific economic and / or social benefits. Therefore, innovation is understood not only the introduction of a new product into the market, but also a number of other innovations:

-new or improved types of products (product innovations);

-new or improved services (service innovations);

new or improved production processes and technologies (process and technological innovations);

altered social relations at the enterprise (social or personnel innovations);

new or improved production systems.

These types of innovations are intertwined in the practice of the enterprise. In the conditions of modern technologies, technical, economic, organizational and social changes in production processes are generally inseparable from each other.

The following features are decisive for innovation:

-they are always associated with the economic (practical) use of original solutions. This is how they differ from technical inventions;

-provide a specific economic and / or social benefit to the user. This benefit determines the penetration and diffusion of innovation in the market;

means the first use of an innovation in an enterprise, regardless of whether it has been applied elsewhere. In other words, from the point of view a separate company even imitation can be innovative;

need creativity and are associated with risks. Innovation cannot be created and implemented in the course of routine processes, but requires from all participants (managers and employees) a clear understanding of the need for them and creativity.

Innovation management is a relatively new concept in the scientific and technical, production, technological and administrative sphere of professional managers.

Innovation management is based on the following key points:

-search for an idea that serves as the foundation for this innovation;

-organization of the innovation process for this innovation;

the process of promoting and implementing an innovation in the market.

Innovation management includes strategy and management tactics.

The strategy defines the general direction and way of using the funds to achieve the goal. After achieving the set goal, strategy as a direction and means of achieving the goal ceases to exist.

Tactics are specific methods and techniques for achieving a set goal in specific conditions.

The task of the tactics of innovative management is the art of choosing the optimal solution and methods for achieving this solution that are most acceptable in a given economic situation.

The subject of control can be one or a group of workers who carry out the purposeful functioning of the control object.

The object of management is innovation, the innovation process and economic relations between the participants of the innovation market.

The connection of the subject of control with the object of control is carried out through the transfer of information. This transfer of information is the control process.

Innovation management performs certain functions that determine the formation of the structure of the management system.

There are two types of innovation management functions:

-functions of the subject of management;

-functions of the control object.

Let us consider in more detail the functions of the subject of management.

-the forecasting function covers the long-term development of changes in the technical, technological and economic state of the control object as a whole and its various parts;

-planning function - covers the entire range of measures to develop them in practice;

the function of the organization is reduced to uniting people who jointly implement the investment program on the basis of any rules and procedures;

the regulation function is to influence the control object to achieve a state of sustainability of technical and technological and economic systems in the case when these systems deviate from the established parameters;

the coordination function means the consistency of the work of all links of the management system, the management apparatus and various specialists;

the function of incentives in innovation management is expressed in encouraging employees to be interested in the results of their work to create and implement innovations;

the control function is to check the organization of the innovation process, the plan for the creation and implementation of innovative products, etc.

It is also advisable to consider the functions of the control object.

The functions of the control object include:

-risky capital investment;

-organization of the innovation process;

organizing the promotion of innovations in the market and its diffusion.

The function of risky capital investment is manifested in the organization of venture capital financing of investments in the innovation market.

Investing capital in a new product or in a new operation is always associated with uncertainty, with great risk. Therefore, it is usually carried out through the creation of innovative venture funds.

In the world economic literature, the term "innovation" is understood as the transformation of potential scientific and technological progress into real, embodied in new products and technologies.

The term "innovation" began to be actively used in the transitional economy of Russia both independently and to denote a number of related concepts: "innovative activity", "innovation process", "innovative solution".

The Austrian scientist I. Schumpeter identified five typical changes:

) the use of new technology, new technological processes or new market support for production;

) introduction of products with new properties;

) use of new raw materials;

) changes in the organization of production and its material and technical support;

) the emergence of new markets.

In accordance with international standards, innovation is defined as the end result of innovation, which is embodied in the form of a new or improved product introduced on the market, a new or improved technological process used in practice.

The innovation process is associated with the creation, development and diffusion of innovations.

Creators of innovations (innovators) are guided by such criteria as life cycle products and economic efficiency.

An innovation cannot be an innovation if it is not commercialized.

An innovation can be a new order, a new method, an invention. From the moment of acceptance for distribution, an innovation acquires a new quality and becomes an innovation.

Scientific and technical innovations should:

-have novelty;

-meet market demand;

make a profit for the manufacturer.

The diffusion of innovations, like their creation, is an integral part of the innovation process (IP).

Dissemination of innovation is an information process, the form and speed of which depend on the power of communication channels, the characteristics of the perception of information by subjects, and their ability to use this information in practice.

Diffusion of innovation is the spread of an innovation that has already been mastered and used in new conditions or places of application. Schumpeter considered the expectation of super-profits to be the main driving force behind the adoption of the innovation.

The subjects of the innovation process can be divided into the following groups: innovators; early recipients; early majority and laggards.

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

The early adopters are entrepreneurs who were the first to master the innovation. They seek to generate additional profits by bringing innovations to the market as soon as possible. They are called "pioneer" organizations.

The early majority are represented by firms that pioneered the innovation in production, which provides them with additional profits.

Lagging firms are faced with a situation where a delay in innovation leads to the release of new products that are already obsolete. All groups, except the first, are imitators. Innovation is always a difficult and painful process for any organization.

1.2 Modern techniques of innovation management

The movement of innovation is always associated with the movement of investments invested in this innovation. Therefore, all methods of innovation management are based on monetary relations arising in the process of movement of innovations in the market.

Thus, the common content of all methods of innovation management is the impact on innovation of monetary relations arising between the manufacturer or seller of innovation, on the one hand, and the buyer of this innovation, on the other.

The impact of innovation management techniques can be directed to the area of ​​production and / or sale of the innovation. These directions are determined by the structure of the innovation process.

Techniques for innovative management can be divided into the following groups.

-techniques that affect only the production of innovation;

-techniques affecting both production and implementation, promotion and dissemination of innovation;

techniques that affect only the implementation, promotion and dissemination of innovation.

Let's consider what methods of innovative management exist and are used.

Techniques affecting only the production of innovations have as their sole purpose the creation of a new product or new operation(technology) with high quality parameters. These techniques include benchmarking, marketing research techniques, and innovation marketing planning.

The second group of innovation management techniques covers such techniques as innovation engineering, innovation reengineering, and brand strategy.

The third group includes price management, market fronting, and merger. The main goal of all the techniques of this group is to accelerate the sale of innovations with the greatest benefit and efficiency, both at the current moment in time and with a greater return on this sale in the future.

In this work, it is advisable to consider some of the techniques of innovative management.

Engineering and reengineering of innovations.

The survival of organizations in modern conditions is possible only with their adaptation and constant adaptation to the changing environment. It is these strategic tasks that are solved when designing and developing something new in an organization.

The solution of this kind of problems in foreign literature is called engineering. Engineering itself (engineering - ingenuity, knowledge) means engineering and consulting services for the creation of new objects or large projects. Engineering activities are carried out both by the companies themselves and by numerous engineering consulting firms.

Innovation engineering is a complex of works on the creation of an innovative project, which includes the creation, implementation, promotion and dissemination of a certain innovation.

Engineering innovation has its own specific features, which are as follows:

-engineering of innovations is embodied not in the material form of the product, but in its useful effect, which may have a material medium (documentation, drawings, plans, schedules, etc.), or may not have (personnel training, consultations, etc.) ;

-engineering of innovations is an object of sale and purchase, therefore, it must have not only a materialized form in the form of property or property rights, but also a commercial characteristic;

innovation engineering, unlike, for example, franchising and know-how, deals with reproducible services, i.e. services, the cost of which is determined by the time spent on their production and therefore have many sellers. Franchising and know-how are associated with the implementation of new, currently irreproducible knowledge that a limited number of sellers have. In practice, the provision of engineering services is often combined with the sale of know-how. And sometimes this leads to confusion between the concepts of "engineering services" and "technology exchange".

Engineering includes two fundamentally different approaches, whose differences will be discussed below:

-improvement (improvement of indicators by 10-50%);

-reengineering (growth of indicators by 100% and more).

In general, innovation engineering sets itself the task of obtaining the best economic effect from investing in a new product and identifying promising areas of innovation.

Reengineering is a kind of engineering method.

American scientist M. Hamler, introducing the term "reengineering" into scientific circulation, gave it the following definition: pace ".

Reengineering as an innovation management technique affects the innovation process, aimed at both the production of new products and operations, and their implementation, promotion and distribution.

In innovation management, reengineering is associated with a specific goal facing innovation: with the current need or with a strategic need for innovation. Based on this, they distinguish:

-crisis reengineering;

-development reengineering.

Crisis reengineering is caused by a sharp drop in sales of an innovation due to a decrease in demand for it or due to a decline in the image of its seller.

This situation is evidence of a tendency towards a decrease in the competitiveness of a product in the market, and possibly a bankruptcy of the seller. Therefore, there is a need for immediate implementation of measures to eliminate the emerging crisis.

Development reengineering is caused by a decrease in the volume of sales of a product (operation) due to the fact that the current structure of organization and management of the seller's business process in terms of its level of development has already reached that certain limit, above which the sale of innovation

Bench-marking

Bench-marking is the study of the activities of economic entities, primarily their competitors, in order to use their positive experience in their work. It includes a set of tools that allow you to systematically find, evaluate all the positive advantages of someone else's experience and organize their use in your work.

In general, benchmarking focuses on the study of business. In relation to innovation, benchmarking means studying the business of other entrepreneurs in order to identify the fundamental characteristics for the development of their innovation policy and specific types of innovation.

When using benchmarking, it is important to overcome the "psychological complexities" of managers and specialists, namely:

-complacency of the leader with the results achieved;

-unwillingness to take risks in cash, i.e. unwillingness to spend money on the purchase of information, pay for consultations of analysts and experts, save all types of resources and money costs for marketing research etc.;

fear of what to do better than a competitor is very difficult or impossible due to the high cost of all resources, incl. of money.

Note that there are two types of benchmarking, which are studied and, accordingly, different indicators are compared:

) General benchmarking. When conducting this type of benchmarking, it is necessary to compare the indicators of production and sales of their products with the indicators of the business of a sufficiently large number of manufacturers of a similar product.

Such a comparison will allow us to outline clear directions for innovation. To compare the characteristics of their products and those of competitors, it is possible to use various parameters that depend on the specific type of product.

) Functional benchmarking. In this case, it is necessary to compare the parameters of the work of individual functions of the seller (operations, processes, methods of work, etc.) with similar parameters of the most successful enterprises (sellers) operating in similar conditions.

Brand strategy.

Before we move on to looking at brand strategy, let's find out what a brand is.

Brand innovation is defined as a system of characteristic properties of a new product or operation that forms the consciousness of the consumer and determines the place of this innovation in the market, as well as its manufacturer or seller.

A brand contains tangible and intangible characteristics that together make up a product and create the most complete image of innovation for the customer.

Material characteristics include: product weight, device, appearance, the raw material from which it is made, etc. The intangible characteristics of an innovation include: the advantages or conveniences that the owner of the innovation gives to the owner, for example, the duration of the operation, advertising, price, etc.

The reason for innovation to enter the market is tough competition between business entities. The success of victory in this competitive struggle is largely determined by a correctly developed brand strategy and the effectiveness of its application.

In a broad sense, a brand strategy means a comprehensive study of the image of an economic entity based on the promotion of its brands on the market.

The brand strategy is based on the development and movement of the brand as an integral marketing complex to create additional competitive advantages for a given entrepreneur in the market.

As an innovation management technique, brand strategy means managing the process of bringing new products and operations to the market through the promotion of innovation brands.

Price management.

The price method of management in innovation management is a way of influencing the price mechanism on the implementation of innovation.

Pricing management involves two main elements:

-pricing factors acting at the stage of production of innovation;

-pricing policy used in the implementation, promotion and dissemination of innovation.

These elements form the structure of price management reception. The pricing factors in the production of a new product or operation are external and internal, but it is precisely external factors.

1.3 The use of innovation management in the activities of the enterprise

The need for innovative development of the enterprise makes new demands on the organization, content and methods of management.

Organization of innovation management at an enterprise is a system of measures aimed at the rational combination of all its elements in a single process of innovation management.

The organization of innovation management connects in unified system the above elements of the innovation management process.

The process of organizing innovation management at an enterprise consists of the following interrelated stages:

-defining the goal of managing innovation;

-selection of innovation management strategy;

determination of innovation management techniques;

development of an innovation management program;

organization of work on the implementation of the program;

control over the implementation of the planned program;

analysis and assessment of the effectiveness of innovation management techniques;

adjustment of innovation management techniques.

The organization of innovation management is laid down already during the creation and implementation of innovation, that is, in the innovation process itself. The innovation process serves as the foundation of strength, on which the effectiveness of the use of innovative management techniques will depend.

First of all, it is necessary to define the purpose of managing a new product or operation. The goal of innovation management can be profit, expanding a market segment, or entering a new market.

The next important stage in the organization of innovation management is the choice of an innovation management strategy. The effectiveness and efficiency of innovation depends on the correctly chosen management strategy.

Approaches to innovation management techniques depend on the management goal, specific management tasks, and can be very different.

An important stage in the organization of innovation management is the development of an innovation management program and the organization of work to carry out the planned work. An innovation management program is a set of actions agreed in terms of time, results and financial support to achieve the set goal.

An integral part of innovation management is the organization of work to implement the planned action program, that is, the definition certain types activities, volumes and sources of funding for these works, specific performers, deadlines, etc.

An important stage organization of innovation management is also control over the implementation of the planned action program.

Analysis and evaluation of the effectiveness of innovation management techniques are no less important. When analyzing, first of all, it is revealed: whether the methods used helped to achieve the set goal, how quickly, with what efforts and costs this goal was achieved, whether it is possible to use innovation management methods more effectively.

The final stage organization of innovation management is a possible adjustment of innovation management techniques.

By and large, the program is an action plan for innovation management. In this plan, it is necessary to provide for what, when, who and with what resources should be done to create and manage innovation. Therefore, the development of a program is usually a rather laborious process, for the implementation of which it is necessary:

-define goals and objectives;

-work out various options for their solution;

choose one of the options and develop a comprehensive program for its implementation;

create a mechanism for the implementation of a comprehensive program, i.e. appoint specific performers, define their rights and obligations, allocate work areas, etc.

The prototype of the program can be a network schedule, which is drawn up for the implementation of the developed program and clearly reflects all the work necessary to achieve the final goal.

A network schedule is a so-called model for achieving a goal. Moreover, this model is dynamically adapted to analyze various options for achieving the goal, making any changes, optimizing processes, etc.

The network planning method is a set of certain techniques that allow using the network schedule (network model) to rationally implement the entire innovation management program.

Using the network planning method for managing innovation will allow:

-to visualize the organizational and technological sequence of operations for innovation management and establish the relationship between them (network diagram);

-ensure clear coordination of operations of varying degrees of complexity, identify dominant operations and focus on the timely execution of each of the operations;

effectively use the necessary financial and material resources.

Applying the method of network planning for innovation management, the following is possible:

-improve planning, ensuring its integrity and continuity and creating conditions for a more optimal determination of the required resources and the rational distribution of those already available;

-to minimize the financing of work due to a more accurate calculation of the labor intensity and cost of work;

optimize the structure of the management system through a clear distribution of tasks, rights and responsibilities;

organize coordination and control over the progress of work, as well as assess the implementation of the program.

The basis of network planning is a graphical representation of the plan (network diagram), which reflects the technological and logical relationship of all operations of the forthcoming work.

Based on the adjusted network schedule, it is possible to build a schedule for the execution of the program.

Summing up the results of the first chapter of the work, it is necessary to draw the following conclusions.

Innovation management can be viewed as an enterprise management system. From this point of view, the innovation management system consists of two subsystems: a control subsystem (a subject of control) and a controlled subsystem (an object of control).

The reception of innovative management is a way of influencing the control subsystem (the subject of control) on the controlled subsystem (the object of control), which includes innovations, the innovation process and relations in the market for the implementation of innovations.

In the last quarter of the 20th century, mankind entered a new stage of its development - the stage of building a post-industrial society, where information and innovative technologies play the main role. The end result of this stage should be the creation new form organization of the economy - an innovative economy.

An innovative economy is a society's economy based on knowledge, innovation, on the benevolent perception of new ideas, new machines, systems and technologies, on the readiness for their practical implementation in various spheres of human activity. In an innovative economy, under the influence of scientific and technological knowledge, the traditional spheres of material production are transformed and radically change their technological basis, because production that is not based on new knowledge and innovations in an innovative economy turns out to be unviable.

The most significant features of an innovative economy include the following:

-any individual, group of persons, enterprises anywhere in the country and at any time can receive, on the basis of automated access and telecommunication systems, any necessary information about new or known knowledge, innovations;

-produced, formed and available to any individual, group of persons and organizations modern information technologies and computerized systems that ensure the implementation of the previous paragraph;

there are developed infrastructures that ensure the creation of national information resources to the extent necessary to maintain the constantly accelerating scientific and technological progress and innovative development;

there is a process of accelerated automation and computerization of all spheres and branches of production and management; radical changes in social structures are being carried out, the consequence of which is the expansion and activation of innovative activity in various spheres of human activity;

there is a well-established flexible system of advanced training and retraining of professional personnel in the field of innovation

The introduction of innovative management in the context of an enterprise's activities means a transition to a new, more perfect way of organizing activities that ensures the growth of the enterprise's capabilities. The very fact of the introduction of innovations at the enterprise testifies to the transition to a higher level of production capabilities, that is, it is an indicator of the development of the company.

2. Analysis and application of innovation management to ensure the efficiency of the company

.1 Features of the organization of innovation management in small and medium-sized enterprises

Increased turnover and production growth in small and medium-sized enterprises are critically dependent on innovation. New and improved products and services are a prerequisite for the survival of these companies in the market. The accelerating changes in customer demands, changing quality requirements, short product lifecycles and increasing rates of product renewal are driving the production programs of small and medium-sized enterprises to quickly restructure. Innovation is becoming a key strategic parameter for the development of any enterprise and economy as a whole.

When the owner of a small or medium-sized enterprise begins to get acquainted with goods, services, production methods, etc., still unknown to him, he does not always realize whether what seems to him new now can become an innovation in the future. The innovativeness of something can often only be established in hindsight. This is where the chances and dangers lie. If the entrepreneur immediately perceived the idea as innovative, he would act in a completely different way than if he did not have such an innovative flair. The source of conscious innovation management is, therefore, the ability to recognize innovation, because only under this condition can resources be used to stimulate the innovation process.

Innovation management covers all strategic and operational tasks of management, planning, organization and control of innovation processes at the enterprise. In a broad sense, it should be understood as change-oriented management. Such management differs in its essence from decision-making processes in other production areas, since innovative solutions are not routine, but presuppose a broad understanding of the problems of the enterprise and the creativity of workers.

Recently, a corresponding taxonomy and toolbox of methods have been developed. The main element of this taxonomy is the breakdown of the innovation process into phases, as well as the use of techniques to improve its efficiency. In principle, small and medium-sized enterprises can use two alternatives to successfully implement innovative projects.

Enterprises themselves develop innovative and technical prerequisites and implement the obtained results on the market. This approach is associated with large and constantly growing financial costs caused by scientific and technological progress, and thus with enormous economic risks. This applies primarily to products of a high technical level and great complexity. Basically, only large enterprises can do all this.

As part of a cooperative strategy, small and medium-sized enterprises cooperate with other companies. Moreover, cooperation can be carried out at all stages of the innovation process. Co-operation of small and medium-sized enterprises to improve competitiveness and reduce risks is increasingly used in large-scale innovation. Cooperation can take place in the most different forms, for example in the form of strategic alliance, cooperative research, cooperative manufacturing, or cooperative marketing.

The success of innovation management is critically dependent on whether the enterprise succeeds in creating a stimulating internal and external framework conditions, along with the implementation, management and control of the innovation concept.

Internal framework conditions:

-position, behavior of leaders (top) level;

-personnel policy;

organization;

information and communication;

financing.

External framework conditions:

Consulting;

-financial incentives;

transfer incentives;

infrastructure services;

loans and credit assistance.

Creating a climate within the firm in which new ideas can emerge and be implemented is much more important than punctual intervention in the innovation process. An organization that is conducive to innovation must support creative processes and provide opportunities for the implementation of positively evaluated ideas until the successful introduction of new products to the market. It is the field of tension "generation - implementation of ideas" that generates discrepancies in the requirements for the organizational area. There is no organizational form common to all innovation processes. A certain selection of organizational conditions must correspond to this or that phase of the innovation process. The most favorable way for the development of innovative projects is the absence of bureaucratic barriers in the organization and a low degree of centralization, as well as the absence of too narrow specialization. And, conversely, at the stage of implementation of the idea up to the market stage, it is considered advisable to have stricter management.

Along with organizational arrangements as an essential factor in the in-house framework conditions, the right people are needed for the innovation process. The selection of capable and innovative people is an important task of innovation management. In addition to their abilities, these people also need an appropriate organizational environment.

A corporate culture that encourages innovative behavior by imparting great importance values ​​such as innovation and creativity, or a tolerance for inevitable failure. Signs of a corporate culture favorable for innovation are the presence of incentive systems, open communication networks, encouragement teamwork... In this regard, it should be clearly understood that a climate favorable for innovation is not created by order from above, this requires purposeful behavior, which the entrepreneur himself adheres to and which is ensured by the appropriate use of resources.

External framework conditions include mainly the use of external knowledge potential in the form of technology transfer and consultation. This gives small and medium-sized enterprises a special chance to use their very limited R&D and scarce resources more widely. human resources... There are several forms of transfer services:

-issuing and receiving orders through independent and independent research organizations, institutes at universities, etc .;

-collective research and research cooperation;

use of technology data banks and services of government consulting institutions;

special literature.

A wide range of options for supporting innovative projects specifically for small and medium-sized enterprises are offered within the framework of state development programs, for example:

-support programs for small and medium-sized enterprises in the field of technology transfer;

-providing assistance with external innovative advice (material and non-material nature);

indirect measures to stimulate research and development (for example, tax cuts);

direct assistance in certain technological areas;

help in creating innovative enterprises.

As part of targeted innovation management, it is necessary to evaluate various assistance programs and select those that deserve attention and may be suitable for the context of a particular enterprise. Small and medium-sized enterprises should not be embarrassed when faced with bureaucratic barriers and a large number of different programs, but treat them as another, not very difficult stage on the way to the successful implementation of their innovative project.

The sore point for small and medium-sized enterprises in the framework of the implementation of innovative projects - the weakness of the financial base - can be resolved through targeted planning, which is reflected in the corresponding financing concept. Such businesses can take advantage of government assistance or resort to forms of equity financing. Early financial planning with the determination of the needs for funds for all phases of the innovation process, in order to guarantee their provision in the right time frame.

Innovation is the result of creative entrepreneurial activity, which usually involves many divisions of the company and which is increasingly influenced by external factors (government influence, environmental requirements, cooperation with other institutions, etc.).

The phases, as a rule, follow one after the other, however, cases of some parallelism (and thus intersection) of individual phases are not excluded. Thus, assessments and calculations of economic efficiency must be carried out not only in the phase of searching for ideas, but also in subsequent phases. Between the process of research and development and the development of new solutions in production, on the one hand, and the introduction of the product into the market, on the other, there is a repeated temporary, as well as meaningful duplication of certain tasks.

Phase I: Enterprise Strategy and Innovation.

Strategic decisions on innovative activities can and should be made only in connection with decisions in the field of the overall strategy of the enterprise and the strategic production program. At the same time, they predetermine the initial conditions for decisions regarding the subsequent process. The strategy allows you to set the bar in advance in the innovative aspirations of the enterprise. The following strategic decisions are decisive for the innovation process:

-selection of a market or market segment;

-approval of the applied technology;

selection of goods and services to be produced at the enterprise;

decision regarding cooperation in development, production and sales;

establishing the volume and speed of the process of updating goods and services.

In this case, we are talking about an ideal (theoretical) process. In the practice of entrepreneurship, the opposite is also possible, i.e. innovation can have a decisive influence on the strategic direction of an enterprise's policy. In small and medium-sized enterprises, it often happens that a single innovation determines the development of the entire enterprise for a long time.

I phase: searching for ideas and evaluating them.

In this phase, the search for creative ideas for problem solutions is carried out. In this case, three search paths can be distinguished:

-developing new ideas (generating ideas);

-critical review and modification of known problem solutions or specific solutions;

search for already working general or private solutions (use of well-known scientific and technical experience and knowledge, acquisition of licenses).

When looking for new ideas, small and medium-sized enterprises are especially encouraged to turn more often to external sources of information, such as data banks, licensed intermediaries, materials from fairs and research centers.

A number of methods can be used to generate ideas in-house.

When using intuitive methods, the central point is the spontaneous creative generation of ideas by people with above average intelligence and specialized knowledge. Brainstorming methods, contests, and expert polls can be cited as an example of finding new ideas.

Logically structured procedures occupy the main place in analytical methods. This includes the decision tree method, morphological methods, analogy, scripting, synectics, and heuristic methods.

Ideas found are evaluated: first the unsuitable ones are discarded, then the most promising ones are tested, while their potential market chances are identified. The result of the selection of the best ideas is a proposal for the production of a new product, which sets out the basis for further activities.

Phase I: Product Solution

In this phase, the company must make sure that, thanks to the product idea, a real product will be developed that can be included in the company's strategic program and promoted to the market. All this requires comprehensive planning that covers:

-setting goals and objectives for this product;

-drawing up a time schedule for the use of resources required for this phase;

production planning for the enterprise as a whole;

sales planning with the calculation of economic efficiency.

Such planning contains all the important tasks that are necessary for further analytical work within the framework of the research and development process until the successful introduction of the product to the market. Here the points of intersection of marketing and production are outlined; areas of contact between innovation, program planning and marketing are established.

Phase I: research and development, technology transfer.

In the field of research and development, the following distinctions are made: fundamental research is not directly related to the product, applied research is aimed at the future application of the results obtained, and in the course of development, the main interest is a specific market result. As for this area in the context of small and medium-sized enterprises, their business is limited, as a rule, to development; research in the proper sense fade into the background here.

Based on their goals, these enterprises can carry out the technical implementation of the product through their own developments (possibly research) or resort to cooperation with other companies. In principle, this task should be solved taking into account the following points:

-final clarification of the task and development of a fundamental solution for a new product or new service;

-constructive development of the product up to the creation of a prototype;

design and preparation of production for a new product with production and testing of prototype, production equipment and zero batch.

-exchange of scientific and technical information through participation in conferences, fairs, publication of articles;

-transfer of knowledge through the recruitment of employees with special training, university graduates;

joint research with other enterprises;

acquisition of patents and licenses for use in a special project;

cooperation in development.

The constantly growing influence of modern technologies on the competitiveness of small and medium-sized enterprises requires the purposeful use of all the available technological transfer opportunities. Even highly effective technology leaders today are rarely able to keep track of all directions of technological progress and accordingly implement the latest practical and theoretical advances.

Phase I: mastering production

Product development is complete when production can begin and focus on the product during the manufacturing phase. The importance of this transitional phase in the innovation process is most often underestimated, resulting in significant losses of time and losses for the enterprise. In this phase, the following is important:

-adaptation of the prototype to production and technical requirements;

-familiarization of the involved personnel with technological processes, methods and new areas of tasks;

start-up of machinery and equipment up to the established power limits;

search for new supply channels.

For innovation management in this phase, it is important to ensure the shortest possible time for the deployment of production, in particular with the help of appropriate preparation and planning, as well as flexible implementation of goals. Shorter lead times often provide market advantages in front of competitors, and also allows you to quickly reduce costs and increase the profit of the enterprise.

Phase I: market introduction

The innovation process ends with the introduction of the novelty into the market. As show empirical research, the introduction of about 1/3 of new products ends in failure, and among those introduced, only about 1/3 gives a profit above the average level, the rest only cover costs. innovative management creative solution

The introduction of goods or services on the market is understood as checking the competitiveness of products using market tests, as well as the targeted use of marketing tools. The implementation phase ends with the successful consolidation of the product on the market. Long-term preparation of the sales market for new products should be considered as a decisive prerequisite for successful implementation. This can be achieved through appropriate public relations work, advertising, consulting clients, as well as through the use of additional marketing tools(for example, pricing policy). In this case, the correct calculation of the timing is important, i.e. the right choice of the moment when the company enters the market with a new product.

On the large enterprises Before the final introduction of the novelty, the product and the market are tested as early as possible in the innovation project. Risks can be mitigated with tests like these, but they come with high costs. Therefore, both product and market testing is carried out by small and medium-sized enterprises only in rare cases. Most often they rely here on "theoretical" judgments, as well as on the experience and intuition of the participants in the innovation process.

Each phase of the innovation process, along with time, requires a fairly large amount of money. The tasks of innovation management include managing the process in such a way as to make optimal use of the necessary resources. Table 1 shows an approximate distribution of total costs for innovative projects in small and medium-sized enterprises. Research shows that these enterprises grossly underestimate the costs associated with the last phase - market penetration.

Table 1 Distribution of costs of the innovation process

Phase of the innovation process Scope of work Share in the total cost of the innovation project,% Phases 1 - 4 From the search for a product idea to the creation of a prototype 53 Phase 5 Mastering in production 26 Phase 6 Market introduction 21

In conclusion, it should be noted that the innovation process cannot be viewed as a consequence of random technical inventions or other entrepreneurial ideas. Rather, he demands strategic planning and market-oriented management. The related tasks are the subject of innovation management.

2.2 Applying successful innovation management approaches to company development

The French pharmaceutical company Pierre Fabre (Pierre Fabre Medicament) appeared in Russia in the early nineties, although its products were present on the market even before that - the first registration of the company's drug in the USSR dates back to 1978.

Until 1995, the activities of the Russian division of the company were supported by government orders for well-known drugs, which provided about 90% of the turnover. The registration of a number of new drugs carried out at that time did not lead to any significant volume of their sales, since the marketing service of the Russian division of the company was in its infancy and its activities were haphazard and undirected.

A turning point in the life of the Russian division of the company - JSC Pierre Fabre - became 1996. Due to the termination of the registration of a number of the company's old drugs in France, their re-registration in Russia has become impossible. Not the name of the opportunity to transfer production to another country (as, for example, the Hoechst company transferred at one time the production of the aforementioned metamizole - baralgin - from Germany to Turkey and India), the Pierre Fabre company faced the need to develop its business in Russia without the participation of a state order - or close it altogether. Since the growth rate of the Russian drug market in the mid-1990s exceeded the average European one, and the 150 million population of Russia was widely regarded as an indicator of the huge market capacity, the first decision was made - to develop the business. As strategic goal the headquarters determined the achievement of sustainable profitability of the Russian division, independent of the state order.

Realizing that the management of the Russian division of the company, which consisted of foreign specialists, still sees the only way for the company to operate in obtaining government orders, the headquarters decided on a complete change of management. A consulting firm was hired to find a new management team. Two expert consultants, each with their own practical experience in the Russian pharmaceutical market, recruited candidates for the positions of CEO, Marketing Director and Sales Director. After passing the headquarters approval, these people began to work as deputies of the respective managers of the AO. Pierre Fabre ... Immediately after that, the search began for ways to transfer newly recruited leaders to the first roles and to free themselves from the old leadership; this difficult process was completed in six months.

The first priority of the new management team was the restructuring of the sales force. Within six months, a two-tier structure with geographical division was formed, in the middle of the year, new sales personnel completed their initial training period and began work.

Another priority was the restructuring of the marketing service. A group of priority products was identified, on which both marketing and sales efforts were concentrated. For each of the priority products, a marketing plan was formed, with special attention paid to the coordination of marketing activities and the activities of the sales department.

As an immediate result, the company had a five-fold increase in sales in the priority product group by the end of 1997.

The tactical success achieved made it possible to agree on another important decision with headquarters. One of the company's old products, a remedy for the treatment of joint diseases, was transferred under a licensing agreement to a large Russian manufacturer, while the registration in Russia of a new drug of the same therapeutic class was accelerated. At the same time, for the first time in the history of the Russian division of the company, clinical trials within the framework of the registration process were planned in such a way that their results were further used in the promotion of the drug, and the specialists who conducted these trials headed a group of experts on scientific support of the product. It should be noted that the segment of the drug market for the treatment of joint diseases was and remains an arena of intense competition both in Russia and abroad, but the bottom of the niches of this segment - the so-called chondroprotectors - until the end of the nineties was filled with old products with weak scientific evidence. base and dubious effectiveness.

The launch of the new drug on the market was timed to coincide with a major national congress. A month earlier, the new drug arrived at a customs warehouse in Moscow and began to distribute it along the distribution chain, all the way to pharmacies. At the same time, a wide information campaign was carried out, covering both the main target group - rheumatologists, and other target groups (general practitioners, traumatologists). The main target group was completely covered by the activities of the sales staff in the form of one-to-one conversations, for others, group communication methods and direct mail were used.

The further development strategy of the drug provided for the sequential conduct of a series of multicenter clinical trials aimed at popularizing the new product among the main target group - rheumatologists, expanding the field of indications of the new drug, as well as forming a scientific base that ensures further promotion of the drug.

The first year sales result was twice as high as planned. In the second year, despite the crisis of the pharmaceutical market in 1998-99, accompanied by a drop in sales volume almost twofold, the turnover of the new product doubled and amounted to a third of the total turnover of the company in Russia, in the same year the drug began to make a profit ... In the fifth year of sales, with their constant growth, the product occupies about 40% of the Russian turnover of the company, its annual turnover exceeds two million dollars, and Russia is the second consumer in the world after France.

Thus, the considered example demonstrates the successful work of the company's management in introducing an innovative product to a new market segment for the company. In this case, the integral terms achieved success it should be recognized the active desire of both Russian and foreign management to adapt the activities of the company to the specifics of the Russian market and its specific segment, decisively carrying out fundamental transformations in the structure of the company and the functions of its divisions and the use of successful approaches of innovative management to achieve the set goals.

2.3 Innovation management in the activities of LLCPizzeriaFenster

In modern conditions, innovation management is an integral part of the activities of any successful company.

A decisive role in the effective functioning of an organization is often played by such a direction of innovation management as innovation and personnel management. The author in the work seems to be expedient to consider the features of the use of innovative personnel management in the activities of LLC. Pizzeria Fenster .

Innovation and personnel management is a border zone between two areas of management science: innovation management and personnel management of an organization.

The goal of innovation and personnel management in the analyzed organization is to ensure an effective scale and pace of updating the personnel system in accordance with the current and future interests and goals of the organization, modern patterns of personnel development, the requirements of state, market and trade union standards for the level of human resource development.

The object of innovation and personnel management is the processes of renewal and development, innovative properties, needs and parameters of personnel and personnel systems of organizations and other socio-economic structures.

The subject of innovation and personnel management are innovative components (departments, sectors, groups, specialists) of the personnel and labor services of the organization.

Methods of innovative management in the personnel work of the investigated enterprise - a set of techniques used:

-in the field of personnel training;

-in the field of staffing and use of personnel;

in the field of staff reduction.

Functions of innovation management in the personnel work of LLC Pizzeria Fenster :

-organization and conduct of scientific and analytical work in the field of development of the company's personnel work;

-organization of personnel training and professional development;

search, recruitment, selection of personnel for the organization;

business assessment of personnel;

movement of personnel within the organization, etc.

Innovative methods of personnel selection and assessment, based on the latest achievements of world business psychology and the latest information technologies, provide the most accurate predictive assessment and significantly reduce the risks associated with the human factor.

Application in the work of the personnel department of LLC Pizzeria Fenster innovative developments that combine psychological methods and Internet technologies, allows the most accurate and prompt assessment of the human resources of the organization. This is very important for successful business development, because it is the quality of human resources that is becoming the main advantage of the company in the competitive struggle today.

In order to predict the success of an employee in LLC Pizzeria Fenster , at least four main factors are investigated:

-personal and intellectual qualities;

Capabilities;

motivation and value orientation;

professional experience.

Personal and intellectual qualities are quickly and efficiently determined using psychometric computer tests. To diagnose the motivational sphere, methods of Internet scaling (assessment of an object according to a set of criteria), semi-projective tests, and interviews are most often used. But the most effective, according to the management of LLC Pizzeria Fenster , is the cross-validation method ( 360 degrees ), which allows you to give an employee an assessment with different sides... It is evaluated by the immediate supervisor, work colleagues and clients of the company.

Psychodiagnostic programs are successfully used online, when testing is carried out on a local computer and in the network, and the results are processed on a specialized Internet server.

Internet technologies are especially relevant for the company LLC Pizzeria Fenster ... The work is structured as follows: in real time, company employees receive a specific task, for example, to assess their subordinates or managers by answering the questionnaire. All data on the same day is collected in a single center and processed promptly.

Internet technologies are also good in that they make it possible to receive more independent and objective assessments, ensuring the anonymity of the survey. Very often people provide false information, knowing that their answers will become known. They are afraid of ruining relationships with coworkers or incurring the wrath of their superiors. A special information processing technology allows avoiding socially desirable answers. The data arriving at the central server is analyzed automatically. No one can interfere with this work and correct the results of the survey. All confidential information is available only to company representatives who are responsible for conducting the research.

Thus, as the analysis showed, at the present stage of LLC Pizzeria Fenster

Let's summarize the main results of writing the second chapter.

Nowadays, innovation is becoming a key factor in the development of small and medium-sized enterprises. The success of innovation management depends on the ability of the enterprise to create a stimulating internal and external framework for innovation. In addition, the innovation process requires strategic planning and market-oriented management.

Innovations have their own life cycle, starting with the emergence of a new idea and ending with the introduction and approval of a new product on the market. In this cycle, six typical phases can be distinguished, with characteristic for each activity, decision-making situations and results.

The work considered the positive experience of using the innovative management of the French pharmaceutical company Pierre Fabre Medicament, which appeared in Russia in the early nineties and found that the studied company demonstrates the successful work of management in introducing an innovative product to a new market segment. The integral components of the achieved success should be recognized as the active desire of both Russian and foreign management to adapt the firm's activities to the specifics of the Russian market and its specific segment, decisively carrying out fundamental transformations in the structure of the company and the functions of its divisions, and the use of successful approaches of innovative management to achieve the set goals.

The author in the work considered the features of the use of innovative personnel management in the activities of LLC Pizzeria Fenster ... It was found that at the present stage of LLC Pizzeria Fenster We successfully implement the successful developments of innovative management in our work, thereby increasing the efficiency of the entire organization, and the use of innovative personnel management mechanisms has a positive effect on the work of company employees, increasing their professional level and increasing interest in work.

Conclusion

Innovation refers to all changes that were first applied in an enterprise and bring it specific economic and / or social benefits.

Innovation management can be represented by an innovation management system, an innovation process and relations arising in the process of innovation movement.

Modern innovation management includes such basic elements as the search for an idea that serves as the foundation for this innovation, the organization of the innovation process for this innovation, as well as the process of promoting and implementing the innovation in the market.

Innovation management can be viewed as an enterprise management system. From this point of view, the innovation management system consists of two subsystems: a control subsystem (a subject of control) and a controlled subsystem (an object of control).

The reception of innovative management is a way of influencing the control subsystem (the subject of control) on the controlled subsystem (the object of control), which includes innovations, the innovation process and relations in the market for the implementation of innovations.

There are innovative management techniques that affect only the production of innovation; techniques affecting both production and implementation, promotion and dissemination of innovation; as well as techniques that affect only the implementation, promotion and dissemination of innovation.

The introduction of innovative management in the context of an enterprise's activities means a transition to a new, more perfect way of organizing activities that ensures the growth of the enterprise's capabilities.

The very fact of the introduction of innovations at the enterprise testifies to the transition to a higher level of production capabilities, that is, it is an indicator of the development of the company.

Nowadays, innovation is becoming a key factor in the development of small and medium-sized enterprises. The success of innovation management depends on the ability of the enterprise to create a stimulating internal and external framework for innovation. In addition, the innovation process requires strategic planning and market-oriented management.

Innovations have their own life cycle, starting with the emergence of a new idea and ending with the introduction and approval of a new product on the market. In this cycle, six typical phases can be distinguished, with characteristic for each activity, decision-making situations and results.

Note that the innovation process cannot be viewed as a consequence of more or less random technical inventions or other entrepreneurial ideas. Rather, it requires strategic planning and market-oriented management. The related tasks are the subject of innovation management.

The paper considered the positive experience of using the innovative management of the French pharmaceutical company Pierre Fabre Medicament, which appeared in Russia in the early nineties and found that the studied company demonstrates the successful work of management in introducing an innovative product to a new market segment.

The integral components of the achieved success should be recognized as the active desire of both Russian and foreign management to adapt the firm's activities to the specifics of the Russian market and its specific segment, decisively carrying out fundamental transformations in the structure of the company and the functions of its divisions, and the use of successful approaches of innovative management to achieve the set goals.

It was found that at the present stage of LLC Pizzeria Fenster We successfully implement the successful developments of innovative management in our work, thereby increasing the efficiency of the entire organization, and the use of innovative personnel management mechanisms has a positive effect on the work of company employees, increasing their professional level and increasing interest in work.

List of used literature

1. Gokhberg L. Innovation processes: trends and problems // The Economist. - 2002. - No. 2. - S. 50-59.

2.Kovalev G. D. Innovative communications / GD Kovalev - M .: UNITI-DANA, 2002 .-- 424p.

Yankovsky K.P., Mukhar I.F. Organization of investment and innovation activities. - SPb. : - PETER, 2006 .-- 460s.

Glazyev S.Yu. On the development strategy of the Russian economy / Scientific report. - M.: TsEMI RAN, 2001 .-- S. 23-30.

Zavlin P.N. Features of the organization of innovative activities. - SPb. : Nauka, 2007 .-- P. 24.

Innovative economy / ed. A.A. Dynkin, N.I. Ivanova - M.: Nauka, 2005 .-- P. 64.

Materials of the V Russian Economic Forum. The goal is an innovative economy // Russian economic journal, No. 3, 2000, pp. 14-16.

Tikhonov A.M. Innovation management. - K.: Nika-Center, 2007 .-- S. 89.

Ivanov V.V. Russian innovation system: Territorial Approach // Innovations, 2000, No. 9. - P. 24-30.

Valdaitsev S.V. Assessment of current trends in the development of innovations. - M.: Filin, 2007 .-- 542p.

Innovation management: Textbook. manual / ed. V.M. Anshina, A.A. Dagaeva. - M.: Delo, 2003 .-- P. 54.

Goryunov V.A. Problems of the formation of innovative management at enterprises // Innovations. - 2007. - No. 1. - P.12-14.

Leontiev L.I. On the forms and methods of stimulating innovation. - M.: RITs ISPI RAS, 2005 .-- 396p.

Dautov A.N. Strategic management of firms. - M.: Examination, 2007 .-- 368s.

Ilyin V.A., Sychev M.F. Topical issues of the enterprise's transition to innovative development - M.: Unity-dana. - 2006 .-- 464s.

Ismailov T.A., Gamidov G.S. Innovative economy - a strategic direction of development of Russia in the XXI century // Innovations. - 2007. - No. 5. - P.14-17.

Belov V.N. Innovation policy and innovative business in Russia // Analytical Bulletin of the Federation Council. - 2007. - No. 15 - P.16-19.

D.V. Livanov On the main directions of innovation // Report at a meeting of the board of the Ministry of Education and Science of Russia. - 17.11.04.

Gurkov I. Innovative activity of successful enterprises // Voprosy ekonomiki. 2007. - No. 7. - P.71-85.

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1. Innovation management: basic concepts ........................................... ... 2. State innovation policy .......................................... ............... 3. Organizational forms of innovation ............................. ...... 4. Innovative strategies and types of innovative behavior ........................ 5. Management innovative project.................................................. .............. 6. Innovative manager program ............................... ................................. 7. Effectiveness of innovation activity ............ ........................................ 8. Management of the creation and development of innovative technology .. ........................ 9. Foreign experience of state regulation of innovation activity .................. .................................................. ............................................ 10. Risk in innovation activity and methods of its reduction .........................

Improving economic levers and incentives;

Development of a system of measures to regulate a set of interdependent measures aimed at accelerating the intensive development of scientific and technological progress and increasing its socio-economic efficiency.

Innovation activities in the development, development and implementation of scientific and technical innovations are understood as activities directly related to the acquisition, reproduction of new scientific, scientific and technical knowledge and their implementation in the material sphere of the economy. To a greater extent, innovative activity is associated with bringing scientific, technical ideas, developments to specific products and technologies that are in demand on the market.

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

The key concepts of the theory of innovative management require especially careful consideration - innovation and innovation... In the works of modern authors, there is still no methodological unity in the definition of these categories, and therefore one can count at least ten different interpretations of innovation and innovation.

For the first time the term "innovation" appeared in scientific research of cultural studies back in the 19th century. and literally meant the introduction of some elements of one culture into another.

Only at the beginning of the XX century. the economic laws of innovations began to be studied. In 1911 g. Austrian economist Joseph Schumpeter(1883-1950) in his work "Theory of Economic Development" identified two aspects of economic life:

Static (routine circulation is associated with constant repetition and resumption of production - the organizations participating in it know the principles of their behavior from their experience, it is easy for them to foresee the results of their actions and it is easy to make decisions, since the situation is clear);

Dynamic (innovation cycle means development - a special, distinguishable in practice and in the minds of people, a state that acts on them as an external force and does not occur in a situation of economic circulation).

Innovations in the economy are introduced, as a rule, not after the consumer spontaneously arises new needs and a reorientation of production occurs, but when the production itself teaches the consumer to new needs.

Produce- means to combine the resources at the disposal of the organization, and to produce something new means to create new combinations of changes in the development of production and the market. J. Schumpeter identified five typical changes:

1) changes due to the use of new technology, new technological processes and new market support for production;

2) changes due to the use of products with new properties;

3) changes due to the use of new raw materials;

4) changes in the organization of production and methods of its material and technical support;

5) changes due to the emergence of new sales markets.

In the 30s. last century J. Schumpeter first proposed the concept of "innovation", meaning by this changes in order to introduce and use new types of consumer goods, new production means, markets and forms of organization in industry. At the same time, J. Schumpeter assigned the main role of the driving force of the economic development of society not to the nature of the struggle between capital and the proletariat, which he pointed out in his works Karl Marx, namely the introduction of innovations into the economy of the state. Thus, it was Joseph Schumpeter who can be considered the “father” of the concept of innovation, which he interpreted as an effective means of overcoming economic crises.

It was during the research of J. Schumpeter that it became clear that the source of profit can be not only a change in prices and savings on current costs, but also a radical renewal and change of products. The possibility of ensuring the competitiveness of an organization by changing prices or reducing costs is always short-lived and marginal. An innovative approach turns out to be more preferable, since the process of searching, accumulating and transforming scientific knowledge into physical reality is, in fact, unlimited.

Despite the fact that in his practical activities J. Schumpeter suffered a fiasco - the bank that he headed went bankrupt, and the Ministry of Finance, at the helm of which a talented Austrian theorist came to power a little later, brought the country to crisis - it is to this scientist that we owe the first qualitative justification of the need innovative activity of market entities.

Later researchers do not demonstrate a consensus on the definition of the essence of innovation. So, M. Huchek notes that in the "dictionary of the Polish language" innovation means the introduction of something new, some new thing, a novelty, a reform. A.I. Prigogine believes that innovation is reduced to the development of technology, technology, management at the stages of their origin, development, distribution at other facilities. Yu.P. Morozov understands innovation in a broad sense as the profitable use of innovations in the form of new technologies, types of products, new organizational, technical and socio-economic solutions of a production, financial, commercial or other nature.

According to the guide Frascati(the document was adopted by the international Organization for Economic Cooperation and Development ( OECD) in 1993 in the Italian city of Frascati) innovation is defined as the end result of innovation, embodied in the form of a new or improved product introduced on the market, a new or improved technological process used in practice, or in a new approach to social services.

Thus, innovation (innovation) is viewed from several sides:

First, as some complete general process of obtaining, mastering, adapting to innovation (adapting to it), transformation and profitable use of the innovation;

Secondly, as part of the process, limited by the framework of the creator company, by the framework of organizations that have assumed the functions of transferring innovation, learning new things, within the framework of the consumer who carries out his transformation operations and profitable use of the innovation;

Thirdly, as a series of results of the process of obtaining and using innovation, when as a result of market diffusion the innovation reached the consumer (that is, it was received, acquired), adaptation to the innovation took place (the company was prepared for its use), its development took place (the consumer studied the innovation and learned to use it), and the innovation was routineized (that is, the consumer included it in his business process technology and organizational culture, now he conducts his business operations with updated technology, with new skills), the consumer has used the innovation in his business process(innovation is used), as a result of which he increased his competence (a new level of competence and a new price of his labor), received benefits from the innovation in the form of an impulse of novelty, new knowledge, a higher technological level and new properties of his products and services (cost reduction, increased productivity, increased quality, a new level of service).

Simply put, an innovation (innovation) is, first of all, a new, original idea. And innovation is the result of the practical development of this idea - its implementation and further use. For example, the idea of ​​a flight into space, which was visited by the great Soviet scientist, Acad. S.P. The Queen, or the rocket blueprints prepared by him and his colleagues, is an innovation. But the first rocket that successfully took off from the cosmodrome is already an innovation, as a result of the practical development of the innovation.

According to the various criteria, innovations can be classified as follows.

By type of innovation allocate logistical and social.

From point of view influence on the achievement of the economic goals of the organization, material and technical innovations include product innovation and technological innovation... Product innovation allows you to ensure profit growth both by increasing the price of new products or modifying old ones (in the short term), and by increasing sales (in the long term).

Technological innovation can improve economic indicators by improving the preparation of raw materials and process parameters, which ultimately leads to a decrease in production costs, as well as to an increase in product quality; an increase in sales due to the productive use of existing production facilities; the possibility of mastering in the production of promising new products from a commercial point of view, which could not be obtained due to the imperfection of the production cycle of the old technology.

Technological innovations appear either as a result of a single innovation process, i.e. close relationship R&D on the creation of a product and technology for its manufacture, or as a product of independent special technological research. In the first case, innovation depends on constructive and technical features a new product and its subsequent modifications. In the second case, the object of innovation is not a specific new product, but the basic technology, which undergoes transformations in the process of technological research.

By innovative potential allocate:

- basic innovations;

- modifying innovations;

- pseudo-innovation.

Basic innovation include the creation of fundamentally new types of products, technologies, new management methods that form a new industry or sub-industry. The potential results of a basic innovation are long-term competitive advantage and, on this basis, a significant strengthening of the market position. In the future, they are the source of all subsequent improvements, improvements, adaptations to the interests of individual groups of consumers and other modernizations of the product.

The creation of basic innovations is associated with a high level of risks and uncertainties: technical and commercial. This group of innovations is not widespread, but the returns are disproportionately significant. An example of a basic innovation can be considered a tape recorder that reproduces laser discs, after many years the sound reproduction technique worked on the principle of "magnetic head - magnetic tape".

Modifying innovations lead to the addition of the original structures, principles, forms. It is these innovations (with a relatively low degree of novelty contained in them) that are the most common type. Each of the improvements promises a risk-free increase in the consumer value of products, a decrease in the costs of its production, and therefore is necessarily implemented.

An example of this type of innovation would be the emergence of the cassette recorder, after tape recorders played reels for many years. The principle of sound reproduction has remained the same - "magnetic head - magnetic tape", however, the appearance has been significantly changed, the product has become more convenient and practical.

A subjective approach to decision-making on the part of officials, who, as a rule, do not have sufficient knowledge about the actual need for funds or are not directly involved in the implementation of their decisions;

Deceleration research process due to the bureaucratic nature of the registration of applications;

Concentration of allocated funds into the largest monopolies;

Unacceptability for private business of government interference in investment decisions.

Indirect methods embedded in a marketplace mechanism that itself is uniquely capable of identifying and meeting research and development needs. The essence of indirect regulation is to create a general favorable innovation climate, encourage organizations focused on innovation activities, in measures to form a high social status in public opinion and the prestige of education and science. At the same time, the state does not control specific research projects.

One of the main normative documents that regulate the state innovation policy in the Russian Federation are the "Fundamentals of the Policy of the Russian Federation in the field of science and technology development for the period up to 2010 and beyond." The transition to innovative development of the country is defined in this document as the main goal of state policy in the field of science and technology development. And as one of the most important directions of state policy in the field of science and technology development - the formation of the development of the national innovation system.

The main tasks that the federal target program is designed to solve:

a) determination of priorities in the field of science and technology and their implementation;

b) development of a system of scientific and technical priorities, mechanisms for creating and building public-private partnerships;

c) development of infrastructure activities, i.e. building an innovative infrastructure in Russia;

d) assistance in strengthening the material and technical base of scientific activities of universities, improving the regulatory framework of science and innovation, etc.

Priorities have been formed in six main scientific and technical areas:

1) nanoindustry and advanced materials;

2) energy saving technologies and alternative energy sources;

3) technologies of living systems;

4) information and telecommunication systems;

5) ecology and rational use of natural resources;

6) security and countering terrorism.

Measures of state innovation policy can be implemented through budgetary and extra-budgetary funds, such as: the fund for promoting the development of small enterprises in the scientific and technical sphere (www.facie.ru); Russian Foundation for Technological Development (RFTR) or Russian Foundation for Basic Research ( RFBR).

RFTR is an off-budget fund, which is formed from those deductions that enterprises, exempting these deductions from taxes, send to industry funds, off-budget R&D funds and parent organizations that coordinate their activities. It is formed at the expense of 25% of the funds collected by industry funds. Funds are channeled to support serious scientific, technical and innovative projects.

The purpose of the RFBR is to support scientific research in all areas of fundamental science, promote the improvement of scientific qualifications of scientists, develop scientific contacts, including support for international scientific cooperation in the field of fundamental research. The Fund is financed from the federal budget (currently 6% of the funds allocated for science). Acceptance of voluntary contributions from organizations and individuals for use for statutory purposes is allowed.

To achieve the main goal, the Foundation:

Carries out the selection of projects on a competitive basis;

Develops and approves the procedure for consideration of projects submitted for the competition, the procedure for the examination of projects and proposals;

Provides funding for selected projects and activities, as well as controls the use of the allocated funds;

Supports international scientific cooperation in the field of fundamental scientific research, including financing of joint research projects;

Prepares, publishes and distributes information and other materials on the activities of the Foundation;

Participates in the development of proposals for the formation of state scientific and technical policy in the field of fundamental scientific research.

The RFBR holds competitions for grants for Russian scientists to carry out fundamental scientific research in the following areas of knowledge:

1) mathematics, computer science and mechanics;

2) physics and astronomy;

4) biology and medical science;

5) earth sciences;

6) sciences about man and society;

7) information technology and computing systems;

8) fundamental foundations of engineering sciences.

All decisions on the support of projects in RFBR are made based on the results of the expertise. Each application undergoes an independent multi-stage examination by the RFBR. After registration, the application is reviewed by two or three experts working independently and anonymously. An RFBR expert can be a recognized authoritative highly qualified specialist with an academic degree of doctor (mostly) or candidate of sciences (as an exception) from among actively working scientists. In total, the Foundation's experts include more than 2 thousand people.

After the initial examination, its results and the applications themselves are submitted to the section of the Expert Council (5-15 people), which is assigned from 4 to 7 narrow scientific areas in this area of ​​knowledge. The final recommendations for the Council of the Foundation are developed by the Expert Council (70-100 people).

The composition of expert councils is approved by the Foundation Council for three years. Annual scientific and financial reports on ongoing projects and final reports on completed projects are also reviewed, the results of which are taken into account when deciding whether to continue funding a project and when considering subsequent applications from the same authors.

In total, during the year the Fund conducts about 65-70 thousand examinations of applications for all types of competitions.

Questions for self-test:

What is government innovation policy?

List the main directions of state innovation policy.

What tax incentives are provided for enterprises engaged in R&D?

What is RFTR?

How is the expertise of projects carried out by the Russian Foundation for Basic Research?

Literature:

1) Ermasov S.V. Innovation management / S.V. Ermasov, N.B. Ermasova - M .: Higher education, 2008.

2) Innovation management / ed. S. D. Ilyenkova. - M .: UNITY-DANA, 2007.

3) Innovation management: textbook. manual / ed. L.N. Ogoleva. - M .: INFRA-M, 2006.

4) Medynsky V.G. Innovation management / Medynsky V.G. - M .: INFRA-M, 2007.

5) Fatkhutdinov R.A. Innovation management / Fatkhutdinov R.A. - SPb .: Peter, 2009.

The essence of innovation management

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

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

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

"Firstly. The administration takes on the task of developing a scientific foundation that replaces the old traditional and grossly practical methods for each individual action in all the different types of labor used in the enterprise.

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

Thirdly. The administration cooperates cordially with the workers in the direction of achieving the conformity of all individual branches of production with the scientific principles that it has previously developed.

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

This combination of workers' initiative, combined with new types of functions carried out by the administration of the enterprise, makes the scientific organization so much superior in productivity to all the old systems. "

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

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

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

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

Following F.W. Taylor created a logically harmonious system of scientific management by the famous French scientist Henri Fayol (1841-1925), whose outstanding abilities allowed him not only to manage for 30 years (from 1888 to 1918) a large mining and metallurgical company in France, but also to transform it from lagging to prosperous. After retiring in 1918, he became the head of the Center for Administrative Research, which he created. All these years, right up to his death, A. Fayolle summarized and published his long-term observations. The main fruit of his observations and research was the book "General and Industrial Management". Let us dwell briefly on its second part, "Principles and Elements of Control".

Revealing, A. Fayolle names those of them that he most often had to use:

• division of labor;
• power;
• discipline;
• unity of management (command);
• unity of leadership;
• subordination of private interests to general interests;
• reward;
• centralization;
• hierarchy;
• order;
• Justice;
• the constancy of the staff;
• initiative;
• unity of staff.

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

A. Fayol, in addition to principles, formulates elements of control, the most important of which is foresight, citing the saying “To manage is to foresee”. A. Fayol said that the main manifestation of foresight was the program of action.

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

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

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

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

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

Functions of innovation management

The most important components of innovation management are its functions:

• forecasting;
• planning;
• organization;
• motivation;
• accounting and control;
• analysis and evaluation. Let's consider them in more detail.

Forecasting

Forecast- scientifically grounded judgment about the possible states of the object in the future, about alternative ways of development and the duration of the object's existence. The forecast in the control system is a preplanned development of multivariate models for the development of the control object. The timing, scope of work, the numerical characteristics of the object and other indicators in the forecast are of a probabilistic nature and necessarily provide for the possibility of making adjustments.

The purpose of forecasting- obtaining scientifically substantiated options for development trends, cost elements and other indicators used in the development of strategic plans and conducting research and development (R&D) and experimental design (R&D) works, as well as the development of the entire management system. The most difficult part of a management system is forecasting quality and costs. The main tasks of forecasting:

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

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

Planning

Planning- the stage of the management process, which implies the definition of the goals and objectives of the activity, the development of the necessary methods and means for their solution, the most effective in specific conditions.

In contrast to the forecast, the plan contains unambiguously defined dates for the implementation of the event and the characteristics of the planned object. For planned developments, the most rational forecast option is used.

The main tasks of planning innovative activities:

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

To rank planning objects according to their importance is necessary for the rational allocation of resources. For example, if the manufactured goods have approximately the same level of competitiveness, then first it is necessary to direct resources to improve the competitiveness of the goods that have the largest specific weight (in terms of sales value) in the firm's program.

The variability of the plan is ensured by the development of at least three options for achieving the same goal and the choice of the optimal option that ensures the implementation of the planned goal with the lowest costs for development and implementation.

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

Organization

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

Organizations are currently shaping the management structure in accordance with their own needs.

The next important task of the organization's function is to create conditions for the formation of such a culture within the organization, which is characterized by a high sensitivity to changes, scientific and technological progress, values ​​common to the entire organization. The main thing here is work with personnel, development of strategic and economic thinking in the minds of managers, support of employees of an entrepreneurial warehouse, inclined to creativity, innovation and not afraid to take risks and take responsibility for solving certain problems of the enterprise.

Motivation

- activities aimed at activating the people working in the organization and encouraging them to work effectively to achieve their goals. To do this, they are economically and morally stimulated, enrich the content of labor and create conditions for the manifestation of the creative potential of workers and their self-development. In carrying out this function, managers must constantly influence the factors of the productive work of the members of the labor collective.

Accounting

Accounting- the function of innovative management for fixing time, resource consumption, any parameters of the management system.

Accounting should be organized for the implementation of all plans, programs, assignments in such parameters as quality, costs, performers and timing. It is advisable to organize the accounting of resource consumption for all types of resources, manufactured goods, their stages of the life cycle and divisions. With regard to complex equipment, it is necessary to organize an automated accounting of failures, operating costs, maintenance and repairs.

Accounting requirements:

• ensuring the completeness of accounting;
• ensuring dynamism, i.e. accounting of indicators in dynamics and the use of accounting results for analysis;
• ensuring consistency, i.e. accounting of indicators of the management system and its external environment;
• automation of accounting based on computer technology;
• ensuring the continuity of accounting;
• use of accounting results in stimulating quality work.

The control

The control- the function of management to ensure the implementation of programs, plans, written or oral assignments, documents that implement management decisions.

Control can be classified according to the following criteria:

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

Monitoring can be defined as an ongoing and structured process aimed at checking progress and taking corrective action. The control tasks are to, having received the actual data on the progress of the project, compare them with the planned characteristics and identify deviations, thereby determining the so-called mismatch signals. Control can be divided into four stages:

1. monitoring and analysis of results;

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

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

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

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

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

Analysis

Analysis- decomposition of the whole into elements and the subsequent establishment of interrelationships between them in order to improve the quality of forecasting, planning and implementation of solutions for the development of an object.

There are various methods of analysis.

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

The main types of comparisons used in the analysis:

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

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

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

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

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

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

Graphical method is a means of illustrating business processes and calculating some indicators and formalizing the results of the analysis.

Functional and cost analysis (FSA) Is a method of systemic study of an object (product, process, structure) used for its intended purpose in order to increase the beneficial effect (return) per unit of total costs for the life cycle of the object.

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

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

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

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

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

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

The basic principles of the Russian type of management, formulated by I.I. Semenova, are as follows:

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