Process approach to innovation management. A functional approach to the management of innovative activities of enterprises. Ivanitskaya Anna Evgenievna Approaches to innovation activity management

Innovation activity is a complex organizational process performed by a person or a group of people, in which various types of potentials interact - scientific, technological, marketing, management, on the one hand; on the other hand, it is an active manifestation of management associated with its ability to introduce innovations at all stages of production and commercial activities enterprises.

As you know, enterprises of developed countries (USA, Germany and some other most technologically advanced) are so-called net exporters of innovations, which transfer patents, licenses, know-how and other various scientific results to business entities of other less technologically advanced countries. development and research. Nevertheless, enterprises in countries with a high level of economic performance (Japan, Tai-wan) more often act as innovative net importers. Their fundamental difference is that they buy the results of research and development work from net exporters. Sometimes, net-importing countries have their own, even more efficient in comparison with net-exporters, mechanism of regulatory support for innovations in accordance with national traditions and rules.

There is a "synergistic" form of ownership and transfer of innovations in transnational companies (TNCs), when, owning the bulk of innovations, they act as their net exporters, and using such a form as outsourcing, transfer to their branches or dependent on them cooperated economic entities in less developed countries of technology, being net importers for enterprises in backward countries. Such a transfer, as a rule, boils down to elements of innovation, which are intended for the release of low- and medium-tech products.

Let us single out the approaches to the regulatory support of innovative activity, which, with all national differences in their implementation, are reduced to three types: active, passive and passive-active (table).

Table - Approaches to managementinnovations, their characteristics and areas of activity

Approaches to management innovative activities	Their characteristics	Spheres innovation activities
Active - operates in enterprises in highly developed countries (North American, West European, Japanese-East Asian, Chinese)	active absorption (development and absorption) of innovations; development internal research and technical base; acquisition of more progressive foreign developments; high support for private business in the United States; state support in Europe	development of complexes and basic industries
Passive - functions in technologically less developed countries (Latin American, post-socialist European, Turkey, Egypt)	net export; taking into account the traditions and rules adopted at enterprises	development of basic industries
Passive-active - functions in Russian Federation	net export; building innovative capacity; accounting difficulties in organizational processes, including all types of potentials (scientific, technological, marketing, etc.); reliance on the activity of management structures of all levels in the process of investment and commercialization of innovations	development of basic industries; striving for innovation in underdeveloped industries

An active approach is adopted at enterprises in the USA, Japan, Western Europe, sometimes this approach is observed at enterprises in other countries of the world, including the Russian Federation (in the space industry, enterprises implementing nanotechnology). However, this approach is not typical for underdeveloped countries in the technical and household sector. In the last decade of the 20th century and the beginning of the 20th century, this approach has been adopted and is being developed at enterprises in China and the APEC member countries.

The passive approach includes innovation in the economic policy of enterprises of net-importing countries, which, in order to compete with the rest of the world, transfer innovations to less technologically advanced countries. At the same time, the control characteristics innovative activities can be attributed:development internal research and development, technical and technological base, acquisitions of more progressive foreign developments, government support for private business. This happens, as a rule, at enterprises of the post-Soviet space.

In the Russian Federation, there is a special situation with innovations, which from the beginning XXI century can be characterized as passive-active. Along with the introduction of domestic innovations in high-tech products (as already mentioned, space and nano developments), innovations come from net-exporting countries. However, this approach provides for the gradual strengthening of its own component, i.e. building national innovation potential (Figure 1).

Figure 1 - The relationship between innovation and development

economic mechanism of the country's enterprises

At the same time, we emphasize the need to use innovative management at the enterprises of the Russian Federation: the development of the degree of perception by the economy of enterprises of higher technologies, an increase in the level of their own developments, etc. (Figure 2).

Figure 2 - Features of innovation

EU countries, Asia and Russia

On the one hand, the development of technology, like other types of innovation, is supported by investment; to activate innovations, it is necessary to find and rational use significant financial resources. Attraction of public or private investments with their certain reserves, which can compensate for the increased economic and financial risk of enterprises, ensures their access to a qualitatively higher level of management. On the other hand, innovation management is determined by the complexity organizational processes, including all types of potentials (scientific, technological, marketing, etc.) and the activity of management structures of all levels in the process of investment and commercialization of innovations.

For Russia, where transformational market processes are developing, we believe it is necessary to use the experience of Chinese and Vietnamese enterprises, namely: to combine indicative planning and control over innovations; to attract foreign capital to the most developing and important sectors for the country's security (including enterprises of the bakery industry); selectively use foreign technologies; develop technological domestic zones; improve the qualifications of the personnel of enterprises introducing and developing innovations.

The creation of innovation development centers is associated with the attraction of public and private investments. For example, large public corporations innovative focus (Rusnano, Sovcomflot, United Aircraft Corporation), are developing an innovative project - Electronic Russia. It is planned to allocate 180-200 billion rubles for research and implementation of nanotechnologies. (7.4-8.2 billion dollars), including for the corporation "Rusnano" the state allocated 130 billion rubles. High-tech projects since 2008 (the year of the crisis) received through federal targeted programs large budget allocations - 909 billion rubles.

We think that the right decision was made by domestic high-tech developments, which main goal pose problems of the country's security. We consider it necessary to receive investments in the bakery industry, since this step creates the beginning of the country's food security. The same consistent policy as for overcoming the dependence on imports (this applies, first of all, to the pharmaceutical industry) must be carried out at the enterprises of the bakery industry.

It is important to solve the problem of managing innovative activities of enterprises and industries; it is necessary to plan this activity at all levels (state, sectoral, organizational), it is just as necessary to monitor the implementation of the plan and stimulate workers who create innovations and commercialize them. However, an important reason for the lag in innovative development is associated with the fact that until now "numerous ongoing reforms and government programs are, in fact, imitation."

Introduction

1. Innovative activity

3. Scientific approaches to innovation

Conclusion

List of used literature

Introduction

Modern development The world community is characterized by the systemic integration of the economies of states, the international concentration of capital, the integration of world markets and the globalization of the economic activities of companies. Its most important factors are scientific and technological progress and the intellectualization of the main factors of production.

The economic and technological dominance of the United States, Japan and the countries of the European Commonwealth is based on knowledge-intensive and high-tech industries and provides these countries with political dominance in the world.

Realizing the importance and exceptional importance of the innovation sphere of activity, the governments of these states have switched to aggressive innovation policy through state support and special government programs. This will make a powerful technological breakthrough for companies based in these countries, and will provide an even wider gap in all macroeconomic indicators in these countries compared to the rest.

In this regard, the strategic importance of state policy is acquiring the innovative activity of companies, the content of which is the development and launch of new products on the market, the development and implementation of new technologies, the creation and application of new knowledge.

The structural and organizational specifics of the innovation process during its implementation are largely determined by the uncertainties of all levels. Uncertainties in the innovation process lead to the limitation of the use of optimization management methods, necessitating the use of adaptive approaches.

A number of large foreign companies have achieved significant success in the management of innovative activities. Studying them practical experience in the field of solving problems of innovation management can be very useful for Russian companies.

Despite the variety of research interpretations of the problem of innovation management, the issues related to the complex integration of the innovation management system in the process of forming the goals and development strategies of Russian companies operating in a competitive market environment remain not fully understood.

However, at the microeconomic level, the analysis of innovations, as a separate section of economic science, began to develop much later. The development of the assessment of innovations abroad took place within the framework of assessing the effectiveness of investments and financial management of enterprises, and are associated with the names of Brian T., Valent F., Drury K., Kleinknecht A., Koire A., Cooper J., Mensch G., Mansfield E. ., Knight K., Santo B., Savage L., Twiss B., Fischer I., Friedman P., Freeman K., Schumpeter J., Jantsch E. et al.

In our country, assessment issues economic efficiency innovation activities industrial enterprises are reflected in the works of such scientists as Abalkin L.I., Valdaitsev S.V., Glazyev S.Yu., Gokhberg L.M., Zavlin P.N., Ilyenkova S.D., Kazantsev A.K., Kelle V., Kondrat'ev N.D., Kovalev V.V., Krylov E.I., Mindeli L.E., et al.

The purpose of the work is to consider scientific approaches to innovation.

The implementation of the set goal necessitates the solution of tasks: identifying the specifics of the innovation process; analysis of modern tools and scientific approaches to R&D management.

1. Innovative activity

Innovation is the end result of the introduction of an innovation in order to improve the object of management and obtain an economic, social, environmental, scientific and technical or other type of effect. An innovation is a formalized result of fundamental and applied research, development or experimental work in any area of ​​activity to improve its efficiency.

Innovations can take the form of: discoveries; inventions; patents; trade marks; rationalization proposals; documentation for a new or improved process; organizational, industrial or other structure; know-how; concepts; scientific approaches or principles; document (standard, recommendations, methods, instructions, etc.); results of scientific, marketing or other types of research. Investing in the development of an innovation is half the battle. The main thing is to introduce an innovation, to turn the innovation into a form of innovation, that is, to complete the innovation activity and get a positive result. Then continue to diffuse (widespread) innovation.

The process of strategic marketing, R&D, organizational and technological preparation of production, production and design of innovations, their implementation (or transformation into innovation) and diffusion into other areas (diffusion) is called innovation.

The structural sources of the economic development of society are: factors of production (natural resources, production assets, labor resources); investments; innovative activity. In the structure of sources of economic development of industrialized countries, priority is given to innovation, and in developing countries - to factors of production. Development based on the activation of innovative activities should be carried out in the field of basic science-intensive sectors of the national economy, which ensure an improvement in the quality of objects and resource conservation by stages. life cycle... At present, the efficiency of resource use in Russia is two to three times lower than in industrially developed countries; the share of products competitive on the foreign market is about one percent. Labor productivity in the sectors of the national economy of the Russian Federation is 4-10 times lower than in industrialized countries. In terms of quality of life, Russians are approximately 60th in the world. In addition to the reasons listed above for such a fall in the Russian economy, I would also like to note the scanty funding of education and science from the state budget (50-100 times less than in industrialized countries, per person).

To get Russia out of the systemic crisis, it is necessary to develop targeted comprehensive programs for different directions economy (to improve competitiveness, improve management systems, including management, enhance innovation, etc.). It is necessary to properly use such a huge competitive advantage as the size of the inventory. natural resources(according to this indicator, Russia ranks first in the world, ahead of the United States by about four times). Russia still has some competitive advantages in the field of the education system, personnel qualifications, scientific potential, and cultural factors. However, due to the weak organization of innovative activities, political instability of the economy and other reasons, the stabilization of the Russian economy has not yet been outlined.

2. Content of the innovation management system

To organize the process of managing innovation, it is necessary to clearly formulate the goal of management (implementation of an idea, solution of a problem, etc.), assess your capabilities, strengths and weaknesses, methods of management, to develop organizational and production structures and to solve a number of other issues. In our opinion, the main one is the construction of the structure of the innovation management system, which is shown in Fig. 1.

Symbols to Fig. 1:

1.1 - scientific approaches to innovative management;

1.2 - management functions;

1.3 - management methods;

2.1 - formation of a portfolio of innovations;

2.2 - formation of a portfolio of innovations:

3.1 - legal support;

3.2 - methodological support;

3.3 - resource provision;

3.4 - information support;

4.1 - strategic marketing;

4.2 - R&D on innovations and innovations;

4.3 - organizational and technological preparation of the production of innovations and the introduction of innovations;

4.4 - production of innovations;

4.5 - service innovation;

5.1 - personnel management;

5.2 - development of management decisions;

5.3 - coordination of the implementation of innovative projects.

Consider the content of the system components

System "exit".

The analysis of the system begins with its "output" - the goods produced by the firm (products, services, innovations, etc.). The main requirement for "exit" is to ensure the competitiveness of goods in the external (internal) market and thereby achieve the profitability of the functioning of the company. The main condition for ensuring the potential competitiveness of the "exit" of the system is the high quality of strategic marketing research.

The costs in the subsequent stages of the product life cycle grow at a high rate. For example, R&D costs are tens of times higher than strategic marketing costs. The costs of organizational and technological preparation of production are 2 - 5 times higher than the costs of R&D. Materialization of an R&D object in production requires even greater costs. The larger the program for the release of objects, the less the share of preproduction costs in the total costs for the life cycle of the object. The cost of using (operating) durable goods (more than one year) is several times higher than the price of the object. For example, the costs for 10 years of operation of vehicles, metal-cutting machines, mining equipment, agricultural machinery are 10 - 20 times higher than their price. Operating costs include: energy: fuel; spare parts; auxiliary materials; depreciation of the main production assets used in the maintenance and repair of equipment; remuneration of maintenance and repair personnel; deductions for social needs, etc.

Modern approaches to the management of innovative activities of the enterprise

The approaches to the management of innovation activity are considered, the stages of innovation management are characterized and the tasks of the system of management of the innovation activity of enterprises are determined.

The dynamic development of the world economy determines the strengthening of globalization processes and the need for a constant revision of strategic goals and adjustments to the activities of business entities in order to quickly and adequately respond to changes in the external environment. The need for constant updating of the assortment of technologies for its production and marketing, new approaches to the organization of production necessitates the acceleration of innovation processes and the improvement of approaches to the management of innovative activities of enterprises in order to gain competitive advantages.

The issues of managing innovative activities are especially relevant for domestic enterprises, where this process is at the stage of formation.

This is largely due to the growing importance of innovation as an important factor in increasing competitiveness and ensuring the future efficiency of enterprises in market conditions. At the same time, there is currently high uncertainty in the implementation of innovations, which is associated with the need to identify methods and mechanisms of influence on the innovative activity of enterprises. This is explained, firstly, by the presence of a significant number of factors influencing the innovation process; secondly, the lack of a unified innovation policy, which is implemented in the system of state legislative and regulatory acts; third, a low level of reliability and insufficient statistical information on innovation activities; fourthly, the instability of the economic environment and insufficient experience of top managers and personnel in managing innovative activities in a market economy.

Despite the presence of a large number of scientific developments, the problems of managing the innovative activities of enterprises remain insufficiently studied. Modern innovation management systems are marked by a large number of elements, the presence of multiple connections between them, the influence of numerous factors and a high degree of dynamism, which necessitates improving approaches to innovation management.

The difficult state of the economy, the impact of globalization processes predetermines the need for the formation of qualitatively new approaches to the management of innovative activities that can help domestic enterprises flexibly, effectively, and in a timely manner adapt to changes in the external and internal environment.

Innovation at the present stage of economic development is the main means of maintaining competitiveness and an integral part of entrepreneurial activity

Management of innovations is carried out in parallel with the management of existing traditional production, but the methods of management of innovations differ from the methods of management of traditional production, since innovation processes are aimed at creating previously non-existent products, qualitative renewal of productive forces and production relations.

It should be borne in mind that innovative activity is complex in nature, consists of many elements that are in a flexible relationship, and the dynamic external and internal environment requires constant improvement of approaches to management and disclosure of the innovative potential of enterprises.

In addition, L.L. Antonyuk, A.M. Second lieutenant, V.S. Savchuk rightly note that “the creation effective system innovation management requires appropriate theoretical developments aimed at clarifying the conceptual apparatus and classification of innovations, as well as researching the genesis of innovations ”.

To manage innovation, it is necessary to study the nature of innovation and be able to distinguish innovation from insignificant modifications in products and technological processes (leaving the design unchanged and do not significantly affect the functions and properties); from structural nomenclature shifts in the development of the production of new products of the enterprise, but already known on the market, in order to meet the current demand.

The study of the principles of innovation management at the enterprise should be considered in their evolutionary formation in accordance with changes in the business environment and the impact of the transformation of the external environment on the methods of adoption. management decisions... It should be noted that the complexity of ways to innovate increases with the development of markets and technologies.

According to research by economists in the theory of innovation management, there are four stages (generation) of development

The first generation of approaches to the management of innovation activities of enterprises include the conduct of research activities under the direct supervision of research scientists who themselves were responsible for the selection and implementation of research innovation projects.

Corporate governance of innovative projects is considered an approach to managing the innovation of second-generation enterprises

At this stage corporate managers realized the need to manage research and development activities and enterprises began to focus on those projects that met the overall goals of their business.

With the development of scientific and technological progress, it became obvious that the prospects for the economic achievements of enterprises increasingly depend on the successful work of their scientific and technical departments, which led to increased attention to their functioning and the growth of costs for innovative activities. In these conditions, the third generation of approaches to the management of innovative activities of enterprises was formed, based on the concept of strategic planning. According to this approach, in order to reduce the degree of risk and reduce the development and implementation of new types of products, enterprises form a balanced portfolio of innovations and select innovative projects based on portfolio analysis, taking into account their competitiveness and life cycle.

In the current economic conditions, the fourth generation of approaches to the management of innovative activities of enterprises is being formed, which is based on the concept of joint decision-making, according to which the development innovative products along with inventors, scientists and manufacturers, consumers, suppliers and others are also involved. interested persons... Thus, the maximum approximation of the technologically implemented innovation to the needs of consumers is achieved.

In general, the management of innovative activities is aimed at creating such a mechanism that would allow a comprehensive influence on innovative activity, rationally use the available scientific and technical potential, budgetary and own funds of enterprises, obtaining a useful result in as soon as possible.
The essence of innovation management boils down to establishing promising areas of development and a list of possible scientific and technical solutions and choosing among them priority ones.

The objectives of the innovation management system can be considered:

- Formation of goals for innovative development;
- Motivation for the introduction of innovations;
- Planning of innovative activities;
- Organization of work related to the implementation of innovations;
- Management of innovative risks;
- Implementation of innovations;
- Monitoring the implementation of innovations.

In general, the management of the innovative development of an enterprise is a complex of measures that cause various transformations and transformations into organizational system, labor relations, relationships with suppliers and consumers of products.

To organize the process of managing innovation, it is necessary to clearly formulate management objectives, assess the existing and potential capabilities, strengths and weaknesses, management methods, develop an appropriate organizational structure and solve a number of other issues.

The system for managing the innovative activity of an enterprise is formed under the influence of environmental factors and includes: management objects, a management body, management methods and management tools. The functioning of such a system should be directly influenced by the governing body.

At the same time, in modern conditions, even at enterprises with high innovative potential

Where innovation is ongoing and focused, usually in general structure there are no departments directly involved in innovation activities.

Considering that for successful functioning and innovative development, enterprises must independently and purposefully form and implement an innovation policy, including the development of programs and plans for innovation activities, search and structuring of ideas, control over the development of new products and their implementation, coordination of activities production units, providing financial and material resources, creating motivation for innovative activities of highly qualified personnel, etc., at domestic enterprises it is advisable to provide a department in the general management structure, directly engage in innovative activities, in particular, researching the market for similar products, especially consumer needs for new products and goods that have recently appeared on the market; development and introduction into production of new types of products, equipment, technologies; transfer of technologies and innovative developments; conducting marketing research of the innovation market, etc.

Based on the understanding of innovation management as management activities aimed at the formation and achievement of the goals of innovative development of the enterprise through the effective use of material, labor and financial resources, the main directions of this activity can be considered the management of the main aspects of innovation, which should include: the search for innovative ideas; organization of development of innovations; introduction and dissemination of innovation.

The first stage is to look for opportunities to create new goods (services). At the same time, market analysis is aimed at identifying existing and potential future needs, as well as opportunities for creating new consumer needs. Generating ideas is about finding possible ways meet the identified needs.

The search for innovative ideas should be carried out from both external and internal sources.

External sources include: scientific developments carried out by research institutes; marketing research results; developments coming through commercial technological exchange channels; patent information; development of potential competitors, etc. Sources of information can also be various printed editions, statistical compilations, reference books, reports joint stock companies and so on. Internal sources of innovative ideas include: know-how of the enterprise, rationalization proposals in the field of technology, technology, organization of production and management, etc.

The organization of the development of innovations involves the concentration of managers' efforts on the processes of analysis and selection of innovative ideas; assessment of competitiveness and prospects different options implementation of innovative projects; risk analysis; planning innovation activities, etc. Filtering ideas involves a preliminary selection of ideas taking into account their commercial attractiveness for the manufacturer and the interest of consumers.

Economic analysis is a thorough analysis and selection of ideas for the purpose of their commercial implementation. At the same time, a detailed analysis of the potential innovative project, in particular, the goals and expected end results, stages and terms of work performance, the necessary resources are determined and the performers are selected. Product development involves direct research and development.

The next step is to manage the implementation and dissemination of the innovation.

Particular attention at this stage should be paid to achieving the end result - commercial benefits. Before the product is sent to serial production, prototype and trial marketing is carried out, which makes it possible to assess the level of demand and the possibility of promoting a product on a small scale. This allows not only to present to the consumer new product, but also to evaluate his attitude towards the product and intentions to make a purchase. Test marketing gives Additional information before commercialization and can significantly increase the likelihood of its success. Thus, the commercialization of an innovation involves the preliminary placement of a new product on the market to attract potential consumers, and then diffusion of the innovation.

When implementing these areas of innovation management, it is necessary to take into account the specific features of the innovation process, in particular, the fact that successful ideas should be found at the early stages of this process, as well as the fact that the product development process, as a rule, requires significant costs, therefore it is necessary to prove only the most promising ideas... Another feature of innovation is that ideas that seem unpromising at first glance may turn out to be much more successful than their selected counterparts. Therefore, in the process of managing the innovation process, it is necessary to provide for the creation of a bank of ideas, they must go through several stages of consideration and selection. When focusing on the most attractive ideas, remember that the innovation process must respond strategic goals, technological capabilities and financial resources of the enterprise.

The basis for the development of innovations at the enterprise is the search for and effective use of human resources, the strengthening of motivational principles, the creation of a creative business atmosphere, since it is vigorous activity creative personalities and teams is the basis for the creation and implementation of innovations. One of the main tasks of innovation management is to stimulate the creative activity of the enterprise personnel in the direction of generating extraordinary solutions.

In a globalized economy, despite national differences, a common feature the functioning of all enterprises is aimed at innovative development, ensuring the ability to quickly adapt to changing economic conditions.

Taking this into account, the philosophy of the enterprise should be an innovation management system, which should include:

- Development of an innovative program for the development of the enterprise;
- Search and selection of ideas;
- Search for potential investors for the implementation of innovative programs and projects;
– Financial security innovative activity;
- Continuous improvement of business processes and organizational structure of the enterprise;
- Providing motivation for innovative activities of highly qualified personnel;
- Training and professional development of personnel;
- Development of an action plan for the modernization and reconstruction of production;
- Control over the progress of implementation of innovative projects;
- Orientation of developers and production to meet the needs of consumers in relation to products, manufactured products.

So, the improvement of existing approaches to the management of innovative activities of enterprises will help to increase their competitiveness; expanding the range and improving the quality of products; obtaining new competitive advantages; consolidation in existing and promotion to new sales markets; the growth of the efficiency of the functioning of enterprises and the improvement of the economic situation in the country as a whole.

In contact with

Today, in the context of the globalization of the market economy and tough competition, no enterprise can survive without the use of various kinds of innovations in its activities. The impact of innovation on the dynamics of economic development has long been the subject of close attention of scientists. The works of N.D. Kondratyev, J. Schumpeter, B. Twiss, G. Mensch and others. Thus, N.D. Kondratyev showed that during the crisis and the emergence of a new cycle, prerequisites are created for the development of scientific discoveries and major technical inventions, allowing to overcome crisis phenomena and reach new frontiers of technological and economic development. J. Schumpeter analyzed "new combinations" of changes in development economic systems... He identified five typical changes that can be carried out in companies: using new technology, new technological processes or new market support for production (purchase and sale); introduction of products with new properties; use of new raw materials; change in the organization of production and its material and technical support; the emergence of new sales markets.

At machine-building enterprises, it is necessary to form a modern management system that ensures the effectiveness of the implementation of innovations. It is obvious that innovation activity at machine-building enterprises in Russia is developing slowly and is used less than in other industries. This is due, firstly, to the lack of financial resources, and, secondly, to the lack of real interest on the part of the owners and managers of enterprises.

In our opinion, applying the process management methodology in the context of an innovative business development strategy, company leaders will be able to create a platform for business development and survive in a downturn in the economy.

The process approach to the innovation activity of the enterprise is based on three basic principles. First, an enterprise is viewed as a certain number of processes aimed at achieving a certain goal, and not as a certain number of people who perform separate functions. Secondly, the organization of these business processes is optimized in the direction of minimizing time, financial and other costs. Thirdly, the key role in the coordination of business processes is assigned to information technologies, which become the axis of the enterprise management, allowing to respond promptly and adequately to market dynamics, minimize enterprise costs, maintain and deepen the competitive advantages achieved by the enterprise.

According to Prahalad K.K. and Krishnan M.S. a business process is the link between business strategy, business models and ongoing operations. Business processes determine the essence of the logical dependencies between the activities performed in the firm, as well as relationships with consumers. Business processes affect technical (information and communication systems) and social architectures (organizational structure, decision-making rights, performance management) and, in turn, themselves depend on them.

On the one hand, the business process is determined by information technology. Therefore, you need to pay attention to databases, applications, computers and servers. On the other hand, in order for business processes to be effective, it is necessary to closely monitor professional training of all personnel and to form in him the necessary skills and abilities.

The process approach forces the manager to determine the sources and systems for receiving information about the process, the rules of work and management decisions, the resources that the manager controls and closes the feedback loop to achieve the best results. To implement the process approach, the leader needs an action program. The program for building a network of processes and managing them is set out in clause 4.1 of MS ISO 9001: 2000. Let's consider this program of actions in more detail:

1. Determine the types of activities that it is advisable to consider as a process, and their relationship;

2. Identify each of the processes in order to imagine how it is carried out, who needs its result (output), which indicators of quality, effectiveness, efficiency should be used to control the process, which personnel are involved in it, what expendable resources and production infrastructure are needed for the process, what costs it requires;

3. Analysis of identification results and search for opportunities to improve processes, i.e. increase their effectiveness and efficiency;

4. Development and implementation of measures to improve processes, based on the results of the analysis;

5. Analysis of the results of the implementation of activities;

The process approach is new way running business and achieving goals that provide customers with the highest level of satisfaction. It covers every aspect of an organization's activities: from the technology used to the organization of sales, from the way employees perform tasks to motivation and remuneration for work.

Literature

1. Morozov S.I. Ways of enhancing innovation in the region. / Problems of the modern economy. 2011. - No. 1. - with. 214-216

2. Ruposov V.L., Chernyshenko M.S. Management of innovation processes [text]: textbook. Irkutsk: Publishing house of ISTU. 2010.148 p.

3. Ustinova L., Grishin A. Reengineering of pharmacy business processes as the basis of sustainable competitive advantage [text] / Russian pharmacies, 2003 - No. 7-8

4. Prahalad K. Space of business innovation: creating value together with the consumer / K.K. Prahalad, M.S. Krishnan: Per. from English - M .: Alpina Publisher: Yurayt Publishing House, 2012 .-- 258 p.

5. Efimov V.V. Process management: tutorial/ V.V. Efimov, M.V. Samsonov. - Ulyanovsk: UlSTU, 2008, - p. 222.

Introduction

CHAPTER 1. Theoretical basis enterprise innovation management 11

1.1. Innovation activity as the most important component of the enterprise's mission and the basis for economic development 11

1.2. Functionality of innovative business as a primary element of innovation management 25

1.3. The innovative potential of the enterprise and its place in the innovation management system 33

1.4. Marketing functionality and its place in the structure of the innovation process 46

CHAPTER 2. The main factors of external influence on the management system of innovative activities of enterprises 63

2.1. Formation of an integrated innovation system as a factor of attractiveness of the enterprise's innovation environment and forms of implementation of radical innovations 63

2.2. Development of the concept of business planning for innovative activities of enterprises in the light of a functional approach to management 75

2.3. The main directions of state support for innovative activities of enterprises 83

CHAPTER 3. Directions for improving the management of innovative activities of enterprises 92

3.1 Formation and use of functionality information support in innovation activities of enterprises 92

3.2. Reserves for the formation and improvement of the efficiency of using the intelligence functional in the innovative activities of enterprises 96

3.3. Development of the functional of risk accounting in the innovative activities of enterprises 111

Conclusion 128

Bibliography

Functionality of innovative business as a primary element of innovation management

The theory and practice of production management make it possible to single out specific areas of activity that have received in the modern scientific world the definitions of production, innovation, financial, personal, information, marketing - management, risk - management. However, regardless of the field of activity, scientific and practitioners must operate with general categories of management, which include the basic and specific functions, principles, methods, technologies for making and implementing management decisions. The basic concepts of innovation and innovation should also be considered as basic categories.

Belonging to the same class of concepts, innovations and innovations are related as general and particular, that is, any innovation is an innovation, but not every innovation can be attributed to innovation. The specific content of the innovation is the function of change. An example of innovation is the improvement of the layout and maintenance of the workplace, the introduction of advanced techniques and methods of work, new forms and systems of remuneration, etc. An innovation is characterized by the presence of an initial (basic) version and a new (projected) version that replaces it. The totality of innovations smoothly changes the general background of production. Innovation leads to leaps in efficiency. social production and should be aimed primarily at meeting future needs, and not at current consumption. They are based, as a rule, on discoveries and inventions, both from the economic and social spheres.

Often the concepts of innovation and innovation are confused. To distinguish innovation from the transient concept of innovation, it should be noted that the peculiarity of innovation is that it allows the innovator to gain additional value during implementation. Within this view, innovation is not innovation until the moment it has been successfully implemented and benefits from it.

Innovation is currently the basis of economic, scientific, technological and social progress, acting in modern society the main form of development. As noted by the American economist J. Bright, "the innovation process is a unique process that combines science, technology, economics, entrepreneurship and management."

The driving force of innovative development is human needs, as the internal stimuli of its activities. The impact of needs on production is in two main directions. The first direction is to create new needs by spreading existing needs on a wider scale, which leads to quantitative changes in productive forces. The second direction is characterized by the production of new needs, the creation of new consumer values. This entails qualitative changes in production, ways of meeting needs. In this case, we can talk about innovative changes, innovations.

Innovations, on the one hand, are determined by the composition and structure of social needs, serve the purposes of their greater satisfaction, and on the other hand, in modern conditions directly depend on the state and development of science and its transformation into a direct productive force, growth in volume and quality scientific knowledge, scientific information. This issue has a very broad problem area, covering almost all spheres of human activity and aspects of social life. However, when considering innovation processes, one of the sides of this process is often absolutized, which, in our opinion, is methodologically not entirely correct.

The specificity of innovation is predetermined by the content of the very concept of innovation, its characteristics and classifications.

Innovation can be interpreted as a process, change. Thus, the founder of the theory of innovatics J. Schumpeter considers innovation to be a change with the aim of introducing and using new types of consumer goods, new production means, markets and forms of organization in industry .. Innovation, from his point of view, is the main source of profit as a result of performing new combinations ... His research gave impetus to the work of other scientists in the field of innovation. B. Santo, innovation means a socio-technical and economic process leading to the creation of products and technologies that are best in their properties. Moreover, the economic benefit or profit may not be the result of this process. B.Twiss defines innovation as a process in which an invention or idea acquires economic content. The same point of view is shared by V.I. Gromeko, defining innovation as a process during which a scientific idea or technical invention is brought to the stage of practical use and begins to give an economic effect.

Another group of authors and researchers interpret innovation as a kind of “object” (E. Utkin), “result of activity” (I. Molchanov, L. Gokhberg), “set of activities” (F. Nixon). From their point of view, innovation is a formalized result of fundamental and applied research, development or experimental work in any area of ​​activity to improve its efficiency.

Thus, most researchers agree that the essential properties of innovation are:

In this regard, it is advisable to agree with the following definition: innovation is the end result of innovation, embodied in the form of a new or improved product introduced on the market, new or improved technological process used in practical activities, or a new approach to doing business and providing social services.

It should be noted that the volume and nature of innovation management work depends on general characteristics, which are the basis for their classification. In the available scientific literature, various authors have developed various classifications of innovations. Researchers such as R.A. Fatkhutdinov, V.G. Medynsky, V.A. Shvandar, P.N. Zavlin, P.M. Begijanov, agree that in the most general form, innovations can be product innovations (include the use of new materials, new semi-finished products and components, the receipt of fundamentally new products) and process innovations (the use of new production technologies, production organization, etc., that is, technological component of the innovation process). Process innovation can also be associated with the creation of new organizational structures within the enterprise.

Product innovations are usually divided into basic (implementation of large inventions, the basis for the formation of new generations and areas of technology), improving (implementation of small and medium-sized inventions in the phases of dissemination and stable development of the scientific and technical cycle) and rationalizing (partial improvement of outdated generations of equipment and technologies). At the same time, a feature of basic innovations is that most often they appear when consumer preferences have not yet been determined.

Rationalizing innovations are considered pseudo-innovations by P.N. Zavlin, A.K. Kazantsev, L.E. Mindeli, that is, aesthetic, minor technical or external changes in the product, while its design remains unchanged and does not significantly affect the parameters, properties, cost of the product and the materials and components included in it.

The research team led by S.D. Ilyenkova distinguishes the classification of innovations on two grounds: the type of novelty for the market (new for the industry in the world, new for the industry in the country, new for the given enterprise) and the depth of the changes introduced (radical (basic), improving, modification (particular)).

A detailed classification of innovations according to five criteria was proposed by A.I. Prigogine: prevalence (single and diffuse (the spread of a mastered innovation in new conditions, at new implementation sites, due to which there is a transition from a single innovation introduction to innovations throughout the economy), a place in production cycle(raw materials, providing (connecting), product), continuity (replacing, canceling, returnable, opening, retreating), coverage (local, systemic, strategic), innovative potential and the degree of novelty (radical, combinatorial, improving).

The innovative potential of the enterprise and its place in the innovation management system

The basis of the pyramid of innovative priorities should be considered the implementation of a multitude of ideas that regularly come both from within organizations and from outside (Fig. 2). These are the results of the implementation of rationalization ideas introduced in order to improve technologies, the introduction of new materials, techniques and methods of labor. The innovation pyramid must be open, transparent and dynamic. The ideas that make up it move in all directions just like that or at the initiative of employees.

However, in order to ensure the continuity of innovative business projects (to form a kind of innovative culture), it is necessary that the company operates within the framework of a well-defined marketing strategy. In the generally accepted classification, these can be the so-called development strategies according to M. Porter - strategies for financial leadership, differentiation or concentration on a selected segment. Implementation of a financial leadership (cost reduction) strategy highlights process innovation. The differentiation strategy (development of the product line) requires activation in the direction of product innovation. Concentration on the selected segment (specialist strategy) is most conducive to the search and development of managerial innovations aimed at identifying and developing new customer needs.

For innovative development, the enterprise needs all the components of the pyramid. At the same time, especially successful, breakthrough (radical) innovations that make up the top of the pyramid are not only the result of the implementation of fundamental research research, but also gradual radical ones, which are the development of the main body of the pyramid.

Thus, the analysis of views on the essence of innovation and existing classifications innovations, allows us to draw the following conclusions: in modern economic conditions, innovations, as a result of innovation, having a triad of properties - scientific and technical novelty, industrial applicability, commercial feasibility, are the basis of scientific and technological progress, therefore, the innovative activity of enterprises largely determines its pace. Of the triad of properties of innovation, it is the possibility of its commercial implementation that testifies to the success of innovation and determines its effectiveness. The results of innovation are technological (product, process) and non-technological (organizational, marketing) innovations, which is expressed either in the appearance on the market of fundamentally new or improved goods, processes, services, or in changes in the financial and economic indicators of the enterprise. It should be noted that the innovative activity of enterprises as business entities ( entrepreneurial activity in the sphere of material production), the results of which are non-technological innovations, is its organic component, since they are often based on ideas that arise within the framework of the enterprise itself and do not require significant investments. However, inherently non-technological innovation only extends the life cycle of existing products and technologies. From this point of view, technological innovations should be considered more significant for accelerating the pace of scientific and technological progress. Nevertheless, for the innovative development of enterprises, their innovation activity should be based on both their own research and development and the results of fundamental research research, and the innovation activity itself should be aimed at creating both technological and non-technological innovations. In addition, the innovative development of enterprises is impossible without an innovative ideology, expressed in their clearly defined mission, as a link between internal and external environment which should aim to stimulate customer innovation in both consumer and industrial markets.

Considering the innovative activity of industrial enterprises as a process associated with the use and commercialization of the results of research and development for the creation and implementation of technological and non-technological innovations, it should be noted that their commercialization begins from the stage industrial production... At the same time, the possibility of commercializing innovation determines the success of innovation. From this position, activities aimed at generating income from the introduction of innovations, as a result of innovation, can be interpreted as innovative business... Thus, an innovative business can be considered the final stage of innovation activity associated with the commercialization of innovation. In turn, this allows us to conclude that innovative activity can be recognized as successful if it ultimately transforms into the form of an innovative business.

The choice of the method and direction of innovative activities of enterprises, as well as innovative projects for implementation, depends on the characteristics of their types. economic activity, resource, technological and scientific and technical potential, stages of the life cycle of equipment and technology, marketing strategies of the enterprise, market requirements.

Effective management of innovative activities of enterprises should be expressed, in our opinion, in making informed management decisions aimed at ensuring constant renewal of products and technologies, opening new sales markets, increasing the efficiency of using production assets and increasing investment in the innovative part of the economy. At the same time, for the successful innovative activity of enterprises, favorable external conditions and innovative potential are required, capable of generating high innovative activity aimed at creating new organizational and managerial structures, technologies, goods and services in the long term.

First of all, when making well-grounded effective management decisions in the development and implementation of innovations, it is necessary to have an idea of ​​the structure of the innovation management system and its subsystems, the main aspects of their formation, target competencies in the development and implementation of innovations, and also be able to track the relationship, interdependence and progress of implementation management functions... This indicates the need to use a complex of scientific approaches. Without denying the importance and advantages of existing scientific approaches to the management of innovative activities (system, project, program-target, etc.), from the point of view of the complexity of solving problems arising in the process of planning and developing innovations, disclosing the essence of management as a process of implementing general and specific management functions, the most consistent with this goal seems to be a functional approach.

Development of the concept of business planning for innovative activities of enterprises in the light of a functional approach to management

This scheme of the innovation process correlates with the scheme of the 1st generation of the innovation process according to R. Roswell. In addition, this scheme excludes client-oriented innovation process.

Analyzing these models of the innovation process and the place of marketing in them, one can note their common characteristic feature- despite the orientation of all models to market needs, they are based on the concept of "economic marketing", aiming marketing activities enterprises to increase profits due to the components of marketing pressure (4P complex), that is, in almost all of the above models, marketing is reduced to finding a free market niche, an unmet need. In addition, in none of the models is the role of marketing in the innovation process concretized or referred to the stage of commercialization of innovation, at the time of the launch of an experimental batch of products on the market.

It should be noted that the demand for innovation among the end consumer depends on whether he has sufficient information about the characteristics of the future product. Therefore, the role of marketing in the innovation process should be reduced not only to marketing research of the potential market, but also to the development of so-called "selling information", which should ensure the formation of a consumer ready to purchase, that is, the effective commercialization of innovation. The core of this information is a list of "selling aspects" of the product, that is, everything that is a tangible and demonstrable advantage of the product being developed in comparison with the proposals of competitors. These aspects are related to the functionality of the product, its delivery, installation, storage, maintenance, personnel, financial scheme, etc. It is obvious that in the presence of an established market for this product category the consumer has the appropriate purchasing qualifications (consumer competencies) to appropriately perceive the “selling aspects” of a new product. The obligatory components of the selling information, in the conditions of the prevailing market of this or that product category, should also include the selling aspects of the enterprise and specifications product.

It is much more difficult to develop selling aspects for projects that involve the implementation of radical innovations, because if the product is innovative, the potential consumer does not have the appropriate purchasing competence, which leads to ineffective costs of the intended innovation. In this case, the consumer must be prepared for the correct perception of the selling aspects.

Making sure that the selling aspects are perceived by the potential consumer (with the help of marketing communications), a marketer must formulate a marketing assignment, and then, based on it, a technical assignment for developers of an innovative product.

The need to prioritize the formation of selling information focused on potential client, requires the introduction of the stage of strategic marketing immediately after exploratory research before the start of research and development. G.M. Dobrov obtained interesting data comparing the cost different stages the process of creating and mastering new technology. If the costs of holding basic research taken as a unit - 20, then the cost of carrying out research and development will be 2, the cost of carrying out R&D - 2, and the cost of development - 2. The costs of large-scale development of the technology for the production of new products usually exceed investments in R&D by 4-10 times, therefore, to manage the innovation process already at the R&D stage, it is necessary to have a clear forecast about the effectiveness of new products.

As innovativeness fades away, the marketing function should be to extend the innovation lifecycle. Among the considered models of the innovation process, in our opinion, the customer-oriented model is implemented in the Japanese approach to the innovation process.

The main task of customer marketing as a stage of the innovation process is to ensure the formation of the need for innovation through the formation of consumer competencies (selection criteria in the form of a list of "selling aspects" of the innovation), and on this basis to determine the content and form technical specifications for design innovation. The nature of the innovations themselves is determined by marketing strategies (financial leadership - process innovations, differentiation - product innovations, segment concentration - organizational innovations to identify and develop new customer needs)

The main task of (economic) marketing is to extend the life cycle of innovation through the implementation of a 4P-set of marketing activities (commodity, price, sales, communication policy), as a result, through the feedback channels from consumers, information is received, on the basis of which a decision is made either on the need to modernize an innovative product, or on its return for revision (R&D).

The utilization stage characterizes the loss of an innovation of its properties over time (2-3 years) and refusal to continue its production, at the same time, depending on the characteristics of an innovative product, it can be considered as a separate innovation problem, and, accordingly, as a source of innovation.

Reserves for the formation and improvement of the efficiency of using the intelligence functional in the innovative activities of enterprises

The above risk classifications are far from the only ones and in some points need to be adjusted. So among the types of risk in the area of ​​occurrence of A.P. Tikhonov. includes commercial risk as arising in the process of selling goods and services produced or purchased by an economic entity. From the point of view of the author, it seems more correct to call this risk a trade risk (risk of commercialization). In this case, the term commercial risk will be released for a more complete set of risks, interpreted as the risk of business as a whole. The interpretation of commercial risk presented in the work of Dmitriev Yu.A., Fedorov Yu.A. looks more convincing. ... In their opinion, commercial risks pose a risk of losses in the process of financial and economic activities. This means that they include risks arising in all spheres (phases) of financial and economic activities. Structurally, they divide commercial risks into property, production, trade and financial risks. According to the author, social risks can also be included in their composition, since the state social sphere largely predetermines the results of financial and economic (entrepreneurial) activities.

Taking into account the comments made, it seems appropriate to dwell on the most important types of risks presented in Table 1 of Appendix B, from the standpoint of their nature, factors and opportunities for minimization.

It is customary to begin consideration of risks with the nature of the consequences to which they lead. From this point of view, risks are divided into pure and speculative. Net risks are associated with the possibility of incurring losses or zero result... It follows from this that in best case the planned result can be achieved with great losses, at worst - not achieved at all. The high probability of net risks forces the organization's management to refuse to make a decision in this situation.

As mentioned earlier, the group of commercial (entrepreneurial) risks includes property, production, trade, financial and social risks:

It is an obvious fact that the bulk of society's needs is met by goods and services of established industries that are not related to innovative products. At the same time, the more aggregated product is used as the basis for the selection of a particular market, the greater is the share of the traditional product on the market and the smaller is the innovative one. The more differentiated the markets are by product groups, the more likely it is that a market with a large share of an innovative product can be distinguished among them. Therefore, the problem of accounting for risks that are essentially the same nature looks different in different situations. In a growing market for innovative products, both manufacturers and consumers of products face a large number of risks of almost all types. At the same time, most of the theory and practice of risk accounting is associated with the risks of manufacturers. As for consumers of products, their risk is practically not considered. Even from the list presented in Table 1 of Appendix B, it can be seen that the classification of risks was developed from the standpoint of the manufacturer - seller of an innovative product. Considering the problem of risks, it can be assumed that when purchasing a new product, the first recipients, then the early majority and only then the lagging majority, expose themselves to the greatest risk among consumers. The mechanism for accounting for risks in the sphere of consumption can be defined by the expression “buy a new product after it has been tested by someone else”. Nevertheless, even the first recipients cannot be left without the possibility of taking into account the risks.

Thus, the nature of risks, their classification and accounting remain unified when considering them, both from the side of the manufacturer and from the side of the consumer of the product. In addition, it should be noted that innovative activities are accompanied by the same types of risks listed above as traditional economic activity, however, due to the specific characteristics of the innovation activity itself, which has an increased uncertainty of the future development of events, the absence of a full-fledged base for the analysis and approximation of the data of the past period, it is also subject to specific ones. From this point of view, innovative activity, in our opinion, is accompanied by the following 6 main types of risk that distinguish it from traditional production and economic activities:

1. Risk of originality (associated with investing in "breakthrough technologies, fundamental science) 2. Risk of information inadequacy (associated with an attempt to reproduce once developed, but not demanded technologies and samples in new conditions) 3. Risk of technological inadequacy (associated with impossibility to implement innovation industrially, with technology lagging behind the world scientific and technical level) 4. Risk of legal inadequacy (associated with insufficient legal protection of intellectual property, uncertainty of rights to develop and legal illiteracy). 5. The risk of financial inadequacy (inconsistency between the content of the innovation project and financial resources for its implementation). 6. Risk of project unmanageability (associated with qualifications project team, motivating developers). Classification of risks allows you to develop tools for their management. Summarizing the existing classifications of risk management methods, the main, in our opinion, methods of influencing the risks of an innovative project can be presented in the following form (Table 11).