Strategic planning of an innovative enterprise. Strategic management and innovation management The content of strategic planning of the enterprise innovation activity

Conceptual apparatus: strategic planning; current planning; innovation strategy; emergent strategies; active innovation strategies; passive innovation strategies; technology leadership strategy; simulation strategies; strategy of following the leader; copy strategy; technical uncertainty; market uncertainty; business uncertainty; product differentiation; diversification; horizontal diversification; vertical diversification; integration diversification; venture capital investments; blocking strategy; outstripping strategy; cooperation strategy; innovative cannibalism.

The essence and content of planning innovative activities

One of the characteristics of modern management is a pronounced strengthening of the function strategic planning. The role of planning increases in all spheres of company management without exception: from production to sales, from resource allocation to personnel policy.

This circumstance is caused by a number of factors, among which the main place is occupied by the tendency of increasing unpredictability business environment and the risk associated with the operation of companies.

In the new conditions, this type of long-term planning, such as strategic planning, acquires particular relevance. The search by firms for a permanent advantage in the market necessitates the development of their competitive strategies and the planning of their implementation.

Strategic planning, in contrast to long-term planning, which is based on the use of the extrapolation method, assumes that, anticipating changes in the external environment, the company develops several alternative strategies to adapt to these changes. When change comes, the company chooses the strategy that best suits the situation.

Current, or short-term, innovation planning implies the planning of a specific specific project and belongs to the element of business planning.

As a rule, within the framework of current planning, a project budget is developed, plans of departments that are involved in the implementation of an investment project, financial plan according to the project, etc.

Obviously, the marketing plan is dominant in this case, and it is based on the marketing program, which is a medium-term document.

The sequential process of making strategic innovative decisions consists of a number of stages.

On first stage a comprehensive market research is carried out, namely, a study of the product and corporate structure of the market, an analysis of consumer preferences and motivations, consumer segmentation and the possible determination of market windows, a study of the company's macroenvironment, an analysis of trade practices and commercial norms of behavior, a study legislative framework... Optimization of the decision-making process by the company's management depends on the professionalism of this stage, since information plays a primary role in this process.

On second stage the company's own capabilities are determined and the framework for using a particular innovation strategy is identified. Its effective implementation can be limited by a number of factors. This is, first of all, the presence financial resources, the adequacy of the development of the technological base and the level of professionalism of employees, i.e. quality of capital and attracted capital. The degree of competition and the presence of legislative regulation of activities in the selected industry are essential.

On third stage due to the instability of market factors and the presence of certain intra-company limits, alternative strategies (preferably at least three) are being developed to adapt the company to the new environmental conditions. At this stage, special attention is paid to the correspondence of alternatives to the general goals and global strategies of the company, as well as to correcting them with the information obtained at the first stage of the decision-making process.

On fourth stage the company's management makes a cost and target assessment of each alternative, considers the possibilities of financing the selected solution.

Fifth stage involves drawing up an action plan for the implementation of the selected innovation strategy. At the same stage, a project manager is appointed and business plan taking into account all possible risks for the project (economic, political, technical). Consulting firms are often involved in the work.

It is interesting

Even large companies like IBM, Motorola, General Electric and Ford, when deciding on implementation new products use the services of consulting firms, despite the fact that the cost of such services in the United States ranges from 1.5 to 5,5% of the total cost of the project. This is due to the fact that consulting firms have extensive databases of alternative projects, in addition, the name and popularity of the firm consulting the project plays an important role in solving project financing issues by potential lenders.

Organization of decision making - sixth stage, on which happens:

• concretization of conclusions and conclusions formulated at the highest level of management;
• bringing the provisions of the decision to all levels of management;
• distribution of functions;
• delegation of authority to subordinate managers.

For this, a certain innovative structure is formed in the form of project-target groups, focal points for the development of new products, and venture divisions. To a large extent, this stage depends on the ability of managers to create an innovative climate in the firm, neutralize possible internal and external resistance and motivate all internal subjects to achieve the intended result.

The choice of strategy is the most important component of the innovation management cycle. In conditions market economy it is not enough for a leader to have a good product; he must closely monitor the emergence of new technologies and plan their implementation in his company in order to keep up with competitors. An innovative strategy can be combined with a decision-making process. In both cases, there are goals (objects of strategy) and means by which the set goals are achieved (decisions are made). A well-articulated innovation strategy is essential for driving innovation. Besides, innovation strategy means an interconnected set of actions to build resilience and strength of this enterprise(firms) in relation to its competitors. In other words, innovation strategy–it is a detailed, comprehensive, comprehensive plan to achieve the set goals... An increasing number of firms are recognizing the need for strategic planning and are actively implementing it. This is due to growing competition. We have to live not only for today, but also to anticipate and plan possible changes in order to see and win in the competition. The choice of an innovation strategy is also associated with the development of research plans and other forms of innovation.

Strategic planning has two main goals:

1) efficient allocation and use of resources - this is the so-called "internal strategy", where it is planned to use limited resources such as capital, technology, people. In addition, there are acquisitions of enterprises in new industries, exit from unprofitable industries, selection of an effective "portfolio" of an enterprise;

2) adaptation to the external environment, that is, the task is to ensure effective adaptation to changes in external factors (economic changes, political factors, demographic situation, etc.).

In addition, strategic planning is based on numerous studies, data collection and analysis, which allows you not to lose control of the market.

Development of an innovative strategy begins with the formulation of the overall purpose of the organization. It should be understandable to any person, since it plays an important role in the relationship of the company with external environment, market, consumer.

The overall purpose of the organization should take into account:

- the main activity of the company;

- working principles in the external environment (principles of trade, attitudes towards consumers, business relations);

- the culture of the organization, its traditions, the working climate.

After setting the general goal of the organization, the second stage of strategic planning is carried out - the specification of goals.

An innovative strategy is the starting point for theoretical and empirical research... Organizations can differ in the extent to which their key decision makers have aligned themselves with the innovation strategy. If the top management of an organization supports efforts to implement the innovation, then the likelihood that the innovation will be accepted for implementation in that organization increases. As senior management is involved in the decision-making process, the importance of strategic and financial goals increases.

The innovation strategy developed is rarely purely formal and is often based on the judgment and intuition of a few senior executives. It is carried out according to the following scheme: phase A is the most difficult. The mechanism of its implementation is clearly shown in Fig. 5.3.

Many innovation strategies arise after an idea associated with the innovation.

Rice. 5.3. Phases of strategic planning

To assess the innovative strategic state of an organization, different methods: key questions method, SWOT analysis method, SPACE method and other methods1 (Fig. 5.4).

Rice. 5.4. Formulation of an innovation strategy

Key questions method based on posing questions and analyzing answers to all factors of the external and internal environment of the organization that impede or contribute to the achievement of the goals of the organization.

SWOT method-analysis is based on identifying first the strengths and weaknesses of the organization, external threats (dangers) and opportunities (chances), and then - on establishing chains of relationships between them for the subsequent establishment of adjustments to the organization's goals and the choice of strategies to achieve them.

Thus, it is first necessary to identify strengths, weaknesses, opportunities and threats and tabulate them (Table 5.2).

Table 5.2. SWOT Analysis Factors

Then you need to create a SWOT matrix (Table 5.3).

Table 5.4. Opportunity matrix

The assessment of the impact of threats on organizations is carried out in a similar way (Table 5.5).

Table 5.5. Threat matrix

Rice. 5.5. Coordinates of the state of the enterprise

SPACE method (strategic assessment of positions and actions) based on the analysis of the position of the firm and the conditions of its functioning in four coordinates: the competitive advantage of the firm (CA); by its strategic potential (SP); by the attractiveness of the industry (IA); by the adequacy of the macroenvironment (M).

Then, using tables of indicators of the status of certainty, the values ​​of IA, CA, SP, M are calculated, and then the coordinates of the strategic state of the company at the present time: X = IA - (6 - CA). Y = SP - (6 - M).

The basis for the development of an innovative strategy is the theory of the product life cycle, the market position of the company and the scientific and technical policy pursued by it.

The following types are distinguished innovative strategies:

1)offensive- typical for firms that base their activities on the principles of entrepreneurial competition. It is characteristic of small innovative firms;

2)defensive- is aimed at maintaining the competitive position of the company in the existing markets. The main function of this strategy is to activate the cost-benefit relationship in the innovation process.

Such an innovative strategy requires intensive R&D;

3)imitation- used by firms with strong market and technological positions.

The imitation strategy is used by firms that are not "pioneers" in the release of certain innovations to the market. At the same time, they copy the main consumer properties (but not necessarily technical features) innovations introduced to the market by small innovative firms or leading firms.

The innovation strategy is based on the "time is money" principle.

The directions for choosing an innovative strategy, taking into account the market position (controlled market share and dynamics of its development, access to sources of financing and raw materials, the position of a leader or follower in the industry competition) are shown in the following diagram (Fig.5.6).

The choice of an innovative strategy is carried out for each direction, highlighted when setting prices. A simplified model of this choice, presented in a matrix below, was developed by the Boston Advisory Group and is designed to guide innovation strategy based on market share and industry growth.

According to this model, firms that have gained large market shares in high-growth industries (“stars”) must choose a growth strategy. Firms with high shares of growth in relatively stable or declining industries (cash cows) choose limited growth strategies. Their main goal is to hold positions and make a profit. Firms with a small market share in slowly growing industries ("dogs") choose a strategy of cutting off the excess (Table 5.6).

Table 5.6

Market share

For enterprises that are weakly entrenched in fast-growing sectors of the economy, the situation requires additional analysis, since the answer here is ambiguous and there are two alternatives:

1) intensification of efforts in this market;

2) leaving the market.

Choosing options for an innovative strategy, a company can use the matrix "Products – market "(Table 5.7).

When adopting a particular innovation strategy, management must take into account four main factors, namely:

1) risk(what level of risk the firm considers acceptable for each of the decisions it makes);

Table 5.7. Matrix "Products - market"

	Products currently manufactured, in%	New products related to the manufactured ones, in%	Brand new products, in%
Available market
New market, but related to the existing one
Brand new market

2) knowledge of past innovation strategies and their results, the application of which will allow the firm to more successfully develop new innovative strategies;

3) time factor... Often good ideas failed as a result of being proposed for implementation at the wrong moment;

4) reaction to owners... The strategic plan is developed by the company's managers, but often the owners can exert forceful pressure to change it. The management of the company should keep this factor in mind.

The development of an innovative strategy can be carried out in three ways: top to bottom, bottom to top and using an advisory form... In the first case, the strategic plan is developed by the company's management and, as an order, descends through all levels of management.

When developing "bottom-up", each department (marketing department, financial department, production departments, R&D department, etc.) develops its recommendations for drawing up a strategic plan within its competence, then these proposals are sent to the company's management, which summarizes them and accepts the final decision for discussion in the team. This leverages the experience gained in departments directly related to the issues under study and gives employees the impression of a community across the organization in developing an innovation strategy.

In addition, the firm can also use the services of consultants to research the organization and develop an innovative strategy.

The development of any organization should be determined by a specific program of action for a specific period - a strategy that allows taking into account risks and opportunities, effectively allocating resources. Having a strategy is a necessary element of management modern organization... Success or failure is largely related to how actively the organization uses innovations and which ones are in the given strategy.
An innovation strategy is an interconnected set of actions to strengthen the viability and capacity development of a particular organization. It is a detailed, comprehensive plan to achieve your goals.
The innovation process, depending on the level of novelty of the product, can be differentiated or diversified. Product differentiation is the process of developing a series of significant modifications to a product that differentiate it from competitors' products. Product diversification is applied when an organization begins to produce additional products that it plans to offer to new markets. With diversification, it is possible to change both the product and the markets or their combination.
Based on this, there are two approaches to defining goals and implementing an innovative strategy:
1.the method of successive improvement
2.the method of leaps and bounds
The method of sequential improvement (conservative method) involves the sequential introduction of changes to the existing technology and product. It is characterized by the following points:
1) does not require significant financial investments and is less risky;
2) implies the search for a segment of the external environment where the existing potential of the organization can be realized;
3) suitable for capital-intensive industries with an increased share of special low-liquid assets, as well as for innovative processes with long-term low financial attractiveness;
4) turns out to be more effective provided that the firm has a sufficiently strong innovative potential - it has an innovative product and it is necessary to maximize marketing efforts to search for possible sales markets (marketing is necessary to turn a product into a product required in the market).
The disadvantage of this strategy is that improvements cannot continue indefinitely, at a certain stage the profit decreases.
The leapfrogging method (radical method) involves the implementation of radical changes in technology and product, sometimes unrelated to the previous activities of the organization. This method is characterized by the following points:
1) it is associated with a great risk to the organization's potential;
2) focused on choosing the most promising (solvent) market segment and bringing its own innovative potential to its level;
3) it is typical for more dynamic small and medium-sized businesses, for larger organizations it is acceptable provided that the innovation process is spun off for radical innovation and venture capital is attracted there;
4) the emphasis should be on scientific and technical activities that would allow the organization to achieve the required level of innovation potential.
The goals and the possibility of implementing an innovative strategy are determined by the state of the organization's potential and its compliance with the external environment. (Table 6.1.)

In the event that the potential and the external environment are relatively balanced, the organization follows the goals of expanding its activities, then strategic planning is aimed at maintaining competitive advantages. This strategic planning is defined as regular marketing.
At the same time, the organization follows the strategy of improving and maintaining the quality of goods and services provided, studies their competitiveness, analyzes the competitive advantages of existing and potential customers, and is constantly engaged in innovation policy.
However, in reality, situations are more common when the innovative potential of the organization and the state of the external environment are not balanced. A variant is possible when the organization has sufficiently strong advantages (scientific and technical achievements, resources, etc.) and does not find demand for its products. Another case is when the innovative level of demand is higher than the organization's potential, i.e. it is unable to offer the market a modern product. Reorganization marketing is more applicable here, the essence of which is the reorganization of the innovation process associated with the reallocation of resources, changes in the organizational structure and management style. In this case, innovation processes are associated primarily with saving the most expensive resources and reducing costs.
The need to form and implement an innovative strategy is determined by two main goals:
1. Efficient allocation and use of resources: "internal strategy". In this case, they talk about the development of portfolio strategies, which determines the combination of the activities of the organization.
2. Adaptation to the external environment: effective adaptation to changes in external factors. Here, based on the assessment of competitive advantages, competitive strategies are developed that determine the approaches from which the organization should operate in its industry.
In order to optimally allocate resources and select a portfolio strategy, product portfolio matrices are used (BCG matrix, GE, etc.). At the same time, strategic planning of innovative activities is based on product life cycle management, which implies the choice of a specific strategy at each stage of product development. Taking into account the life cycle, an organization can form a product range by changing the combination of products, introducing new products and withdrawing those that can no longer become a product that provides the necessary demand. The decisive factor here is how the firm realizes its innovative potential, how the risk is distributed at different stages of the innovation process, how resources are allocated.
When adapting to the external environment, the organization must determine its position in relation to competitors and in relation to partners (suppliers, consumers, intermediaries).
In relation to competitors, an organization can choose the following strategies:
- offensive strategy, when R&D is taken, sufficient to achieve the lead;
- a defense strategy that orients its own NIKOR to a level that allows to quickly reproduce the achievements of leading firms;
- an absorption strategy, the meaning of which is to imitate advanced technology, and focus on ensuring high efficiency of the production process.
With regard to partners (suppliers, intermediaries, consumers) of the organization, it should be determined what kind of work it will carry out independently, and what with their participation. In this case, the organization can choose one of several cooperation strategies:
1. direct contracting - temporary transfer on a contractual basis to third-party organizations by a separate organization for marketing, distribution and sales of goods (works, services).
2.reverse contracting - transfer of separate production and support functions
3. joint production - association with another organization to ensure the performance of individual production and service functions.
When developing a new business, there are two ways to increase the number of successful products:
1. Increase the speed of a new product entering the market;
2. To consistently launch on the market small lots of different projects in the hope that some of them will find steady demand.
Most companies have a policy aimed at increasing the speed of new products entering the market, which includes market research, analysis of its segments, comparative analysis quality indicators of the developed product with competitors' products, analysis of the industry structure. But, as a rule, market research of a product based on the use of a new concept is very imprecise, underestimation of success is as frequent as overestimation, in both cases the result is disastrous. If the opportunity for success is grossly underestimated, the pioneering company runs the risk of a competitor trying again with a product idea. Conversely, an over-optimistic assessment will create such a gap between expectations and reality that the company will not be able to realize this opportunity.
Given that consumers are often unable to form clear ideas about new products, the challenge is to acquire knowledge of the market reaction as quickly as possible, so the so-called forwarding marketing strategy becomes preferable. As you can see, the name contains an analogy with the concept of "expedition", and this alone suggests that this type of marketing is used in the study of untapped markets, just as an expedition is equipped to discover or explore new territories.
G.Hammel and K.Prahalad give the following definition of forwarding marketing: "The task of forwarding marketing is to precisely define the purpose of the activity, in other words, the set of functional characteristics of the product that are of real value to the consumer, and the distance to the goal are technical and other problems that a decision must be made to ensure a price-performance ratio that will open up a new competitive space. "
In accordance with the concept of forwarding marketing, it is necessary to quickly master the production of small series of cheap goods and monitor the consumer's reaction. Nowadays, a product or service is quickly approved in its intended market only if an exact match is achieved between functionality, price and technical characteristics... The development of an unknown territory is a process of successive approximations (iteration method). The most important thing is not hitting the point the first time, but the speed with which the arrows are launched. How quickly a company can choose the right balance between product characteristics, price and functionality depends on its success in the market. "
True knowledge of consumer reaction is acquired only when a product, however imperfect, is released to the market. Forwarding marketing increases the success rate in the market, not because it increases the speed of product launches, but because it increases the number of opportunities when exploring different niches and the reactions of different consumers to product modifications. Thus, its main merit is that it increases the rate of accumulation of knowledge about potential markets.
The challenge is how to increase the opportunity for frequent market intrusions with minimal risk to the company. The solution is to minimize the time and cost of product modification.
The speed of each iteration towards the goal depends on the time to develop the product, launch it into production, collect data from the market, make subsequent changes, and re-launch it into production. Each modification is the result of some design changes made based on information received from the consumer, and an improved version for the next "invasion". If a company has a product development cycle that is longer than the life cycle of competitors' products, it has no chance of winning over the consumer.
The speed of mastering and modifying new products at Toshiba allows it to explore every possible competitive niche and leaves no chance to keep pace with its competitors such as Zenith, Grid, Compak. From 1986 to 1990, Toshiba released 31 models of laptop computers and during this time discontinued more models than its slow-moving competitors launched.
From the point of view of forwarding marketing, the cost of production is no less important than the speed of product development. If every arrow is golden, the leadership is unlikely to want to fire a large number of arrows into the fog. Japanese car firms are penetrating every market niche, from large luxury cars to "motorized shopping trolleys." Experiments like this are only possible because of the extremely low cost of model development and production retooling.
Naturally, the manufacturer, whose cost of creating each modification is 3-4 times higher than the cost of a competitor, faces problems. Such a company cannot afford the risk of being the market leader. She has committed, long-standing consumers, but she certainly won't be able to attract new ones. Leadership will be held by companies that expand the ability to meet consumer expectations.
Frequent experimentation with the development of modifications also allows the company to accumulate information about the needs and demands of specific groups of consumers.
The ability to successfully implement an innovative strategy is determined by the following factors:
- Excellent product: differentiated, with unique properties bringing additional benefits to the buyer.
- Strong marketing orientation: customer and market focus.
- Global product concept: orientation of product design and development to the global market.
- Intensive initial analysis: a feasibility study is needed before development begins.
- Exact formulation of the concept: presentation of a list of specific tasks, selection of a target market, a set of properties and product positioning.
- Structured development plan: transition from targeted positioning to an operational marketing plan based on a marketing mix.
- Cross-functional coordination: interaction between R&D, production and marketing in the course of strategy implementation.
- Required management support: provision of resources, incentives.
- Using synergy: attracting external participants in the interaction.
- Market attractiveness: assessment of the market according to the criterion of attractiveness and profitability.
- Pre-selection: an assessment of the success of a product based on a preliminary analysis.
- Monitoring the progress of development: ensuring control over the implementation of the strategy.
- Access to resources: human and financial resources should be viewed as an investment, not a cost.
- The role of the time factor: quick entry to the market, which can become a competitive advantage of the organization.
- Risk: What level of risk does the firm consider acceptable for each of the decisions it makes?
- Knowledge of past strategies and the results of their application: this will enable the firm to be more successful in developing new ones.
- Reaction to owners: the strategic plan is developed by the company managers, but often the owners can exert forceful pressure to change it.
An important factor in the successful implementation of an innovation strategy is its effective organization, which implies the determination of the structure and nature of the relationship between the participants in innovation activity.

The main function of an innovation strategy is to determine the main long-term directions of scientific development, introduce innovations, and provide resources to achieve the set goals. The state harmonizes the interests of the participants in the process, controls and regulates innovative activities.

The choice of strategy is influenced by the achieved level of social development, financial and material and technical resources of the state. Domestic scientists distinguish three types of innovation strategy: "transfer", "borrowing" and "build-up".

Transfer strategy consists in the fact that in order to master the production of new products abroad, licenses are purchased for the latest highly effective scientific and production-technological achievements. This is done in order to save time and money for the creation and development of our own research and production potential, which through certain period time will be able to provide the entire innovation cycle - from fundamental research and development to the introduction of innovations (Japan's strategy in the post-war years).

Borrowing strategy is the use of cheap labor to master the output of products previously produced in developed industrial countries. This provides stimulation and development own production and scientific and technical potential (used in China and in several countries of Southeast Asia).

Build-up strategy prefer countries where, along with the development of their own scientific and technical potential, they use the achievements of scientists and designers from other countries, including for the development of innovations and their implementation in production and in the social sphere (USA, England, Germany, France, etc.).

Common to these types of strategies is to stimulate innovation in order to achieve progress in the economy and the transition to innovative development. The state innovation strategy is the unification of the efforts of science, production and education, the creation of favorable institutional conditions for innovators and entrepreneurs in order to ensure the country's competitiveness and transition to the leaders.

Enterprise innovation strategy

The innovation strategy of an economic entity (organization, company, enterprise) is developed depending on the tasks that it has to solve, taking into account positioning in the market, diversification or specialization of activities, possible competitive advantages that its innovative potential can provide. The most widespread are:

offensive strategy, its goal is to ensure a leading position in the market, which requires high costs for innovations;

defensive- keep close to the leader, borrowing his innovations and making some changes in them (this reduces the cost of innovative processes);

imitation- follow the leaders, repeating all their actions and not incurring large expenditures on innovations;

dependent- self-preservation of the company by performing work on a contract basis for innovative enterprises;

traditional- fight for survival, using the usual conservative technologies with a minimum of costs for innovations;

opportunistic - occupying free niches in the market, while the cost of innovation is determined by tactical considerations.

The named innovative strategies are implemented individually or depending on the circumstances, the availability of funds at the same time in different combinations.

An economic entity can determine its own innovation strategy if it clearly understands the needs of the market; is able to develop attractive offers and has a reliable agent network to deliver these offers to the market. The strategy determines the forms of the company's innovative activities and the most effective actions to achieve the intended goal.

A new strategy is always associated with risks, since it is being developed in conditions of high uncertainty of obtaining positive results in the implementation of innovative projects. They are designed to be difficult to copy. Therefore, when defining an innovation strategy, it is necessary to take into account the phenomenon of “hypercompetition”. This term is used by Richard D "Aveni, who developed a model (the so-called" 7S "), allowing to take into account those aspects that affect the process of managing innovation:

• 51 - Superior Stakeholders Satisfaction;
• 52 - strategic forecasting (Strategic Soothsaying);
• 53 - speed (Speed);
• 54 - surprise (Surprise);
• 55 - Shifting Rules of Competition;
• 56 - signaling strategic goals (Signaling Strategic Intent);
• 57 - Simultaneous and Sequential Strategic Thrusts.

Hypercompetition affects four areas.

• 1. Price and quality (Cost & Quality - С - Q). Price competition and price wars inevitably lead to the need to use new means of struggle for the market, competition for the quality indicators of goods and services unfolds (aspects S1 and S3 are used when determining the innovation strategy).
• 2. The choice of the moment of change and know-how (Timing and Know-how - T - K). Technological advances, new resources and know-how are used, and a leapfrogging innovation strategy is implemented to ensure that the product is improved so that it cannot be copied or created a worthy substitute (Aspects S2, S3 and S4 apply).
• 3. Invasion (Strongholds - S). Measures are being taken to create various kinds of barriers to repel attempts by competitors to invade a region, a field of activity or a market segment that is controlled or included in the zone of influence of a particular company (aspects S6 and S7 are used).
• 4. Usage financial resources(Deep Pockets - D). We are talking about the struggle of large companies with significant resources that allow them to eliminate competing enterprises and small entrepreneurs in various ways. This forces small firms to form and develop informal alliances, seek help from the government, or use workarounds to stay out of the business areas of large companies (S5 and S7 aspects apply).

Whereas traditional approaches to strategy emphasize the importance of “creating advantage,” Richard D Aveni points out the need to “creatively destroy the competitor’s advantage” with a series of quick actions and counteractions. In their book Competition on the Edge: Strategy as Structural Chaos, S. Brown and K. Eisenhardt note that strategy is a diverse, dynamic and complex phenomenon, and the achieved advantage is always temporary.

To implement the formulated strategy, specific plans, programs and projects are being developed that pursue the goal of efficient allocation and use of resources and adaptation to changes in external and internal conditions.

Questions for study: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Features of the innovative economy and factors of competitiveness Technological forecasting of activities Expert forecasting and scenario forecasting Technological structures and approaches to the management of innovation activities General planning issues, the role of the strategic plan in the planning system Stages and tools of strategic planning (SWOT analysis method, analysis of core competencies, five forces of competition (Porter's model), SNW analysis, PEST analysis, BCG matrix, etc.) and investment cycles for an innovation strategy Technological audit Toolkit for taking into account the market and technological position in the formation of an innovation strategy Typical innovation strategies and strategies for creating competitive advantages Features of building a licensing strategy Innovation in the BSC The system of strategic innovation planning in the Republic of Belarus Strategic planning innovative development RF

2 The forecasting method is a method of researching a forecasting object aimed at developing a forecast. Forecasting is a kind of ability to anticipate, analyze the situation and the expected course of its change in the future. METHODS technological forecasting scenario method expert forecasting

Technological forecasting 1 prospecting (exploratory) Qualitative and quantitative indicators !!! example Method: extrapolation of time series - statistical data about the object of interest to the researcher 2

Technological forecasting 2 2 normative example The development of a forecast is carried out proceeding from the goals and objectives that the organization sets for itself in the forecast period. The method of horizontal decision matrices of the decision matrix is ​​used to determine the optimal allocation of resources under given constraints (money, labor, its quality and qualifications, equipment, energy resources, etc.) consistent matrices of lower hierarchical levels are combined into matrices of higher levels up to the main matrices

Expert forecasting method Stages: 1. Preparation for forecast development. 4. Conducting an examination. 3 2. Analysis of retrospective information, internal and external conditions. 5. Development of alternative options. 3. Determination of the most likely options for the development of internal and external conditions. 6. Assessment of the forecast quality. 7. Monitoring the progress of the forecast and adjusting the forecast. Tasks in preparation: a procedure for forecasting has been developed; the task for the forecast is formulated; a working (analytical) support group has been formulated; an expert commission has been formulated; prepared methodological support for the development of the forecast; an information base for forecasting has been prepared.

Scenario method 3 The main purpose of use: to determine the possible development trends, the relationship between the acting factors, to form a picture of possible states to which the situation may come under the influence of certain influences. Technology: obtaining a consensus opinion; repetitive procedure of independent scripts; use of interaction matrices, etc.

4 The level of socio-economic development is determined by the impact of a number of complementary factors, among which are: technological; socio-economic; political; cultural, etc. Increasing the socio-economic level of development and technological potential VI Level, potential V IV III II I 1985 -2035 1930 -1990 1880 -1940 1830 -1890 1785 -1835 1800 1850 1900 1950 2000 2050

4 Technological waves (patterns): 1) The first wave (1785 -1835) formed a technological structure based on new technologies in the textile industry, the use of water energy. 2) The second wave (1830 -1890) is associated with the spread steam engine... 3) The third wave (1880 -1940) is based on the use of electrical energy in industrial production. 4) The fourth wave (1930 -1990) formed a structure based on the development of energy using oil and oil products, gas, and nuclear energy. 5) The fifth wave (1985 -2035) is based on advances in microelectronics, informatics, biotechnology, genetic engineering, new species, space exploration, satellite communications, etc.

4 Stages of evolution of the theory of innovation management IV. Management of the "complex" output consumption III. Management of strategic planning tools II. R&D management by managers Pre-scientific I. R&D management by scientists Years 1900 1950 1970 1990

4 Prescientific stage. The emergence of research laboratories in large companies... T. Edison Laboratory, Kodak Laboratory, General Electric. 1900 -1950 - I. Management of R&D by scientists. The choice of the direction of research, the selection of projects for development, the management of the R&D process is carried out by scientists and researchers. The functions of the scientific supervisor and the head of the commercial promotion of the project (manager) are not separated. Du Pont - nylon development and market launch

4 1950 -1970 - II. R&D management by managers. The selection of research and development areas is carried out by the top management of the companies. Development of projects with highest value for the development of the company's business. Project implementation is managed by a manager. USA Airlines, Japan Automobile Companies 1970 -1990 III. Management of strategic planning tools Formation and management of balanced "R&D portfolios", marketing research for R&D planning purposes. Satisfying “explicit” consumer needs. IBM, IT&T, telecommunications companies

4 Since 1990 - IV. Management of the “complex” output-consumption Transition from “closed models” of R&D organization to “open” ones. Organizational separation of innovation generators and innovation commercializers. Creation of functional companies. Development of marketing strategies to meet the "hidden" needs. Application of a systematic approach to innovation management. Government regulation innovation processes at the macro level, the creation of National Innovation Systems Cisco, Xerox, etc.

5 Planning the activities of the enterprise determination of the main directions and proportions of production development, taking into account the available material and labor resources on the basis of the most complete identification of the types, volumes of goods required by the market and the timing of their release. In a broad sense, planning consists in making a set of decisions related to future events. In a narrow sense, planning is reduced to the preparation of special documents - plans that determine the specific actions of the enterprise to implement the decisions made.

Goal and objectives of planning 5 The main goal is to ensure the effective functioning and development of the enterprise. foreseeing probable market trends and adjusting the production program of the enterprise corresponding to them; research of consumer requirements and the formation of a program focused on their needs; continuous improvement of production efficiency; identification and mobilization of internal production resources; application of the most economical technologies and equipment; coordination of actions with suppliers, consumers, intermediaries of the enterprise and the direction of these actions to achieve mutually beneficial results. ensuring the production of higher quality products;

5 Principles of planning specificity; marginality; temporary orientation; flexibility; continuity; complexity; consistency; compulsory execution. Planning methods balance sheet; normative; programmatically targeted; factorial; economic and mathematical.

5 Planning concepts (Approach) Concept Analogy Strengths(advantages) Weaknesses (disadvantages) Reactive (from the past) Swim upstream experience, tradition; continuity; taking into account the interests of all departments Inactive (inertia) Keeping in a turbulent stream caution; consistency Preactive (anticipatory) Interactive (designing the desired future) Ride the first wave Change the course of the river adequate assessment of the external environment; accounting for changes; optimization of solutions interaction with the external environment; participation of personnel in planning; lack of consistency and interaction; bureaucratization of management; overestimated needs of divisions changes are not perceived; creativity, innovation is not stimulated; inability to adapt to change underutilized experience; passion for formal planning procedures; the psychological unpreparedness of personnel for changes is closer to the ideal than to the practical model; adaptation, adaptation, not design

5 Types of plans Feature Types of plans Execution period long-term; medium-term; short-term; operational. Content of economic activities R&D plans; production; marketing; sales; material and technical supply; financial plan, etc. organizational plans of the enterprise; structure plans of workshops, departments and services; enterprises plans of branches, etc.

5 Description of enterprise plans Name of the plan Planning horizon Description Long-term strategic planning (forecasting) 5 10 years in accordance with the mission and the main goal of the enterprise, the most important directions of economic development are established, strategic goals and objectives for functional units are determined. Medium-term strategic planning (long-term planning) 2 5 years, the main production and technical and economic indicators are established, the directions of technical, organizational, economic and social development are being developed. Short-term planning (current) 1 year The planned technical and economic indicators are calculated and established, the systems of norms and standards are developed and established, the business plan of the enterprise is developed. Short-term planning (operational) 1 quarter , 1 month, 1 day, 1 shift production programs are being developed production units enterprises: workshops, services, calendar planning standards are calculated, tasks are set for sections, workers.

6 Strategic planning of enterprises' activities Strategy means an interconnected set of actions to achieve the set goals. Strategic planning is a set of measures to achieve long-term success (5 1 years) success (goals) in business. 1. Development of the mission of the enterprise 2. Setting goals 6. Formation of strategies (strategy tree) 7. Choosing a strategy 3. Analysis of the internal external situation of the enterprise 5. Analysis of threats and opportunities 4. Analysis of influencing factors 8. Expected financial results

6 The choice of an innovative strategy depends on the level and dynamics of the development of equipment and technology, technological order, industry, competitors. Development of a strategy is carried out using: - tools strategic analysis; - the theory of the life cycle of one manufactured product; - interrelation of generations of manufactured products; - ongoing scientific and technical policy; - technology audit tools, etc.

6 1 Method of SWOT analysis method of research of strengths and weaknesses Weaknesses SWOT mission Objectives Organization Strengths Threats Opportunities Form of SWOT analysis table Positive influence Negative influence Strengths (properties of the project Internal or collective, giving Weaknesses (properties, advantages over the weakening of the project) environment by others in the industry ) Opportunities (external Threats (external probable factors, External factors, which can give additional complications to the achievement of the environment of the possibility of the goal) achievement of the goal)

6 3 Method of analysis of core competencies understanding that in business you need to have something that customers will definitely appreciate Competence properties 1 relevance complexity imitation breadth of application assessment of opportunities 4 2 3 Assessment of the competencies that currently exist in the organization Definition of competencies that allow achieving the desired values ​​of the identified factors

4 Model of five forces of competition (Porter's Model) 6 a tool for expert analysis of the competitive conditions prevailing in the market Impact assessment Industry attractiveness for the organization Forces Threat of new competitors new competitors - new players in the market; Intensity of competition; influence of suppliers; The threat of the emergence of substitute goods is the influence of buyers. Bargaining Power of Buyers Organizations (companies) offering substitute products; The bargaining power of suppliers to existing competitors;

6 5 SNW-analysis (Strength, Neutral, Weakness) an expert method, which gives a qualitative assessment of the "strength" of the internal environment of the organization, represented by several positions in-depth study of the internal environment of the organization Table form for SNW analysis Strategic positions and characteristics 1. General (corporate ) strategy 2. Business strategies for specific businesses 3. Organizational structure 4. Finance as a general financial position 5. Product as competitiveness 6. Cost structure Qualitative assessment of SNW

7 When forming the strategy, the following principles are used: - diversification of manufactured goods; - a combination of the production of goods improved as a result of the implementation different types innovation; - application for various products, depending on their competitiveness, of various strategies: violets, patents, commutators or exporters; - development of international integration and cooperation; - improving the quality of management decisions, etc.

6 Birth Approval Destructuring Inception Outcome Fall Product life cycle Simplification Product life cycle stages Stabilization

7 1) Inception The emergence of an idea that will form the basis of a new type of technology, the definition of the principles of functioning. Establishment of a company zxplerenta. 2) The birth of Applied research, as a result of which the ways of creating new technology are formed. Beginning of transformation of an explorer company into a patent company. 3) Approval The practical creation of samples of a new type of technology. Conversion of the Patient Company into a Violent Company. 4) Stabilization The period when a technical idea exhausts its potential for further development. Large-scale implementation of new products. Expansion of the activity of the company Violenta on the world market, creation of branches.

7 5) Simplification Optimization of resource consumption in the creation and use of technology. Education from Violenta to a multinational company. 6) Fall Comparative deterioration (inconsistency with the modern requirements) most of the technical and economic indicators in the production and use of technology. Improvements at the level of rationalization proposals. Reorganization - the separation of the firms of the commutators. 7) Exodus Changes in the function of the operated equipment, a decrease in its importance in production and consumption. 8) Destructuring Refusal from the production and use of old technology. Changing the specialization of firms: the release of other products.

7 The organization is forced to work on a product that belongs to three generations of technology: the outgoing, dominant and promising. Production output В А С Time, t t 1 Structure of the firm's production output t 2 t 3 АС А В В В С

Strategic planning of scientific and technical policy requires reliable identification and forecasting of development trends for each generation of the corresponding technology at all stages of its life cycle.The scientific and technical policy of an enterprise should carefully monitor domestic and world trends in the development of science and technology. The methodological apparatus for the analysis of information arrays includes the following methods: determination of the characteristics of publication activity; analog patents; terminological and lexical analysis; scorecard.

8 Technological audit is a tool that allows you to identify production and management processes in need of improvement (used when forming overall strategy organizations with an integral innovation part) Usually it is the basis for the development (acquisition) and implementation of process innovations The basis of technology audit is the formation and study of a value chain - a system of interconnected business processes for the value of creating customer value.

8 Overhead processes General management Work with personnel Logistics Legal support Accounting, etc. Production Logistics Production processes (primary) Implementation Links of the value chain Subsequent service

9 The market position of an organization is determined by the cumulative influence of the following indicators: - controlled market share and dynamics of its development; - access to sources of financing and raw materials; - the position of a leader or a follower in the industry competition, etc. The choice of strategy is carried out for each product, direction, selected when setting a goal.

9 The allocation of production facilities for production is recommended to be carried out on the basis of market analysis and product novelty. Product / market matrix,%

9 Strategic (dynamic) approach to managing the future Deterministic strategy of the present Strategic approach The planned part of the strategy Includes deliberate, purposeful actions The adaptive part of the strategy future 1 future 2 Includes reactions to changes in the future 3 external and internal environment present

9 Adaptive part Formalized part Large corporations and enterprises that own a large market share and influence the market (for example - Violenta) Formalized part Adaptive part Small innovative enterprises "pioneers" "young" ventures

10 Market Segments for Different Strategies of Innovators Adapting to the Patient Market Horizontal - Standard Business Local Market Switches Vertical - Specialized Violent Business Explorents Market Change Global Market

10 Standard business average quality, well-known names, ordinary innovations. The specialized business is of high quality, radical innovation, and small volumes. Characteristics of strategies: Violent (power) strategy is typical for organizations operating in the field of large, standard production. Mass production. Medium quality. A patent (niche) strategy is characterized by a narrow specialization for a limited circle of consumers. High quality. To order. The commuting (connecting) strategy is designed to take into account the local characteristics of the market. Satisfy individual requests. An exploratory (pioneering) strategy involves the creation of new or radical transformation of old market segments.

10 When choosing a strategy, it is necessary to take into account: 1) Risk, that is, an acceptable level of risk is determined for each option. 2) The results of applying previous strategies (if they were, strategies, were), internal and external problems their implementation. 3) The time frame for the implementation of the strategy, and the corresponding speed of development of the external and internal environment. 4) Consistency of the strategy with the founders and, if necessary, with the authorities, public organizations, population, etc.

11 The purpose of organizations' innovation activities is to enter the market with new, innovative products and services to make a profit from the sale of the innovations themselves (provision of the right to use them for a fee) The content of the licensing policy is to find a balance between the options: to produce innovative products on their own and enter the market with them; concentrate on the initial stages of the innovation process and, through the sale of licenses, assign the production and sale of products to other organizations; take a combined approach.

11 Competitive Advantage Eth in ap nova v a n d tio n s Advantage from the sale of licenses 1 The advantage from the sale of innovative products Time 2 3 The life cycle of competitive advantage based on innovation and related products

11 Methods for developing a strategy 1) "Top-down" - strategic program is developed by the management of the organization and how the order goes down to all levels of management 2) "From the bottom up" - each department develops recommendations for drawing up a strategic plan within its competence. Then these proposals are sent to the management, which summarizes them and makes the final decision (possibly during the discussion in the team) 3) With the involvement of consultants

11 Investment project Object of management Start Technical and technological content Result Methods and technologies of project management Innovative project Control object Start? ? ? Project management methods and technologies Result

12 The four directions in the ERP are interconnected and represent a causal chain of strategies: financial indicators reflect the result of the activity, show how interesting it is for investors to invest money in the company; customer relations show how the company can interest customers in order to attract them and achieve the required financial results; internal processes show which processes play the most important role in realizing the company's competitive advantage; personnel development show, due to what knowledge, skills, experience, technologies and other intangible assets the company will be able to realize a competitive advantage

12 Development of the BSC: balanced scorecards are developed that reflect the main goals of the enterprise, as well as their decomposition in the form of a set of critical success factors (KFU). The degree of detail of the success factors depends on the specifics of the enterprise and on the level at which it is supposed to monitor and evaluate the implementation of the success factors and, as a consequence, the achievement of the goal. Example One of the goals Customer loyalty KFU Quality of customer service Quality of goods

12 Design BSC: A set of key performance indicators (KPIs) is developed to assess the achievement of the success factors. These indicators quantify the success factors and can be assigned formulas or other calculation methods. KFU Example Customer service quality KPIs Number of complaints and complaints Number of repeated requests Time of work on an order The planned values ​​of goals (success factors) and performance indicators for the strategic and tactical period are set. The achievement of these values ​​is periodically monitored and used to make decisions on changing the plans (goals) of strategies.

12 Example Development of a BSC: Indicators of the effectiveness of enterprise processes are developed and linked to the KFU are the link between the goals of the enterprise and the processes leading to their achievement. Success factors are a kind of condition for achieving a goal; processes show how these conditions are met. One of the goals KFU customer loyalty Customer service quality Processes Product delivery process Product implementation process KPI Number of repeated requests Product quality Number of complaints and complaints Time of work on the order