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A.P. Dorogovtsev, Z.M. Magrupova Cherepovets State University TO THE QUESTION OF STRATEGIC PLANNING OF INNOVATIVE ACTIVITIES

One of the most pressing problems of the Russian economy is increasing the competitiveness of industry due to its technological re-equipment and the rise of high-tech industries that create high added value. The general pattern of development of our economy and its material and technical base is the innovative renewal of the technologies used and manufactured products as the basis for economic growth, meeting the constantly growing demand for various and high-quality goods and services. This becomes especially obvious and priority in the context of development modern society based on knowledge, i.e. innovative in nature.

Innovation management -

a relatively new concept for the scientific community and business circles in Russia. It is now that Russia is experiencing a boom in innovation. Some forms and methods of economic management are being replaced by others. In these conditions, all organizations, all business entities are forced to engage in innovative activities.

Innovative activity provides business entities with competitive advantages, contributes to the consolidation and expansion of enterprises in the market. However, so far the innovative activity is insufficient. Often, new equipment turns out to be only an improved analogue and does not allow the production of innovative products.

Thus, the need

management of innovation activity is relevant and is aimed at solving important socio-economic problems.

Currently, there is an urgent need for enterprises to gain access to advanced technologies.

In theory, there are two approaches. You can follow the path of acquiring licenses and know-how for well-known technologies, types of products and trademarks of large foreign companies. Another way is to rely on our own scientific and technical potential, which is largely not in demand today by the domestic industry. It is more promising from many points of view, however, it requires certain financial costs and organizational and managerial decisions.

Innovation management is one of the areas of strategic management carried out at the highest level of the company's management. Its purpose is to determine the main directions of scientific, technical and production

activities of the company in the following areas: development and implementation new products(innovative activity), modernization and improvement of products, further development

production traditional species products, removal from production of obsolete products. The development and release of new types of products becomes priority area the firm's strategy, since

determines all other directions of its development.

A striking example proving this idea is the innovative activity of Severstal. Table 1 shows data showing that the greater effect of the company is brought by the development of new types of products.

The choice of strategy is the key to the success of innovation. A firm may find itself in crisis if it fails to anticipate changing circumstances and respond to them in time. The choice of strategy is the most important component

cycle of innovation management. In a market economy, it is not enough for a manager 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.

Strategy is closely related to the decision-making process. In both cases, there are goals (objects of the strategy) and means by which the expected results are achieved (decisions are made). A well-defined strategy is essential for driving innovation.

Table 1

Share of effects from the implementation of targeted programs,%

Target programs 2000 2001 2002 2003 2004 2005 Total

Improving product quality 4.62 9.69 9.98 3.7 10.9 8.04 8

Increase in production volumes 16.65 10.51 8.42 9.42 7.62 14.34 11

Cost reduction 41.19 32.61 50.03 23.34 14.82 19.71 29

Increase in profit from production 37.54 47.19 31.57 63.54 66.66 57.91 52

Total for the program of events 100 100 100 100 100 100 100

Strategy means an interconnected set of actions for the sake of strengthening the viability and power of a given enterprise (firm) in relation to its competitors. In other words, a strategy 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

survive and win the competition. The choice of strategy is associated with the development of plans for research and development and other forms of innovation. Strategic planning has two main objectives:

1. Efficient distribution and

resource usage. This is the so-called "internal strategy". It is planned to use limited resources such as capital, technology, people. In addition, the acquisition of enterprises in new industries is carried out, the exit from unwanted

industries, selection of an effective "portfolio" of enterprises.

2. Adaptation to the external environment. The task is to ensure effective

adaptation to changes in external factors (to economic changes, political factors, demographic situation, etc.).

The innovative activity of industrial enterprises has tripled over the past five years. During this period, the innovation process was aimed at expanding the range and improving the quality of products, creating new sales markets, and replacing obsolete products that were discontinued. So if the level innovative activity in the industry of the region is 16%, then for enterprises of ferrous metallurgy, chemical and petrochemical

industry - 67%, in mechanical engineering and metalworking - 22%. Innovative financing is carried out

enterprises mainly at their own expense. Most of the innovations both in the Russian Federation and in the region are found in the chemical complex, mechanical engineering and metal processing, instrument making and ferrous metallurgy.

The innovative activity of such metallurgical enterprises as CherMK OJSC Severstal and Severstal-Metiz is especially evident in the region. The main suppliers of innovations are the Moscow Institute of Steel and Alloys, OJSC Cherepovetsky Azot, which implements the developments of TsNIIHM, OJSC Ammophos, which cooperates with the Russian State Chemical Technology University. The overwhelming majority of enterprises are developing and implementing new technical and technological solutions on their own. Their proper interaction with scientific, design and other organizations to decide innovative challenges in the new conditions at this time has not yet developed.

The choice of strategy depends on many factors, including the market position.

enterprise, the dynamics of its change, production and technical

potential, produced product or services, the state of its economy and other indicators. The basis of development

innovation strategy consists of the theory of the product life cycle, the market position of the organization and the scientific and technical policy pursued by it. The innovation strategy is based on the "time is money" principle. The development of innovative strategies is the prerogative of the highest echelons of management, capable of defining goals, assessing opportunities and resources for their implementation, analyzing trends in marketing activities and in the scientific and technical field, choose an alternative, prepare detailed operational plans.

Strategic innovation

problems in Russian conditions today are associated not so much with the conquest of new markets, but with the tasks crisis management: reorganization (rehabilitation) of enterprises, investment (domestic, foreign), liquidation (how best to dispose of property), sale (to whom and under what conditions). In terms of innovation, we are talking about the development of such strategic measures that would, for example, contribute to the restructuring of enterprises. Restructuring by itself is not able to bring an enterprise out of the crisis, but in order for the process of structural transformations not to become formal, it should, in our opinion, be accompanied by:

Revision and improvement of the range of products (their modification and renewal of consumer properties), strengthening ties with suppliers and consumers;

Corresponding changes in the production and labor potential of the enterprise.

Innovation is called upon to become the core of such progressive structural changes in the enterprise economy. Moreover, for

successful building of the chain "idea-development-production-sale" is important:

Ensure that enterprises are receptive to innovation and investment;

Find potential investors for a truly competitive investment project.

Assessing the conditions for innovations in our region, it can be noted that their potential is considered as an important factor in the economic activity of the region. Rating of the region by innovative

of attractiveness is in 18th place among other regions, ahead of many neighboring regions. Over the past year in the Vologda Oblast, the costs of technological innovation in all types of activities have increased 2.5 times, including research and development of new products - 1.9 times, for the acquisition of new technologies - 3.0 times, for costs for industrial design - 5.6 times, for marketing research - 7.7 times. This indicates the emergence of processes when investment growth becomes

innovative.

In terms of its content, strategic innovation management is pragmatic. It focuses on the real facts and the potential that the business must take into account in order to ensure its future success and prosperity. At the same time, strategic innovation goals, as a rule, do not have a quantitative characteristic. They are formulated in the form of declarations or agreements on innovative intentions, from which the

entrepreneurial concept

enterprises, the basic and functional strategies that implement it are determined and a formal system of supporting operational plans is developed,,.

There is no single innovation strategy model for all enterprises, just as there is no single universal strategic innovation management. Each company operating in market economy, is unique in its characteristics.

Consequently, the content of strategic management of innovation activity is unique, and its forms and methods cannot be replicated for many enterprises. The goal of JSC Severstal is to become one of the world leaders in ferrous metallurgy.

Today's position of the company can be described as “persecution of leaders”. To be among the world leaders, it is necessary to develop along the path of successful companies, making sure to use their experience in research activities. The most successful metallurgical companies today are: Mittal-Arcelor, Nippon Steel, Posko.

An important factor in their success is undoubtedly active promotion to the market of new materials and technologies within the framework of close interaction with consumers, consumers, consumers, scientific organizations, i.e.

purposeful development of the market by pushing consumers to switch to new technologies. At the same time, a significant contribution to the achievement of such results is the presence of our own research centers.

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

Currently, the tasks associated with the implementation of scientific and technical

activities, with the conditions for the promotion of scientific and technical products on

industrial market are important and relevant for the Vologda region. With the deepening of the integration of the Russian economy into the global economy, and the intensification of international competition, their importance is constantly growing.

Effectiveness of innovative

activity also depends on the comprehensive completeness of the results of implementation scientific and technical work, since in the process of implementing innovative activities, scientific and technical products are introduced, a real product with high consumer properties is created.

Economic development is based on innovative processes, the essence of which is the implementation of new combinations of factors and conditions of economic activity.

At the same time, a significant contribution to the achievement of such results is the presence of our own research

The organization of scientific research at OAO Severstal can be characterized by the following figures. Over the past 20 years, OJSC Severstal has carried out about 2,100 research, development and technological work

(R&D), including about 1300 works carried out by scientists and specialists of industry research institutes and specialized universities. At the same time, the share of promising developments that have no analogues in the world does not exceed 3%.

The cessation of funding for sectoral research institutes and specialized universities led in fact to the complete elimination of sectoral science, to serious personnel losses, to aging and destruction of experimental

research base. The percentage of such research topics (exploratory research on the creation of new technologies for new products with a long life cycle) in the R&D portfolio of CherMK JSC "Severstal" decreased from 60% to 7-8% in 1992-1995, to 0% in 1998 - 2000 biennium and up to 3% in 2003-2006.

Until the 90s. development of new products (for the first time for JSC Severstal based on well-known analogs in the Russian Federation and abroad), including under the orders of the sales directorate, was considered as the development of a new product that had no analogues, since there was no competition between enterprises within the country. After the 90s. the percentage of such research topics in the R&D portfolio is slowly but surely growing and at the beginning of 2006 amounted to about 8% (Table 2).

table 2

Topics of research, development and technological work carried out at the present time%

1. Exploratory research on the development of new products and technologies that have no analogues in world and domestic practice (research and instrumental base of industry research institutes and universities) 3

2. Mastering CWPs, corresponding to the technological strategy of product development directions, for the first time for JSC Severstal based on well-known analogues in the Russian Federation and abroad and orders of the Sales Directorate 8

3. Improving the consumer properties of existing products 31

4. Reducing costs and increasing production efficiency 39

5. Technological preparation of production for newly commissioned and reconstructed technological units and equipment 5

6. Proposals for ecology and improvement of working conditions 14

In addition to the fact that the activity for the future allows to purposefully develop the market by pushing consumers to accelerate the transition to new technologies, it also helps to increase the attractiveness for Western investors.

Bibliography

1. Gorfinkel V., Shvandar V. Innovative communications and forms of their organization // The Economist. - 2002. - No. 10. - P. 17 - 24.

2. Danilov I., Tsaregorodtsev P. Innovation as a universal tool for increasing the competitiveness of an enterprise // Standards and quality. - 2004. - No. 1. - P. 70 - 72.

3. Ismailov T.A., Gamidov G.S. An innovative economy is a strategic direction for the development of Russia in the 21st century. Access mode:

4. Shvandar V.A., Gorfinkel V.Ya. Innovation management. - M .: University textbook, 2004. - 381p.

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 basic research and development before 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 ensures the stimulation and development of its own production and scientific and technical potential (used in China and in a number of countries in Southeast Asia).

Build-up strategy they 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 innovative 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. Use of financial resources (Deep Pockets - D). It is 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.

Establishing the relationship between methodological approaches to the assessment, selection and implementation of strategies and innovations. The production and economic activity of the enterprise on the basis of innovative development leads to a change in the composition and content of strategic planning tasks. In this case, the relationship between the functions of strategic and innovative management allows you to develop effective directions for strategic management of innovative development through the formation of an innovative strategy.

The activation of innovative activity at all levels is relevant for the country's economy, and only an innovative way of development will ensure the competitiveness of products and enterprises through the constant updating of equipment and technologies, the expansion of sales markets, the effective use of scientific and technological potential and the stimulation of its growth.

It is advisable to define innovative development as based on the integration of methods for assessing development strategies and selection of innovations

The ability of an enterprise to develop dynamically on its own basis through the systematic formation of a set of actions aimed at the development, implementation, and further modification of innovations. The innovative potential expresses the totality of the available resources of the enterprise, isolated through their ability to be involved in the innovation process.

Strategic innovation management is tasked with effectively allocating available resources of innovative potential, determining the need for resources to ensure innovation throughout the entire life cycle, developing a set of measures to strengthen the viability and capacity of the enterprise - forming an internal strategy for innovative development, and adaptive implementation of the adopted innovations in accordance with stages of the innovation process and changes in the external environment - the external strategy of innovative development.

The importance of strategic management of the innovative development of an enterprise forms the need to define an innovative strategy in the structure overall strategy enterprises. Innovative development, in turn, is based on a system of interrelated stages aimed at effective assessment and selection of innovations for implementation at the enterprise. These stages are justified by economic methods of the effectiveness of innovations so that enterprises on corporate level when defining long-term goals, they could analyze and take into account the tasks of innovative development.

The convergence and interpenetration of strategic and innovation processes is ensured by the integration of methods for evaluating development strategies and selecting innovations based on the following main stages:

1) analysis of the external environment and the development of innovative behavior;
2) analysis of the internal environment and assessment of innovative activity;
3) consideration of alternative options for achieving strategic goals;
4) selection of innovative projects;
5) technical, economic and organizational and technical substantiation of innovative strategies;
6) analysis of innovative potential;
7) assessment of the effectiveness of the development and implementation of product and technological innovations, taking into account the internal infrastructure capabilities;
8) analysis of the innovation process to identify the correspondences between the achieved and planned results of the implementation of innovations.

Thus, the implementation of one of the essential characteristics of the mechanism for integrating strategic and innovative development, which consists in the convergence and interpenetration of these two processes, can be performed on the basis of a model for establishing the relationship between methodological approaches to the assessment, selection and implementation of strategies and innovations.

This contributes to the implementation of effective sources of innovative development of the enterprise, namely:

- defining strategic goals and objectives based on innovation,
- building an effective innovation policy,
- development and implementation of innovations as directions of strategic development,
- investment support for innovative processes at the corporate level.

Considering the development of an enterprise as a continuous process of acquiring and expanding its resource capabilities. It should be emphasized that since the course of development of each enterprise is strictly individual. This means that each enterprise has an individual set of resources, it is impossible not to take into account the impact. Which renders the existing resource set on the choice of the enterprise strategy. Arguing that an important factor in the choice of a particular type of innovation strategy by an enterprise should be resource provision in an organic combination with the goals of the strategy. Let us investigate the interaction of these two factors and their influence on the formation of an innovative development strategy by an enterprise. Noting that the innovative goals of the organization follow from the general strategic goals, and the resource set of the enterprise forms the necessary innovative potential.

So, it can be argued that the management of the innovative development of an enterprise is not limited only to the definition of the goals of the innovation strategy, but requires an assessment of the firm's capabilities to implement them.

It follows from this that the innovative goal forms a development vector that should ensure the achievement of the set goals, but the enterprise can obtain the best results only if its goals correspond to the existing innovative potential through which the organization develops.

The choice and implementation of an innovation strategy depends on the state of the innovation potential. The formation of which can be carried out due to the components and elements of the internal environment of the organization. The set of resources at the disposal of the organization forms its innovative potential and characterizes the readiness for systematic innovative development. And therefore, it affects the structure and directions of the innovation strategy.

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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 innovation management 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 Technology 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 development of the Russian Federation

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 set by the organization 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 of the 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 that are of the greatest importance 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" R&D organizations to "open". 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. State regulation of 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 release 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; sequence Preactive (anticipatory) Interactive (designing the desired future) Ride the first wave Change the river flow adequate assessment of the external environment; accounting for changes; optimization of solutions interaction with 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; failure 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, directions of technical, organizational, economic and social development. Short term planning(current) 1 year Planned technical and economic indicators are calculated and established, systems of norms and standards are developed and established, a 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 activities of enterprises 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 Competency 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 competitive conditions in the market Assessment of the impact Attractiveness of the industry 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 in which a qualitative assessment of the “strength” of the internal environment of the organization, represented by several positions, is given in-depth study of the internal environment of the organization Form of a table for conducting 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 S N W

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) Birth Applied research, as a result of which the ways of creation new technology... Beginning of transformation of an explorer company into a patent company. 3) Approval Practical creation 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 modern requirements) of most 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 Technology audit is a tool that allows you to identify production and management processes in need of improvement (used in the formation of the general strategy of an organization with an integral innovation part) Usually it is the basis for the development (acquisition) and implementation of process innovations The basis of a technology audit is the formation and study of a value chain - a system of interconnected business processes for customer value creation.

8 Overhead processes General management Human resources management Logistics Legal support Accounting, etc. Manufacturing Logistics Production processes (primary) Implementation Value chain links 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, highlighted 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 present Strategic approach Planned part of the strategy Includes deliberate, purposeful actions 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 Explorers 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) Coordination of the strategy with the founders and, if necessary, with the authorities, public organizations, the 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 e Advantage from the sale of licenses 1 Advantage from the sale innovative products Time 2 3 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 a final decision (possibly during a discussion in a team) 3) With the involvement of consultants

11 Investment project Management object Start Technical and technological content Result Project management methods and technologies Innovative project Management object Start? ? ? Project management methods and technologies Result

12 The four directions in the BSC are interconnected and represent a causal chain of strategies: financial indicators reflect the result of activities, show how interesting it is for investors to invest in a company; customer relationships show how the company can interest customers in order to attract them and achieve the required financial results internal processes shows which processes play the most important role in the implementation of a competitive advantage by an enterprise;

12 Development of the BSC: Balanced scorecards are developed, reflecting 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 efficiency 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

At this stage, you must develop options for alternative ways and means of achieving the goals you selected at the previous stage. Then, by comparing and evaluating, discard all unnecessary options and come up with a final strategy. This strategy should describe the general direction of the search and development of innovation, ways to achieve the goal of innovation, as well as its feasibility study. Thus, the end result of strategic planning is the creation of an innovative project directly.

Operational planning of innovation.

Here, an innovative project is broken down into separate stages. As part of the received stages, you should plan separate activities, the purpose of which is to implement the strategy developed by you. Each event determines the start and end dates of a specific work, the number of performers, the required amount of resources, etc. Thus, as a result operational planning You receive a detailed, sequential plan for your innovation implementation.

What methods of choosing an innovation policy are there?

There are several methods for choosing the direction of innovation policy:

1. The method of scripting.

This method consists in preparing detailed plan implementation of innovation. Strictly speaking, a scenario is a logical and plausible possible situation in innovation in the future, and the very purpose of writing a scenario is to highlight this very situation. To begin with, you need to select a team to draw up a scenario for the future development of processes and identify their possible consequences. Next, you must form special questions that will help determine and analyze the future situation, and put them in a table for a visual representation of the received situations. Or you can create a scenario during the game with rules that simulate a real situation, and record the moves of different players. The resulting analysis of the future situation will allow you to define and formulate goals and develop an innovative policy to achieve them. The advantage of this method is that the innovation policy maker examines the possible future market situation and identifies details and processes that might otherwise be easily overlooked.

2. The method of games.

A game is a special kind of simulation of a situation with any number of participants, each of whom plays a certain role assigned to him by the scenario and obeys a set of certain rules.

Strategic games, including business ones, are used to make innovative decisions. Strategic games are conflict games in which a conflict situation arises when the interests of two or more participants in the economic system collide. Here, the system of behavior - the strategy - of the participants in the game in a particular conflict situation, as well as the effectiveness of their decisions, depends on the mode of action of other participants. Business games are a kind of strategic games. They imply imitation by a group of persons of economic activity. The business game is carried out in several stages, after each of which the initial situation under the influence of the decisions made undergoes changes.

In the course of the game, different situations, and then, on the basis of the results obtained, a program of further actions is determined, that is, an innovation policy is developed.

3. Delphi method.

It is a method of forecasting possible future events, in which you conduct an individual survey of experts using questionnaires to find out their opinions. In this case, you must provide the experts with the necessary information and exclude direct communication between the members of the group, which excludes the influence of psychological factors: unwillingness to speak out publicly, personal antipathies, attention to the opinions of certain individuals, etc. the results of the questionnaire are processed and brought to the attention of the experts, which allows them to take into account the circumstances that they previously neglected. During each subsequent round, survey participants are asked additional questions and asked to revise their initial estimates. As a result, this leads to a narrowing of the range of estimates. Next, a scenario is drawn up that describes the general opinion of experts about the background of the problem, its current state and forecasts for the future. The result of the scenario is the formulation of the main goal, which serves as the basis for drawing up the so-called "goal tree". The construction of a "goal tree" not only provides a linkage and agreement of the goals of the plan in a qualitative sense, but also makes it possible to conduct some quantitative assessment of their importance.

2. The strategic stage of management in innovation and types of organizational structures of innovative enterprises

Strategic stage of management in innovation: Acceleration of the pace of scientific and technological development leads to an increase in the rate of renewal of products (services) and addiction of consumers to new products, and, consequently, to a reduction in the life cycles of products, technology, demand, to an increase in the intensity of competition in the sales markets of enterprises ... The experience of the development of Western firms shows that innovation is an important factor in increasing the competitiveness of an enterprise in general and its products in particular. For Ukrainian enterprises, the activation of innovative activity is becoming not only a key factor for success in competition, but also a condition for survival in the market. Modernization of technologies, renewal and modification of the product range, improvement of organization and management systems allow domestic enterprises to adapt their products to market requirements, maintain the required level of demand, reduce costs, stabilize and improve financial and economic performance. Analysis different definitions the term "innovation" allows us to conclude that some scientists interpret this term depending on the purpose, object and subject of their research. Nevertheless, in any case, the specific content of the innovation is change. Accordingly, the innovative activity of an enterprise is a process of making changes (innovations), which consists in transforming scientific and technical ideas into a result that has practical application. In full, the innovative activity of the enterprise includes all types of research work (fundamental, prospecting, applied), design, technological, experimental and design developments, activities for the development of innovations in production and among their consumers, that is, the implementation of innovations. Studies of the problems of organizing innovative activities at Russian enterprises have revealed that, along with the lack of effective government programs to support and finance innovative projects, and the lack of enterprises' own working capital, the introduction of innovations often requires significantly higher costs than was expected when making a decision on innovation; potentially effective innovations are not implemented or are introduced with a significant time delay (due to an erroneous assessment of the timing of implementation, with strong resistance to innovation, with an imperfect organization of innovation processes). The importance of the earliest (or at least timely) bringing an enterprise innovation to the market (for example, a new product or service) raises the problem of reducing the duration of the innovation cycle. Therefore, in order to identify opportunities for reducing the duration of the innovation process, a detailed consideration of its main components is necessary. In many works of domestic and foreign authors, the characteristics of various approaches to the organization of innovative processes are given. However, despite the variability of the models of innovation processes among individual authors, the entire variety of proposed alternatives can be divided into two groups, depending on the orientation of the innovation processes. The first group includes models by the authors L.I.Koshkin, A.E. Khachaturov, I.S.Bulatov, S.D. Vodachkova, T. Alimova, assigning a primary role in the innovation process to fundamental, exploratory, applied research and experimental design (Table 1). The generalizing concept of models for organizing innovative processes by the above authors can be presented in the diagram (Fig. one). With this concept of organizing innovative processes, innovations are based on scientific knowledge and the capabilities of the enterprise. Market relevance and acceptability of enterprise innovations in the proposed models of innovative processes: - or is not studied at all (L.I.Koshkin, A.E. Khachaturov, I.S.Bulatov, Fumio Kodama), marketing research market stage, that is, after the launch of the innovation into production (S. D. Ilyenkova, V. F. Grinev, V. Ya. Kardash), when, in our opinion, it may be too late to "change" something in the concept innovation in an unfavorable market situation - or is considered before the launch of an innovation in production, but after the organization of the production process (T. Alimova), which also, in our opinion, leads to an increase in the risk of market lack of demand for innovations and ineffective expenditure of resources, effort and time.

Rice. one.

It should be noted that from the above group of authors, strategic market research is recommended to be carried out only in the model of the innovation process proposed by T. Alimova, however, the financial and economic feasibility of performing such research after the development of the production of innovation also raises doubts. Thus, summing up the results of the study of the models of organization of innovative processes proposed by the first group of authors, we can conclude that the innovative activity of enterprises when applying this concept does not have a market orientation, but proceeds from the capabilities of the enterprise in the field of R&D. Only the commercialization of innovations is associated with marketing in these models. Unfavorable market conditions in relation to innovation can lead to negative financial and economic results of the innovation activity of the enterprise. In addition, the development and production of an innovation without taking into account the needs of the market makes it necessary to apply a strategy of pushing the offer in its implementation, which also increases the risks and costs of innovation. Another group of authors, including J. A. A. Bradbury Donald G. Marguis, Fumio Kodama, G. Ya. Goldstein, P. Doyle, recommends organizing the innovation process taking into account market requirements already at the early stages of innovation development (Table 2). The generalizing concept of models for organizing innovative processes recommended by the authors of this group is shown in Fig. 2. So, for this approach marketing research is recommended to be carried out immediately after the innovation idea generation phase. Development of the concept of innovation based on marketing research and, therefore, taking into account the requirements of the market, in our opinion, increases the efficiency of innovation activities of the enterprise, reducing risks and minimizing the time and resources spent on introducing innovations.

Rice. 2.

Donald G. Marguis, G. Ya. Goldstein recommend carrying out research of market opportunities for selling the developed innovation at the initial stage of the innovation process. Such a model for organizing the innovation process allows the company's specialists not only to study the current needs of consumers, but also to identify promising market needs and to concentrate all creative efforts to generate ideas in the "right" direction, which will also have a favorable effect on the duration and financial and economic efficiency of the innovation process.

In this model of the innovation process, the phase of marketing research at the market stage is not separately distinguished, however, it is possible that market research is implied by the authors in the process of marketing or disseminating the innovation. In accordance with the classification of innovation processes proposed by Roy Roswell, the first considered version of the model of the organization of the innovation process belongs to the I generation of innovation processes. Roswell characterizes this generation in the following way: "A technology push-model. A simple linear-sequential process with an emphasis on the role of R&D and treating the market only as a consumer of the results of technological activity of production." Consequently, such models of innovation processes, which are often found in the recommendations of domestic authors, are models of half a century ago. The second considered approach to the organization of the innovation process, according to Roswell, refers to the second generation of innovation processes. Roswell defines this generation this way: "Same linear sequential model, but with an emphasis on the importance of the market to which R&D (need pull model) responds." Thus, similar models of innovation processes that take place in domestic publications, despite their higher efficiency compared to models of the first generation, are also "morally obsolete." Considering the further evolution of innovation processes, Roswell singles out third generation innovation process models: "Coupling model. To a large extent, a combination of generation I and II models with an emphasis on linking technological capabilities and capabilities with market needs" (Fig. 3).

Rice. 3.

IV generation of innovation processes, according to Roswell, is still relevant today. Its difference is that "attention is focused on the parallel activities of integrated groups and external horizontal and vertical ties." The main feature of IV generation innovation processes is the organization of the parallel development of innovation by several groups of diverse specialists of the enterprise: employees of the marketing, R&D, production, technical, planning and economic, sales, financial, etc. departments (Fig. 4).

Rice. 4.

Forecasting the further development of models of innovation processes, Roswell singles out the V generation of innovation processes (present - future), calling them "models of strategic networks (strategic networking model), strategic integration and establishing links". Such an innovation process is distinguished by the fact that new functions are added to the parallel process of developing innovation: conducting R&D using systems computing technology and informatics, electronic networks and communications, through which strategic relationships are established between innovators and suppliers, partners, and consumers (Fig. 5). Analysis of the evolution of models of innovative processes made it possible to identify the need for a transition in the innovative activity of enterprises: - first, from the organization of innovative processes based on the internal capabilities of the enterprise (R&D) to an organization focused on the needs of the market, - second, from linear-sequential innovation processes - to processes based on the parallel activities of integrated innovation development teams. In addition, the innovation process today should have a close relationship not only with the marketing concept, but also with the concept of the strategic organization of the enterprise's innovative activity. This concept is that necessary condition long-term development of the enterprise is to focus on meeting the future needs of the market. The concept of the strategic organization of innovative activities provides for the provision of a stable (long-term) competitive advantage of the enterprise through the continuous implementation of innovative activities on the basis of constant strategic analysis of the market situation, identifying the prospects for innovative development of the enterprise and the market, concentration of funds and efforts of the enterprise in the most strategically attractive areas innovative activity.

Rice. five.

The core of the strategic organization of the enterprise's innovative activity should be the strategy of innovative activity, which is developed within the framework of the corporate (integrated) strategy for the development of the enterprise and determines the formation of a strategic set of the enterprise: commodity, marketing, competitive, resource, financial, production and other strategies, being their driving force, that is, it predetermines the content, composition, aggressiveness of strategies. The application of the concept of strategic organization of innovation will allow the enterprise to improve the quality of management decisions and will ensure an increase in the efficiency of innovation in general and each innovation in particular by reducing the time spent on the development and implementation of innovation, and, consequently, minimizing the cost of material and financial resources.

Types of organizational structures of innovative enterprises.

The solution of the tasks facing an innovative enterprise is carried out within the framework of organizational structures, consisting of interconnected and interacting units, aimed at achieving the goals of the innovative enterprise. The organizational structure of an innovative enterprise is a set of main divisions or individual functionaries, specialists, designed to consistently solve the problems of an innovative enterprise, as well as auxiliary, service and management divisions; the system of their interconnection and responsibility. The organizational structure of an innovative enterprise is formed under the influence of many factors:

• - features of the branch of knowledge, science, technology, production;
• - independence or place in the structure of the association;
• - the level of specialization and the degree of cooperation;
• - terms of solving innovative problems;
• - available resources of an innovative enterprise;
• - technology, work automation, etc.

The most important principles of building and improving the structures of innovative enterprises are:

• - the primacy of goals, functions, tasks and the secondary nature of their decisive subdivisions;
  - rational division, specialization and cooperation of labor;
• - hierarchy of interaction of structural units with a minimum number of levels of hierarchy;
• - ensuring manageability at each hierarchical level;
• - inadmissibility of divisions with double subordination;
• - establishing the optimal size of units;
• - the ability to quickly restructure when changing goals, objectives, etc.

The entire existing set of various organizational structures of innovative enterprises can be reduced to several types, providing for different options for the distribution of responsibility, functions and work performed, specialization and cooperation:

• - functional;
• - thematic;
• - mixed type of organizational structures of innovative enterprises.

The functional type of structure is a collection of fully specialized units that perform certain parts of the work, corresponding to their profile and specialization. It is distributed where similar works of the same type are performed, which can be divided into separate components. It is intended for the primary solution of internal problems - the creation of the most favorable conditions for the specialization and profiling of the work of specialists.

The thematic type of structure is characterized by the fact that divisions here bring together specialists of various profiles. Functioning in conditions of almost complete autonomy, each thematic division carries out its work from start to finish, and their timely and high-quality implementation is almost independent of the activities of other divisions. At the same time, the thematic structure is, as it were, aimed at the final result, that is, at the external consumer.

In real practice, mixed structure options are most often used, which create the best opportunities for quick and high-quality work. At the same time, the most rational ratio of functional and thematic divisions is determined in flexible and dynamic structures that provide the possibility of horizontal coordination of work aimed at fulfilling the tasks and planned innovations.

A rational organizational structure should meet the following requirements:

• - comply with the main goals of the innovative enterprise;
• - focus on the prospects for the development of innovations, study the demand for them in the market;
• - have flexibility and the ability to adapt to new goals and objectives;
• - to contribute to the improvement of the quality of developed innovations;
• - to ensure the most rational division, specialization and cooperation of labor;
• - avoid duplication of work;
• - use the most rational work technologies;
• - to ensure the possibility of rational and even loading of all main categories of performers;
• - contribute to the saving of all types of resources
• 3. Technology and methods of innovation management

Technologies are continuously updated as science and technology advance. The main trends in the development of modern production technologies are three main directions:

Ё transition from discrete (cyclic) technologies to continuous (flow)

production processes as the most efficient and economical;

Ё introduction of closed (waste-free) technological cycles as part of

production as the most environmentally neutral;

Ё increasing the science intensity of "high" and "newest" technologies,

as the highest priority in business.

In the twentieth century. , especially since the second half of it, a number of new technologies have emerged: biotechnology of organic synthesis of artificial substances with desired properties, technology of artificial structural materials, membrane technology of artificial crystals and ultrapure matter, laser, nuclear, space technologies and, finally, information technology. The true information revolution is associated, first of all, with the creation of electronic computers at the end of the 40s, and from that time the era of development was calculated information technology, the material core of which is formed by microelectronics. Microelectronics forms the element base of all modern means of receiving, transmitting and processing information, control and communication systems. Microelectronics itself arose initially precisely as a technology: in a single crystal device it turned out to be possible to form all the basic elements of electronic circuits. An important property of information technology is that for it information is not only a product, but also a raw material. What's more, electronic simulation the real world, carried out in computers, requires processing an immeasurably larger amount of information than the final result contains. Electronic modeling is becoming an integral part of human intellectual activity. Comparison of the "electronic brain" with the human has led to the idea of ​​creating neurocomputers - computers that can learn. A neurocomputer behaves in the same way as a person, that is, it looks through information many times, makes many mistakes, learns from them, corrects them and, finally, successfully copes with the task. Neurocomputers are used for pattern recognition, perception of human speech, handwriting, etc. Each successful step along this path helps people understand the mechanism of the processes that underlie our psyche and intelligence. This path can lead from microtechnology to nanotechnology and nanosystems, which so far belongs to the field of science fiction. The birth of new technologies has always been revolutionary in nature, but, on the other hand, technological revolutions did not destroy classical traditions. Each previous technology created a certain material and cultural base necessary for the emergence of the next one. Each generational change of information technology means requires retraining and a radical restructuring of the engineering thinking of specialists, a change in the extremely expensive technological equipment and the creation of more and more mass computing technology. This establishment of constant evolutionary rates is of a very general nature, especially since the advanced field of technology and technology determines the characteristic rhythm of the time of technical development as a whole. Information technology has an integrating property in relation to scientific knowledge in general and to all other technologies. She is essential tool implementation of the so-called formal synthesis of knowledge. In information systems on a computer base, a kind of formal synthesis of heterogeneous knowledge takes place. Computer memory in such systems is like an encyclopedia that has absorbed knowledge from various fields. This knowledge is stored and exchanged here due to their formalization. The outlined expansion of the programming capabilities of qualitatively excellent knowledge allows us to expect significant rationalization and automation of scientific activity in the near future. At the same time, the introduction of science as a fundamental basis in modern technologies requires such a volume and quality of computational and computational activities that cannot be carried out by any traditional means, except for the means offered by modern computers. A special role is assigned to the entire complex of information technology and technology in the restructuring of the economy towards science intensity. There are two reasons for this. First, all the branches of this complex are in themselves science-intensive (the factor of scientific and theoretical knowledge is becoming more and more decisive). Secondly, information technology is a kind of transformer of all other sectors of the economy, both production and non-production, the main means of their automation, a qualitative change in products and, as a result, transfer partially or completely into the category of science-intensive ones. Related to this is the labor-saving nature of information technology, which is implemented, in particular, in the management of many types of work and technological operations. Information technology itself creates the means for its evolution. The formation of a self-developing system is the most important result achieved in the field of information technology. Methods. The methods of management, or influence, in the management process are an important section in management. Among them, the main ones are organizational and administrative, or organizational and administrative, economic and socio-psychological. IN recent times sociological methods are also gaining importance. All these control methods cannot act in isolation from each other, since they represent a set of methods for influencing the control system on the controlled one to achieve a certain goal. In order to realize certain goals, as well as functions and management principles, the above methods are used. A control method is a set of techniques and methods of influencing a controlled object to achieve goals. The word "method" has a Greek origin, literally translated as "research", has two meanings: the first is a way of studying natural phenomena, an approach to the studied phenomena, a planned way scientific knowledge and establishing the truth; the second is a technique, method or mode of action. In management, there is a very wide variety of management methods and their classifications. The most widespread is the classification of management methods depending on their content, focus and organizational form, which reflects the administrative, economic and social impact on the controlled system. The focus of management methods is focused on the management system (object). It can be both an enterprise as a whole, and its separate subdivision (department, department, etc.). It can also be an enterprise function (production, marketing, innovation, finance, information) or a management function (planning, organization, motivation and control). The content of management methods is the specificity of techniques and methods of influence. The organizational form of management methods is the impact on a specific situation. It can be direct (immediate) or indirect (statement of the problem and creation of stimulating conditions). In connection with the above, the following management methods are distinguished: organizational and administrative, or organizational and administrative, based on direct directives; economic, due to economic incentives; socio-psychological, used to increase the social activity of employees.