Innovations and their forms. Innovation activities, features and characteristics

One of the main goals of management is to ensure the competitiveness of the enterprise is stable and resistant to changes in the external environment, which necessitates high innovative activity.
Over the past decades, both in the lives of ordinary people and in the field of special professional activities, significant changes have occurred, which, on the one hand, were a consequence of scientific and technological progress, and on the other, were the result of significantly intensified competition. The industrial stage of economic development allowed enterprises to achieve competitive advantages as a result of the concentration of capital, the development of integration processes, and increased dominance in markets through mergers and acquisitions. In the context of the concept of the knowledge economy, innovation economy, new technological opportunities and non-standard forms of doing business, based on the ability of enterprise management to foresee possible changes in technology and technology and the ability to identify possible and effective areas of application of innovations, and to create new needs among potential consumers, become more significant.
The modern management paradigm is based on the need and possibility of managing demand and creating new needs, which ultimately becomes a prerequisite for the growth of innovative activity of enterprises. Enterprise management is increasingly becoming long-term oriented, as innovation changes the entire industrial and technological basis of business.
The term “innovation” was first used in the 19th century. in cultural studies and means the penetration of some elements of one culture into another. The meaning of the term “innovation” translated from English “innovation” means the developing complex process of creation, dissemination and use of innovation, which contributes to the development and increase in the efficiency of business firms.
It should also be taken into account that the Latin word “novator” is a renovator, i.e. a person who introduces and implements new, progressive principles, ideas, techniques in any field of activity, the English term “innovate” is to introduce innovations, make innovations, produce changes, the concept of “innovator” refers to a company that creates new products and uses new technology. In the English-language economic literature, the term “innovation” has a long tradition of everyday use, due to which a number of established expressions have emerged that emphasize the breakthrough, particularly important nature of those innovations that are designated by the term “innovation” - “capital-saving innovation” - capital-saving innovations; “design innovation” - changing the design of the machine; “factor-saving innovation” - an innovation that saves costs on a production factor (labor or capital); “financial innovation” - financial innovation, development of new financial methods; “manufacturing innovation” - a new production method; “product innovation” - a new product.
Adam Smith, in his monograph “The Wealth of Nations,” published in 1776, argued that the organizational mechanism of capitalism is not only the market system (the relationship between supply and demand), but also competition, which forces one not only to satisfy ever-increasing needs by lowering prices and quality improvement, but also to do this in the most effective way by switching to new technologies, i.e. through innovation.
F. Kotler defines innovation as an idea, product or technology launched into mass production and presented on the market, which the consumer perceives as completely new or having some unique properties.
The founder of the theory of innovation is Joseph Schumpeter, who interpreted innovation as a new scientific and organizational combination of production factors, motivated by the entrepreneurial spirit, which is identical in meaning to the concept of “innovation” and implies an object introduced into production as a result of scientific research, a scientific discovery made, qualitatively different in its parameters from previous analogues, or having no analogues, bringing significant economic benefits, i.e. a new application of scientific and technical knowledge leading to market success.
J. Schumpeter focused his attention on economic innovation and highly appreciated the role of the entrepreneur-innovator in economic progress, while considering entrepreneurs not only “independent” economic entities of a market economy, but also all those who actually perform the fundamental function of combining factors of production. He also considers as entrepreneurs those who do not have long-term ties with an individual enterprise and use them only to carry out new combinations. According to Schumpeter, entrepreneurs are a special type of people, and their activity is a specific problem, since they perform the functions of creating something new, and making something new objectively is more difficult than producing something familiar and tested.
In his opinion, the role of entrepreneurs is to reform or revolutionize production, using inventions to produce new goods or produce old ones in a new way, opening new sources of raw materials or new markets, reorganizing an industry, etc. The content of entrepreneurial activity is the implementation of “new combinations of factors” of production and various innovations .
A significant contribution to the development of the theory of the innovative path of economic development was made by N.D. Kondratiev, who, expounding the doctrine of large cycles of economic conditions lasting half a century, substantiated the natural connection of the “increasing” and “decreasing” waves of these cycles with the waves of technical inventions and their practical use. The main role in changes in the economic life of society N.D. Kondratiev devoted scientific and technical innovations.
Innovation (innovation)- this is the final result of creative activity, embodied in the form of a new or improved product or technology, practically applicable and capable of satisfying certain needs, i.e. the result of the implementation of new ideas and knowledge with the aim of their practical use to satisfy certain consumer needs.
Innovation creates the conditions for increasing the level of competitiveness of enterprises, making up for the insufficient level of competitiveness. The essential properties (signs) of innovation are thus:

scientific and technical novelty,
production applicability,
economic utility,
commercial feasibility (effectiveness).

The commercial aspect defines innovation as an economic necessity realized through the needs of the market. From this point of view, two points are distinguished: “materialization” of innovation - from an idea to its embodiment in a product, service, technology; “commercialization” of innovation - turning it into a source of income.
The systemic, complex nature of innovation is reflected in the complexity and versatility of the concept of innovation. It includes a wide range of innovations with varying degrees of novelty of the knowledge embodied in them, used in various industries and fields of activity, sold in various markets, etc. .
Therefore, innovation management should be based on a typology of innovations, their classification according to various essential grounds, criteria, and parameters. The typology of innovation is important not only for the development of a consistent theory of innovation management, but also for the practice of innovation management. Innovation managers in their activities must proceed from the idea that different types of innovation have their own characteristics of development, implementation and dissemination, require specific approaches to management, appropriate structures of innovation, its methods and styles.
The methodology for a systematic description of innovation is based on international standards, recommendations for the practical application of which were adopted in Oslo in 1992 and called the “Oslo Manual”, according to which four main types of innovation must be distinguished in the overall system of innovation:

Grocery.
Technical and technological (process).
Marketing.
Organizational (organizational and managerial).

Product innovation is the most common type of innovation and is represented in almost all enterprises. The dominance of product innovation is also confirmed by data from the State Statistics Committee of the Russian Federation. Moreover, their nature differs from enterprise to enterprise. For some, this is a complete change in the assortment or a significant expansion of the range that goes beyond the traditional profile; for others, it is an increase in the consumer qualities of products of a traditional profile, taking into account consumer requests. Sometimes the release of new products was carried out without changing technology and using old equipment, sometimes the development of new products was accompanied by the introduction of technology new to the enterprise and the purchase of appropriate equipment.
It is the production of new products that can satisfy market demands that is the leading motive for technological innovation for the surveyed enterprises. At the same time, the specific prerequisites for innovation may be different: improvement of the technological process, saving resources, environmental requirements, unavailability of advanced technological solutions. In almost all enterprises, the goal of technological innovation was to increase competitiveness by improving product quality, reducing its cost, expanding the range and range of manufactured products.
It is noteworthy that technical innovations, e.g. The introduction of new equipment is most often caused by either the transition to the production of new products, or the need to radically improve the quality of already produced products. In a number of cases at Russian enterprises, the installation and development of new equipment was due to the need to replace obsolete and worn-out equipment and expand the material and technical base due to the exhaustion of growth reserves due to old equipment.
Marketing innovation involves the introduction of a new marketing method, including significant changes in product design or packaging, product placement, promotion, or pricing, aimed at better satisfying consumer needs, opening new markets, or gaining new market position for the company's products in order to increase sales volume.
A distinctive feature of marketing innovation compared to other changes in marketing tools is:

the introduction of a marketing method that has not previously been used by the enterprise, which should become part of a new marketing concept or strategy that represents a significant departure from those previously existing in the enterprise;
significant changes in the design of a product that are part of a new concept for its marketing - changes in form and appearance that do not change the functional or consumer characteristics of this product, changes in product packaging;
development of new sales channels - introduction of a franchising system, direct sales, exclusive retail trade or product licensing.

Often the development of new products is accompanied by organizational and managerial innovations, which are most often characterized by the organization of new departments, divisions and services at all levels. At most enterprises, marketing departments were created, while in some of them, at the initial stage of reforms, the formation of marketing departments was a simple change in the sign of the sales department. However, then their functions were expanded and divided into studying demand for products and forecasting it, on the one hand, and organizing sales, on the other. Accordingly, the introduction of marketing methods of sales management requires changes in the system of planning production volumes and pricing. In addition to changing the management structure, organizational and managerial innovations also include other activities aimed at increasing efficiency and improving production and personnel management methods. Innovations in the social and labor sphere (the use of new forms of employment and contracts, new remuneration systems) can also be considered as management innovations.
As a rule, innovation at enterprises is complex. At the same time, different types of innovations were interrelated in terms of goals and implementation results. In principle, local, targeted innovations are a routine activity of enterprises; without them, the existence of an enterprise cannot be maintained. It's surprising that continuous, complex change has become routine for many businesses. And this is one of the important characteristics of the modern innovation process at the enterprise level.
As the main criteria by which types of innovation are distinguished, it is necessary to note the degree of novelty and radicality of the innovation; the nature of practical activities in which innovation is used; technological parameters of innovation.
Classification of innovations allows:

Systematize knowledge about types of innovations, their manifestations and positions in the company system.
Ensure a more accurate identification of each innovation, determining its place among others, as well as possible limitations.
Provide a relationship between the type of innovation and the innovation strategy.
Provide program (project) planning and system management of innovation at all stages of its life cycle.
Develop an organizational and economic mechanism for implementing innovations and replacing them with new ones to solve the strategic problems of the organization.
Develop an appropriate competency mechanism (overcoming anti-innovation barriers) that allows for more successful promotion of innovation.

There are a number of generally accepted characteristics of the classification of innovations (Fig. 3).
Basic innovation (sometimes also called radical) is an innovation that is based on a scientific discovery or major invention and is aimed at developing fundamentally new products and services, new generation technologies. The creation of basic innovations is associated with large expenditures of resources, a high level of risks and uncertainty. However, at the same time, they are a source of subsequent improvements, modernization, distribution in other industries, the creation of new needs and new markets. This group of innovations is not widespread or numerous, but the returns from them are disproportionately significant. The potential result of such innovation is to provide long-term advantages over competitors and significantly strengthen market positions.
Improving innovation (also called incremental innovation) is an innovation aimed at improving the parameters of manufactured products and technologies used, improving products and technological processes. Improving innovations are created as a result of observation and analysis both in the sphere of consumption of a product and in the process of its production. These improvements promise

Rice. 3. Classification of innovations

risk-free increase in consumer value of products, cost reduction. In addition, improvement innovation is a consequence of the desire for product differentiation. Such innovations are of particular importance in conditions of mass and large-scale production at large enterprises, as a result of which products are created that are balanced in all respects and aimed at long-term retention of market positions.
Table 13
Comparative characteristics of basic and improving innovations

Options	Basic Innovation	Improving Innovations
1. Risks and difficulties:
1.1. Design failure	very likely	unlikely
1.2. Market failure	very likely	average degree probabilities
1.3. Project budget planning	difficult	easy to implement
1.4. Determining the timing of the project	difficult	easy to implement
2. Organization of work:
2.1. Research Team Form	team with strong leader	democratically managed team
2.2. Type of leader project	entrepreneur, pioneer	specialist
2.3. Project curator	senior manager organizations	middle manager, designated person
2.4. Resistance to innovation	very strong	moderate
3. Results:
3.1. Degree of novelty of the product	very high, may have no analogue, cardinal	small to medium
3.2. Changes in market positions	essential	small to medium
3.3. Competitive advantages	long-term, provide leadership by quality	short-term, provide low costs

The dynamics of basic and improving innovations in an organization significantly depend on the place that this organization occupies in the structure of the industry and its role in it. Japanese researcher K. Kusunoki, using the example of communication equipment production, found that industry technology leaders or large organizations in their activities focus on improving innovations, while small organizations or industry outsiders often strive to create radically new products and technologies, i.e. carry out radical innovations.
The dynamics of basic (radical) and improving (incremental) innovations are also significantly influenced by the stage of the industry life cycle. As is known, industries are young (for example, the electronics industry, the software industry, the cable industry, etc.) and old (for example, light industry, coal, forestry, etc.). Where an industry is in its life cycle influences the ratio of radical to incremental innovation.
In young industries, i.e. in the early stages of the industry life cycle, basic (radical) innovations prevail. In later stages, i.e. in old industries, the vast majority are improving (incremental) innovations.
Pseudo-innovations (rationalizing innovations, modifying) - activities that result in a partial improvement of the characteristics (sometimes secondary) of existing, including obsolete types of products, generations of equipment and technologies. They act as a temporary solution as opposed to real innovations, allowing them to remain in the markets of obsolete products and maintain ineffective technological processes.
Manufacturing innovations are embodied in new products, services or production process technologies, i.e. they represent the implementation of new knowledge in new products, services or the introduction of new elements into the production process, and are implemented in primary production activities. These are product and technological innovations.
Management innovation is new knowledge embodied in new management technologies, new administrative processes and organizational structures. Social innovation is a new way to resolve social conflicts, a type of social assistance, a way to adapt workers, the introduction of a social partnership system.
While product and process innovations are generally recognized and their descriptions are included in international standards (Frascati Guide, 1993), social innovations, including managerial ones, are often underestimated. Management innovations can be much more profitable and cheaper than product and process innovations. But at the same time, their implementation is much more difficult, since it is associated with changes in behavior, habits, ideas, and business culture. They are riskier because they affect people’s interests, cause conflicts, are less predictable, and can lead to inversion (directly opposite to the desired result). Therefore, social innovations must be carefully studied and analyzed.
Innovation can be used to satisfy any personal needs - consumer innovation. Consumers in this case are, as a rule, individuals and families. The purpose of consumer innovation is to increase the economic, social, and psychological effect of using a product. Another type of innovation is called investment innovation. The consumers of such innovation will be a manufacturing enterprise, a scientific organization, or an individual entrepreneur. The purpose of production innovation is to increase the economic effect in the production of products of the enterprise that purchased the innovation.
Each level in the enterprise system corresponds to certain types of innovation:

strategic level - innovations in mission, strategies, innovations in foreign economic activity, in negotiation processes;
intra-company level - innovations in production processes, organizational structure, control system;
the personal level is innovation in personal work techniques, methods for developing the creative potential of an individual, methods for building a business career, and in training systems.

Based on the scale of influence (impact) innovations, a distinction is made between point (single) innovations that have an impact on a separate parameter of the product and are built as new elements into a known technological system in order to improve it, and complex ones that lead to the reorganization of the entire technological system (interrelated innovations and their complexes form a new technology, with the use of which it is possible to obtain new products, which, in turn, changes the structure of the production organization and management system).
Replacement innovations are innovations intended to replace existing (old) products or technologies with new or modified ones, while maintaining their purpose and functions.
Rationalizing innovations are presented in the form of a rationalization proposal. Rationalization is a technical solution that is new and useful for the organization, and involves changing the design of products, production technology and equipment used, or changing the composition of the material.
Expanding innovations are aimed at deeper penetration into various industries and markets of existing basic innovations.
Sustaining innovation occurs when competition forces a company to produce more expensive, improved products for its core customers. In such a situation, leading companies will definitely be ahead.
Disruptive innovations that aim to make commercially successful products that are simpler, more convenient, cost less, and appeal to less attractive or even new categories of consumers. Under these conditions, “attackers” can defeat the leaders. Moreover, small and medium-sized businesses can act as “attackers”.
Reactive innovations are aimed at the survival of the company; they appear as a reaction to radical innovative transformations carried out by competitors.
Strategic innovations are proactive in nature and aimed at obtaining significant competitive advantages in the future.
In practical management activities, generalized, integrated characteristics of the dynamics of innovation implementation by an economic entity are often used. Thus, the variety of types of innovations, with knowledge about the distinctive features of each of them, allows us to develop and provide conditions for their successful implementation.
The following basic principles of innovation are distinguished:

Priority of innovative production over traditional production.
Efficiency of innovative production - resources allocated to innovation are justified only to the extent that they lead to commercial success.
Organizational and structural isolation associated with the need and expediency of creating an independent innovative structure for a new idea or invention, which may be completely unsuitable for solving other problems.

These principles underlie the concept of the innovation life cycle in conjunction with the periodization of the innovation process. The life cycle of an innovation is a certain period of time during which the innovation has active life force and brings profit or other real benefits to the manufacturer and/or seller.
The role of the innovation life cycle concept in planning the production of innovations and organizing the innovation process is of priority importance and is as follows:

the concept of the life cycle of innovation determines the need to analyze economic activities taking into account the dynamics of development of an economic entity, including promising ones;
the concept of the innovation life cycle justifies the need for constantly organized activities to plan the release and/or acquisition of innovations;
the concept of the innovation life cycle serves as the basis for analysis and planning of innovation. As a result of the analysis, the stage of the innovation's life cycle, the trend of its long-term development, decline and end of existence are determined.

Innovation life cycles differ by type of innovation. These differences affect, first of all, the total duration of the cycle, the duration of each stage within the cycle, the peculiarities of the development of the cycle itself, and the different number of stages. The types and number of life cycle stages are determined by the characteristics of a particular innovation. However, for each innovation it is possible to determine the “core”, that is, the basic basis, of the life cycle with clearly defined stages (Fig. 4).
Figure 4 shows a comparison of the stages of the innovation life cycle from both the researcher’s and the entrepreneur’s perspectives.
For a researcher, the initial process of producing innovation is fundamental research - experimental or theoretical research aimed at obtaining fundamentally new knowledge about the patterns of development of nature, society, man, and their interconnection. The need for such research is determined by the needs of the national economy or industry. They may end with recommendations regarding the organization of applied research to determine the possibilities of practical use of the acquired scientific knowledge, scientific publications, etc. The peculiarity of fundamental research as a creative process is the impossibility of determining in advance the final result, the expenditure of time and money to achieve it, and the individual, unique nature of the research.
The results of fundamental research are presented in publications, scientific reports and reports, containing theories, hypotheses, formulas, models, systematic descriptions. Includes two stages - exploratory and scientific-technical research.

Rice. 4. Stages of the innovation life cycle

nia. The second stage is more closely associated with innovation, at which the selection of results suitable for practical implementation is carried out, the technical feasibility and economic feasibility, and areas of their priority use are identified. The results of fundamental research can be used for various, not always foreseeable, purposes, in different industries, over a long period of time - 30-40 years.

Applied research is scientific and scientific-technical activity aimed at obtaining and using knowledge for practical purposes, searching for the most rational ways to practically use the results of fundamental scientific research in the national economy. Their end result is recommendations for the creation of technical innovations - innovations - technological regulations, preliminary designs, technical specifications and requirements, methods and standards, projects of enterprises and technology of the future, standard standards, as well as other scientific recommendations. At this stage, experimental work related to laboratory and pre-production tests is also carried out.
The organization of applied research is regulated, including four main stages:

Theoretical justification of the path and methods for developing applied problems, drawing up diagrams and options for solutions to scientific and applied problems, mathematical and material models.
Development and approval of technical specifications (TOR), including information preparation, prognostic assessment of the significance, costs, results and effectiveness, development of a program, methods and design of the study, including stages and assessment of the reliability of the research methodology. The scope of work, the composition of performers, cost estimates and a draft contract are determined.
Experimental stage (experimental testing).
Generalization and evaluation of the results of research work.

Design (Latin projectus - “thrown forward”) is a manufacturing process based on the results of applied research and experimental verification of scientific and technical documentation for the creation of new or improved products, structures, processes and control systems, for creation under given conditions not yet an existing object according to its primary description. The final result of project activities is a project, i.e. a set of documentation intended for the creation of a specific object, its operation, repair and disposal, as well as for checking or reproducing intermediate and final solutions on the basis of which this object was developed. The design object can be a material object, the performance of work, or the provision of a service. Design can be viewed on the one hand as the final phase of research, and on the other as the initial phase of production.
Design is also a search for scientifically based, technically feasible and economically feasible engineering solutions. The result of the design is the design of the future product. Design as a conscious, purposeful activity has a certain structure, i.e. the sequence and composition of the stages and phases of project development, the set of procedures and technical means involved, the interaction of participants in the process. The main stages (stages) of the structure are presented in Fig. 5.

Rice. 5. Stages of development of project documentation

The technical specification (TOR) establishes the main purpose, technical characteristics, quality indicators and technical and economic requirements for the object being developed, instructions for performing the necessary stages of creating documentation and its composition, as well as special requirements for the product.
Technical proposal (PT) is a set of documents containing a technical and feasibility study of the feasibility of developing a project. This conclusion is given based on an analysis of the customer’s specifications and various options for possible solutions, their comparative assessment, taking into account the features of the developed and existing products, as well as patent materials.
A preliminary design (DS) is a set of documents containing fundamental decisions and giving a general idea of the structure and operating principle of the object being developed, as well as data defining its purpose, main parameters and overall dimensions. In the case of a very complex object, this stage may be preceded by a pre-design study containing theoretical studies designed to substantiate the fundamental possibility and feasibility of creating this object.
Technical design (TD) is a set of documents that must contain final technical solutions that give a complete picture of the structure of the designed object, the initial data for the development of working documentation.
At the detailed design (DP) stage, detailed documentation is first developed for the manufacture of a prototype and its subsequent testing. Tests are carried out in a number of stages, based on the results of which the design documents are adjusted. Next, working documentation is developed for the manufacture of the installation series, its testing, and equipping the production process for the main components of the product. Based on the results of this stage, the design documents are again adjusted and working documentation is developed for the manufacture and testing of the lead (control) series. Based on the documents of products that have been finalized and tested in production, manufactured according to a fixed and fully equipped technological process, the final working documentation of established production is then developed.
In the process of developing project documentation, depending on the complexity of the problem being solved, it is possible to combine a number of stages. The stages of setting technical specifications and technical design can be included in the cycle of scientific research work (R&D), and the stages of technical proposal and preliminary design can form a cycle of development work (R&D).
The cycle of work is completed by the stage that sums up the project activity - certification - determining the level of quality of the created product and confirming its compliance with the requirements of those countries where its subsequent implementation is expected. The need to separate this stage as an independent one is due to the fact that currently the export of products or their sale within the country is in many cases unacceptable without a quality certificate.
Primary (pioneer) development of innovations is the introduction of development results into production, which involves the following procedure:

individual production of new products required in single copies, development of serial production of new products, commissioning of new structures, technological processes and control systems, practical use of new methods - technical development;
achieving the design capacity and design volume of use of the innovation - production development;
achieving the design socio-economic efficiency of innovation - economic development.

Economic development ends with the achievement of design capacity and economic indicators: material and energy intensity, labor productivity, cost, profitability, capital productivity. At this stage of development, additional work is carried out to eliminate shortcomings identified during the process of production and technical development.
The dissemination of an innovation, or diffusion, is its economic development on a wide scale based on the dissemination of information about the innovation, replication of relevant documentation, updating of equipment, training of personnel, development and implementation of business plans, taking into account the specifics of specific enterprises and implementation experience.
Consumption as a phase of the life cycle of an innovation is characterized by a gradual stabilization of costs and an increase in the effect, mainly due to an increase in the volume of use of the innovation. This is where the bulk of the actual effect of the innovation is realized.
Obsolescence - completes the entire life cycle of an innovation. It begins from the moment the development of the next innovation is completed, the economic, environmental or social efficiency of which makes its development rational.
In conclusion, it should be noted that the main indicators of innovation activity of Russian enterprises (Fig. 6) indicate a decrease in the already low level in 2012. There were slightly more enterprises introducing technological innovations, while the data indicate a sharp decrease in the number of enterprises introducing innovations environmental, despite the priority of the concept of sustainable development in the world community.

Rice. 6. The share of organizations that carried out innovations in the total number of organizations surveyed, %

Approaches to innovation in large companies generally fit into three schemes:

“Searching for market demands” - for example, companies such as Apple and Procter & Gamble engage customers directly to generate new ideas.
"Market followers" - such as Hyundai and Caterpillar, companies that monitor the market for incremental innovations and improvements to existing products.
"Technology Focused" - Companies such as Google and Bosch depend on internal technology capabilities to develop new products and services. They use investments to develop both breakthrough ideas and incremental innovations, hoping that these innovations will meet market demands.

Booz&Co, conducting research, estimated the number of enterprises implementing these strategies in Russia and in the world as a whole - Fig. 7 - which indicates that in Russian corporations innovations are mainly carried out by engineers and specialists in technical areas of science who are not interested in the market and, as a result, do not listen to the client’s opinion, unlike foreign companies.

Rice. 7. Innovation strategies in companies
The above indicates the importance and priority of solving the problems of modernizing approaches to the development of innovation in Russian companies, and innovation and project management can become a fairly effective tool here.

Control questions

1. What is innovation and innovation management?
2. What are the features of the emergence of innovation?
3. Evolution of technological structures.
4. The core of the technological structure.
5. The concept of novelty and innovation. Classification of innovations.
6. Classification of sources of innovation.
7. Goals, objectives and content of innovation management.
8. The concept of the innovation process.
9. The main phases of the innovation process and their content.
10. The relationship between the life cycles of innovation, product and product.
11. The meaning and content of the phases of distribution and diffusion of innovation - the main components of the stage of bringing an innovation to the market.
12. Organizational forms of innovative activity.
13. Organization of innovative activities at the enterprise.
14. Characteristics of an innovative organization.
15. Innovation system. Basic concepts.
16. National innovation system.
17. Regional innovation system.
18. Corporate innovation system.
19. Infrastructure of the innovation sphere.
20. Selection of an innovative business model.
21. Options for financing innovation activities.
22. Formation of an innovation team, participants in an innovation project.
23. The main mistakes of innovative enterprises.
24. The concept of innovation strategies and their classification.
25. Characteristics of violent enterprises.
26. Characteristics of the patients’ enterprises.
27. Characteristics of expeller enterprises.
28. Characteristics of switchboard enterprises.
29. Assessment of the situation when choosing an innovation strategy.

The organization of innovation activity in Russia historically, due to objective and subjective reasons, has a number of specific features. This, in turn, determines the features of organizational forms for carrying out innovation processes.

World experience in organizing innovative activities indicates a fairly wide range of different forms of its implementation.

Shown in Fig. 4.4, a diagram showing various organizational forms of carrying out innovative activities depending on two factors - the project initiator’s need for investment (requirement for assets) and the indicator of economic efficiency of the innovative project (return on investment period, or payback period of the project), makes it possible to evaluate this diversity .

Small innovative (or venture) Firms include the following types of organizational entities:

firms created by inventors using their own funds and loans from venture capital for the industrial development and commercialization of innovations;

“spin-off” companies (offsprings), created by separating a scientific and technical team from an industrial company.

The main factors determining the important role of small innovative organizations in the field of innovation include:

mobility and flexibility in the transition to innovation, high sensitivity to fundamental innovations;

nature of motivation, due to both non-economic and commercial reasons, since only the successful implementation of such a project will allow its author to succeed as an entrepreneur;

narrow specialization scientific research or development of a small range of technical ideas;

low overhead(small management personnel);

willingness to take risks.

Small innovative entrepreneurship requires the development of infrastructure, the most important elements of which include (Fig. 4.5):

engineering companies and implementation organizations;

technology parks and technopolises;

venture funds and their funds.

Engineering companies specialize in the creation of industrial facilities; in the design, production and operation of equipment; in organizing production processes taking into account their functionality, safety and efficiency. They are the link between research and development, on the one hand, and between innovation and production, on the other. Engineering activities are associated with the creation of industrial property objects; with activities related to the design, production and operation of machinery and equipment; with the organization of production processes taking into account their functionality, safety and efficiency.

Implementation organizations promote the development of the innovation process and, as a rule, specialize in the introduction of technologies not used by patent owners, in promoting the licensing of promising inventions developed by individual inventors to the market; on bringing inventions to the industrial stage; on the production of small pilot batches of industrial property objects with the subsequent sale of a license.

Technoparks(science parks) – organizational and territorial association of large educational and scientific centers created on the basis of a large university and including research and small manufacturing firms whose activities are aimed at implementing innovations. The advantages of such organizational formations for an innovative company include free or preferential access to information and material and technical resources (libraries, computers, databases, scientific equipment, premises), the ability to attract qualified personnel from an educational institution (teachers, researchers, engineers, graduate students and students) for research and development. For an educational institution, this is an opportunity to use scientific results in the educational process.

Technopolises – large production formations for the integrated development of certain scientific and technical areas. Vivid examples are Silicon Valley (USA) - the center of development of the electronics industry or Zelenograd (Moscow region) - the domestic center of the electronics industry.

Venture (risky) business is represented by two main types of business entities (Fig. 4.6):

venture (small innovative) firms;

financial institutions that provide capital to innovative firms (venture financing).

The specificity of venture financing is to provide financial resources on an irrevocable and interest-free basis. The resources transferred to the disposal of the venture firm are not subject to withdrawal during the entire term of the agreement. Essentially, the financial institution (fund) becomes a co-owner of the innovating venture capital firm, and the funds provided by it become a contribution to the authorized capital of the company.

The investor's profit is determined as the difference between the market value of the share of shares of a new firm owned by a risky investortorus and the amount of funds invested by him in the project.

The main incentive for venture investments is their high profitability. The average rate of return of American venture capital firms is about 20% per year, which is approximately three times higher than the average for the US economy. In addition, in recent years, a number of laws have been adopted in the United States, the main purpose of which is to stimulate the innovative activities of small enterprises and firms involved in the development of new technologies.

Without diminishing the importance of small innovative entrepreneurship in the development of innovative processes, it should be noted that up to 80% of all applied scientific research and development work (in terms of the amount of financial resources allocated for their implementation) is carried out in large industrial corporations. The advantages of this form of development of new high-tech products and technologies include:

significant material and financial resources available to large companies;

the ability to conduct multi-purpose research and integrate various approaches to solve the main problem;

relatively weak dependence of departments on the success or failure of an individual innovation;

the advantages of consolidating the resources of a large corporation at the decisive (most capital-intensive) stage of the innovation process.

Scientific research and development work (NIKOR) in a large corporation is carried out by research units (laboratories), which can be centralized or part of separate divisions of a large corporation.

The budget for financing such units can be formed using the following methods:

intercompany comparisons, i.e. the amount of funding allocated for R&D is no less than that of the leading competitor;

establishing the share of R&D costs from the corporation’s turnover (for example, profitable US corporations spend up to 5% of turnover on R&D);

planning from the basic level, i.e. maintaining R&D costs at the level of the previous period with certain adjustments.

Shown in Fig. 4.7 diagram provides a visual representation of the sequence of stages in the formation of a portfolio of orders for R&D at the level of a large innovative company.

Rice. 4.7

The source of ideas for an innovative project can be both the external environment (the results of market research) and the internal environment (the results of scientific research conducted by the company, its scientific and technical groundwork). At the same time, all projects applying for inclusion in the order portfolio can be divided into custom(financed by external customers and carried out in their interests), strategic(the topics of which correspond to the corporate development strategy) and proactive(proposed for implementation by individual researchers or scientific groups). Selected from those submitted productive, which are subject to funding and development, and hopeless(for now) which are on hold but may be included in the order book in the future. At the same time, the composition of effective projects must, on the one hand, satisfy certain criteria (strategic importance, profitability, etc.), and on the other, be provided with the necessary resources. As projects are developed, the R&D portfolio is reviewed and analyzed. Wherein passing projects, i.e. not completed during the reporting (usually annual) period, are included in the order portfolio of the future planning period.

Completed projects are analyzed from the point of view of their market prospects and, if assessed positively, are subject to industrial development.

To implement large-scale innovative projects that require significant investments, temporary organizational entities can be created, operating on a cooperative basis and combining the resources of several large firms. In practice, the following forms are often used scientific and technical partnership:

Consortium as a temporary contractual association of innovative firms, banks, industrial companies for the implementation of specific commercial (including innovative) projects. The most important tasks of the consortium are the search and implementation of large innovative projects related to the development of production, technological equipment and other types of products.

Strategic Alliance (Strategic Alliance) as an agreement on the cooperation of two or more companies to achieve certain commercial goals, to obtain the synergy of the combined and complementary strategic resources of the companies. The most widespread are alliances created for the purpose of cooperation in the field of R&D. Currently, more than half of all strategic alliances belong to this group.

Network alliances as a form of cooperation among a group of independent companies connected by common goals. New technologies have led to an increase in the complexity of products, as well as their maintenance, design and production. The production of most products today is based, as a rule, on the use of several technologies, and few businesses rely on their own raw materials and markets. Accumulating all the valuable qualities “under one roof” is very difficult and partly undesirable, since the advantages of specialization are most often realized at the component rather than at the system level. Companies operate effectively when they specialize in one component and at the same time form relationships with other enterprises in order to manage system-level independence.

World experience in organizing innovative activities indicates a fairly wide range of different forms of its implementation.

Small innovative (or venture) Firms include the following types of organizational entities:

· firms created by inventors using their own funds and loans from venture capital for the industrial development and commercialization of innovations;

· “spin-off” firms (offsprings), created by separating a scientific and technical team from an industrial company.

The main factors determining the important role of small innovative organizations in the field of innovation include:

· mobility and flexibility in the transition to innovation, high sensitivity to fundamental innovations;

· nature of motivation, due to both non-economic and commercial reasons, since only the successful implementation of such a project will allow its author to succeed as an entrepreneur;

· narrow specialization scientific research or development of a small range of technical ideas;

· low overhead(small management personnel);

· willingness to take risks.

Small innovative entrepreneurship requires the development of infrastructure, the most important elements of which include (Fig. 4.5):

· engineering companies and implementation organizations;

· technoparks and technopolises;

· venture funds and their funds.

Venture (risky) business is represented by two main types of business entities (Fig. 4.6):

· venture (small innovative) firms;

· financial institutions that provide capital to innovative firms (venture financing).

The investor's profit is determined as the difference between the market value of the risk investor's share of the innovator's shares and the amount of funds invested by him in the project.

Significant material and financial resources available to large companies;

The ability to conduct multi-purpose research and integrate various approaches to solve the main problem;

Relatively weak dependence of departments on the success or failure of an individual innovation;

The advantages of consolidating the resources of a large corporation at the decisive (most capital-intensive) stage of the innovation process.

Scientific research and development work (NIKOR) in a large corporation is carried out by research units (laboratories), which can be centralized or part of separate divisions of a large corporation.

The budget for financing such units can be formed using the following methods:

Intercompany comparisons, i.e. the amount of funding allocated for R&D is no less than that of the leading competitor;

Establishing the share of R&D costs from the corporation’s turnover (for example, profitable US corporations spend up to 5% of turnover on R&D);

Planning from the basic level, i.e. maintaining R&D costs at the level of the previous period with certain adjustments.

Shown in Fig. 4.7 diagram provides a visual representation of the sequence of stages in the formation of a portfolio of orders for R&D at the level of a large innovative company.

Completed projects are analyzed from the point of view of their market prospects and, if assessed positively, are subject to industrial development.

· Consortium as a temporary contractual association of innovative firms, banks, industrial companies for the implementation of specific commercial (including innovative) projects. The most important tasks of the consortium are the search and implementation of large innovative projects related to the development of production, technological equipment and other types of products.

· Strategic Alliance(Strategic Alliance)as an agreement on the cooperation of two or more companies to achieve certain commercial goals, to obtain the synergy of the combined and complementary strategic resources of the companies. The most widespread are alliances created for the purpose of cooperation in the field of R&D. Currently, more than half of all strategic alliances belong to this group.

· Network alliances as a form of cooperation among a group of independent companies connected by common goals. New technologies have led to an increase in the complexity of products, as well as their maintenance, design and production. The production of most products today is based, as a rule, on the use of several technologies, and few businesses rely on their own raw materials and markets. Accumulating all the valuable qualities “under one roof” is very difficult and partly undesirable, since the advantages of specialization are most often realized at the component rather than at the system level. Companies operate effectively when they specialize in one component and at the same time form relationships with other enterprises in order to manage system-level independence.

4.4. Strategy of industrial firms
in the field of research and development

Strategic management(Strategic Management) as a concept for managing modern organizations was formed in the early 80s. XX century, which was determined by the need to integrate individual diversified parts of the enterprise (strategic business units), to increase attention to the issues of strategy implementation (Strategy Implementation), the value and culture of the enterprise, the role of management personnel in strategic management.

According to this concept business strategy of the company(Figure 4.8 shows the sequence of its development) is the basis for establishing tactical goals and objectives that must be solved by certain functional divisions of the company within a specified time.

If strategic the company's goals can be qualitative character, then tactical(current) goals and objectives have specific nature and determine the quantitative tasks established for the functional services of the company. One of the most important functional strategies is the research and development strategy ( innovation strategy). Depending on the conditions of the micro- and macroenvironment, a company can choose one of two main types of innovation strategy:

· passive(adaptation, defensive), aimed at protecting and maintaining their market positions;

· active(creative, offensive), focused on developing innovative activity and expanding its presence in the market.

In general, the essence passive strategy comes down to carrying out partial, non-fundamental changes that make it possible to improve previously mastered products, technological processes and markets within the framework of structures and activity trends already established in the organization (pseudo-innovation). The following types of passive strategy are distinguished:

Protective;

Innovative imitation;

Waiting;

Responding to consumer requests.

Defensive strategy- a set of measures to counteract competitors and aimed either at creating conditions in the market that are not acceptable for competitors and contributing to their refusal to further fight, or at reorienting their own production to produce competitive products while maintaining or minimally reducing previously won positions. Time is considered the main factor in the success of a defensive strategy. All proposed activities are usually carried out in a fairly short time, so the organization must have a certain scientific and technical background and a stable position in order to achieve the expected result.

Innovation imitation strategy is focused on the desire to copy the innovations of competitors that have received recognition by the market (consumers). The strategy is effective for firms that have the necessary production and resource base, which allows for mass production of imitated products and their sale in markets not yet developed by the main developer. Firms that choose this strategy incur fewer R&D costs and take less risk. At the same time, the likelihood of obtaining high profits is also reduced, since the production costs of such products are higher compared to the developer’s costs, the market share is relatively small,
and consumers of imitated products have a completely natural distrust of them, striving to obtain a product with high quality characteristics guaranteed by the brand names of reputable manufacturers. The strategy of innovative imitation involves the use of aggressive marketing policies that allow the manufacturer to gain a foothold in the free market segment.

Waiting strategy is focused on maximizing risk reduction in conditions of high uncertainty in the external environment and consumer demand for innovation. The strategy is used by firms of various sizes. Thus, large manufacturers expect the results of the entry into the market of an innovation offered by a small innovating company, so that if it is successful, they will push this company aside. Small firms may also choose this strategy if they have a sufficient manufacturing and supply base but have problems with R&D. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in.

Customer response strategy Usually used in the production of industrial equipment. This strategy is typical for small-sized innovative firms that carry out individual orders from large companies. The peculiarity of such orders (projects) is that the work associated with the implementation of the project covers mainly the stages of industrial development and marketing of the innovation, and the entire volume of R&D is carried out by the innovative company. Firms implementing this strategy are not at particular risk, since the bulk of the costs fall on the final stages of the innovation cycle, in which the firm is not directly involved. A similar strategy can be followed by the research departments of large corporations that have a certain economic independence, quickly respond to specific production needs and are able to quickly adapt their scientific and technical activities in accordance with the content of the proposed corporate orders (internal venture).

Active innovation strategies include the following types:

A strategy focused on active R&D;

Marketing-oriented strategy;

Mergers and acquisitions strategy.

Innovative companies selling active R&D strategy, view their research and development as a key competitive advantage. Due to this, they are able to create fundamentally new high-tech products, technologies or materials. After market testing of an innovation, firms implementing such a strategy, as a rule, do not increase production of the innovation, but sell a license for its production to other manufacturing companies that have sufficient production capacity.

Firms focused in their innovation strategy for marketing, focus their attention on the study of attractive markets, analysis of the requirements of potential buyers for the product. At the same time, marketing research is a source of ideas for creating innovations. The success of the strategy directly depends on the intensity of the organization's innovation activities.

M&A strategy is one of the most common options for innovative development of a large company, since it involves less risk compared to other types of active strategy, relies on already established production processes and focuses on developed markets. The result of this strategy is the creation of new production facilities, large divisions based on the absorption of small innovative firms, or the merger of a small innovative firm with a large industrial corporation that has sufficient production potential for the industrial development of an innovation.

The specific type of innovation strategy for new products depends on a number of factors, the most important of which are the technological capabilities and competitive position of the company. Technological capabilities are determined by the internal and external characteristics of innovation activity. Internal includes the scientific and technical potential available in the company (personnel, equipment, scientific groundwork, etc.)

Introduction

Innovative activities of the enterprise

1.1. The essence of innovation

1.2. Innovative development of the company is the basis for increasing

efficiency of its activities

1.3. Main directions of innovative development of the organization

Conclusion

Practical part

Bibliography

Introduction

The innovation process is a process that combines science, technology, economics, entrepreneurship and management. It consists of obtaining an innovation and extends from the inception of an idea to its commercial implementation.

Innovation is the transformation of potential scientific and technological progress into real progress, embodied in new products and technologies. In accordance with international standards, innovation is defined as the final result of innovative activity, embodied in the form of a new or improved product introduced on the market, a new or improved technological process used in practical activities, or a new approach to social services. The development and introduction of new products into production are important for increasing competitiveness and eliminating the company’s dependence on the discrepancy between the life cycles of manufactured products. In modern conditions, product renewal is proceeding at a fairly rapid pace.

Innovation activity is a complex dynamic system of action and interaction of various methods, factors and management bodies involved in scientific research, the creation of new types of products, the improvement of equipment and objects of labor, technological processes and forms of organization of production based on the latest achievements of science and technology; planning, financing. The enterprise is obliged to take care of maintaining competitiveness and making a profit. Consequently, it must monitor and predict the situation on the market, the behavior of the main and potential competitors, the emergence of new scientific and technological breakthroughs that can change the market equilibrium achieved at a given time in one direction or another.

The introduction of innovations can produce four types of effects: economic, scientific and technical, social and environmental.

Chapter 1. Innovative activities of the enterprise

1.1. The essence of innovation

The innovative development of an organization in modern conditions is an integral part of its core activities, as it helps to increase the level of competitiveness of products and the organization as a whole. The latter, in turn, is reflected in profit indicators and production efficiency. However, the Russian economy bears the legacy of a planned administrative economy, in which an important role in introducing innovation was assigned only to promising industries. The managers of many enterprises, organizations and firms still do not realize the primacy of the scientific and technological development of their facilities and do not attach much importance to improving the quality of products and services, preferring cost savings as a way to maximize profits. This immediately reduces the adaptability of organizations to changes in the external environment and makes them uncompetitive in the medium and long term.

The experience of industrialized countries shows that the role of innovation in the economy is great. They, as a manifestation of scientific and technical progress, help to change and improve not only goods and services, but also the management system of organizations, bringing it into line with the requirements of the modern environment. Thus, innovation in an organization acts as a form of manifestation of scientific and technological progress at the micro level.

Innovation activity, despite its promise, can also play a negative role in the case when the work of the innovation department in the structure of the organization exists on its own and its efforts are aimed at achieving its own goals. As a result, significant investments in innovation are wasted, that is, they are not aimed at achieving the main goal of the organization.

Innovation as a result of creative and investment activity is aimed at the development, production and distribution of new types of goods, services, technologies, and organizational forms at the firm level. The purpose of innovation is to increase the competitiveness of the company, goods and services and thereby increase the company's profit.

Investments are investments of funds for the purpose of preserving and increasing capital. Investments include fixed capital, working capital, and intangible assets.

An investor is a legal entity or individual who invests in innovation.

From the above, three possible criteria for classifying innovations emerge:

degree of novelty for the company;

the nature of the concept on which the innovation is based;

intensity of innovation.

The degree of novelty of an innovation largely determines the level of its competitiveness. The further a firm moves into new areas, the higher the strategic risk becomes.

From the point of view of novelty, the following products should be distinguished:

world novelty goods;

goods new to the company;

expansion of the existing range of products;

updated products;

changing product positioning;

cost reduction (price reduction).

1.2. Innovative development of the company is the basis for increasing

efficiency of its activities

Scientific and technological progress (STP) is a process of continuous development of science, technology, technology, improvement of objects of labor, forms and methods of organizing production and labor. It also acts as the most important means of solving socio-economic problems, such as improving working conditions, protecting the environment, and ultimately increasing the well-being of the nation. Scientific and technological progress is of great importance for ensuring the system of national security and defense.

In its development, NTP manifests itself in two interrelated and interdependent forms (Table 1.2).

Table 2.1

Forms of scientific and technological progress

NTP forms	Timing and essence	Characteristics
Evolutionary	Can last quite a long time and provide significant economic results (especially in the initial stages)	Gradual and continuous improvement of traditional technical means and technologies; accumulation of base for radical transformations
Revolutionary	Qualitative changes are taking place in the material and technical base of production in a relatively short time. Promotes the rapid development of industries that determine the technical re-equipment of the national economy	Based on the achievements of science and technology. Characterized by the use of new energy sources, widespread use of electronics, new technological processes, advanced materials

The relationship between these two forms is manifested in the following: STP constitutes the basis for fundamental changes in the field of science and technology, that is, it contributes to the scientific and technological revolution (STR). Scientific and technological progress, in turn, accelerates scientific and technical progress, bringing it to a qualitatively new level.

The effectiveness of an organization's innovative (scientific and technical) development is determined based on the ratio of the effect and the costs that caused it. The costs of improving technology and production organization affect the standards of labor intensity, material consumption and equipment productivity, which ultimately affects the cost of production. Planning costs for improving technology consists of determining the increment values of these costs that provide the desired increments in the values of the specified standards. Efficiency is a relative value, measured in fractions of a unit or as a percentage and characterizing the result of the costs incurred. The criterion for efficiency is maximizing the effect (profit) at given costs or minimizing costs (production costs) to achieve a given effect.

In recent years, the problem of systemic reform of Russian enterprises has acquired great importance. The question arises about a radical change in production technology, which is associated with the innovation strategy of enterprises, organizations and firms. Effective development and implementation of innovations allow the enterprise to operate successfully in already developed areas and open up opportunities to enter new directions. This takes on a special role in a market economy, characterized by rapid changes in market conditions and active competition among enterprises. The success of implementing innovations in an organization is influenced by many factors, including the presence of scientific and technical potential, production and technical base, main types of resources, large investments, and an appropriate management system.

The correct correlation and use of these factors, as well as the close relationship through the management system between the innovation, production and marketing activities of the company lead to a positive result in the implementation of the innovation strategy.

The formation of innovative strategies is based on the general socio-economic goals and innovative objectives of the organization. Making a profit and maximizing it are the fundamental goals of the organization in market conditions. To achieve it, the organization defines specific lower-order goals. Among the general socio-economic goals of the second level of the goal tree are:

increase in production scale;

market share growth;

stabilization of the market situation;

development of new markets.

A properly formed portfolio of innovative strategies contributes to a more rational allocation of resources and, accordingly, affects the efficiency of the organization as a whole. However, the process of developing and implementing an innovation strategy largely depends on factors in the organization’s external environment. When strategic planning, it is necessary to take into account the innovative potential of competitors, the attitude of the state towards the innovative activities of the organization, and the general scientific, technical, economic, political and social atmosphere in the country.

1.3. Main directions of innovative development of the organization

The main directions of innovative development of an organization in the modern economy include:

complex mechanization and automation;

chemicalization;

electrification;

electronization;

introduction of new materials;

mastering new technologies.

1. Integrated mechanization and automation of production involves the widespread introduction of interconnected and interdependent machines, apparatus, instruments, equipment in all areas of production, operations and types of work. It helps to intensify production, increase labor productivity, reduce the share of manual labor in production, facilitate and improve working conditions, and reduce the labor intensity of products. Thus, mechanization displaces manual labor and replaces it with machines in basic and auxiliary technological operations.

Automation of production means the use of technical means to completely or partially replace human participation in the processes of obtaining, converting, transferring and using energy, materials or information. The following types of automation are distinguished:

partial (covers individual operations and processes);

comprehensive (covers the entire cycle of work);

complete (the automated process is implemented without direct human participation).

2. Chemicalization of production involves the improvement of production processes as a result of the introduction of chemical technologies, raw materials, materials, products in order to intensify, obtain new types of products and improve their quality. This reduces production costs and increases the organization's efficiency in the market. Examples include new generation varnishes and coatings, chemical additives, synthetic fibers, and lightweight and durable plastics.

3. Electrification of production is the process of widespread introduction of electricity as a power source for the production power apparatus. Based on electrification, comprehensive mechanization and automation of production are carried out, and progressive technology is being introduced. Electrophysical and electrochemical processing methods make it possible to obtain products of complex geometric shapes. Lasers are widely used for cutting and welding metals and heat treatment.

4. Electronization of production involves providing all departments of the organization with highly efficient electronics - from personal computers to satellite communication and information systems. On the basis of computers and microprocessors, technological complexes, machines and equipment, measuring, regulating and information systems are created, design work and scientific research are carried out, information services and training are carried out. This ensures high labor productivity, reduces the time to obtain information, and increases the speed of the production process.

5. The creation and implementation of new materials that have qualitatively new effective properties (heat resistance, superconductivity, corrosion and radiation resistance, etc.) makes it possible to increase the competitiveness of manufactured products. This, in turn, has a positive impact on the organization’s profit performance.

6. The development of new technologies opens up ways to solve many production and socio-economic problems. In the production process, fundamentally new technologies make it possible to increase the volume of output without involving additional production factors. The development of new biotechnologies will help solve the problems of hunger in developing countries, control crop pests without damaging the environment, provide raw materials to all regions of the world economy, and create waste-free production.

Domestic enterprises, in the context of a decline in production during the period of economic reforms, faced a serious problem in the field of innovative development. The main difficulties were caused by the refusal to finance R&D by the state, which led to the temporary freezing of this type of activity in organizations. However, today many Russian enterprises have begun to adapt to market conditions, and there has been some growth in the domestic industry. The transition of enterprises to self-financing and the attraction of investments from large international organizations gave a new impetus to the innovative activities of enterprises. In addition, managers of industrial enterprises realized that strategic planning in the field of innovation is a fundamental element in increasing the efficiency of a company's activities in market economic conditions. In this regard, part of internal investments began to be directed to the innovative development of the enterprise.

Innovation, however, requires not only significant investment, but also effective management in order to obtain a positive result from its application.

Conclusion

The effect of using innovation depends on the results and costs taken into account. Determine the economic, scientific and technical, financial, resource, social and economic effect.

The commercial aspect defines innovation as an economic necessity realized through the needs of the market. Attention should be paid to two points: the “materialization” of innovation, inventions and developments into new technically advanced types of industrial products, means and objects of labor, technologies and production organization, and “commercialization”, turning them into a source of income.

The material results of innovation activities are the created and mastered machines, equipment, instruments, and automation equipment.

Entering the technology market indicates the effectiveness of innovative activities.

Innovations enable an enterprise to increase profits, ensuring the competitiveness of products, reduce the risk of bankruptcy during the transition period, and ensure economic sustainability.

Bibliography:

Innovative management: Textbook / Ed. prof. V.A. Shvandara, prof. V.Ya. Gorfinkel. - M.: University textbook, 2004.-382 p.

Production management: Textbook for universities / S.D. Ilyenkova, A.V. Bandurin, G.Ya. Gorbovtsov and others; Ed. S.D. Ilyenkova. – M.: UNITY-DANA, 2002. – 583 p.

Kazantsev A.K., Serova L.S. Fundamentals of production management: Textbook. – M.: INFRA-M, 2002. – 348 p. – (Series “Higher Education”).

One of the main goals of management is to ensure the competitiveness of the enterprise is stable and resistant to changes in the external environment, which necessitates high innovative activity. Innovations, different in form and approaches to their implementation, form the basis of a business development strategy, regardless of its organizational and legal form and the size of the enterprise. At the same time, despite the obvious advantages of technological leadership, in a competitive environment, innovative activity is not always considered a priority due to the high risks accompanying it.

Over the past decades, both in the lives of ordinary people and in the field of special professional activities, significant changes have occurred, which, on the one hand, were a consequence of scientific and technological progress, and on the other, were the result of significantly intensified competition. If before the mid-1950s. While the acquisition of competitive advantages by enterprises occurred as a result of the concentration of capital, the development of integration processes, and increased dominance in markets through mergers and acquisitions, recently new technological capabilities and non-standard forms of doing business have become increasingly important. An increasingly important role is played by the ability of enterprise management to anticipate possible changes in technology and technology and the ability to identify possible and effective areas of application of innovations and to create new needs among potential consumers. If traditional approaches to business are based on an analysis of existing demand and current competitive analysis, then the new management paradigm is based on the need and possibility of managing demand and creating new needs, which ultimately becomes a prerequisite for the growth of innovative activity of enterprises. Accordingly, enterprise management is increasingly becoming long-term oriented, as innovation changes the entire industrial and technological basis of business.

Currently, the dominant position in the market is increasingly occupied by enterprises created relatively recently and which have captured market leadership within a relatively short period of time.

Apple Inc. was created in 1976, and already in 1980 it carried out one of the most successful placements of its shares on stock exchanges and became a company on a global scale. At the heart of Apple Inc.'s success. lies not only in the development of an original personal computer architecture “for ordinary people” complete with “user-friendly” software, but also in anticipating new needs, which was owned by one of the company’s founders, Steve Jobs (1956–2011).

The analysis shows that in modern business conditions competitiveness should be considered as the ability of an enterprise to compete (to resist competitors, maintain and strengthen its position in the industry):

from the point of view of the supplier’s position in the product market – how to ensure the loyalty of a sufficient number of consumers and keep prices at an economically justified level, which necessitates the formation of a product portfolio that meets the current and future needs of consumers to a greater extent than the offers of competitors;
in terms of position in financial markets– as the formation of sufficient investment attractiveness and high credit reliability, which makes it possible to attract financial resources in the required volume on the most favorable terms;
from the point of view of the buyer’s position in the resource market – as building stable and reliable partnerships with suppliers of material and energy resources, which leads to the ability to carry out operational activities using the necessary resources of the required quality in sufficient volume and on the most favorable terms;
from the point of view of the situation on the labor market– as an opportunity to form such a personnel structure in terms of number, qualifications, and terms of remuneration, which fully meets the needs of operational activities and at the same time minimizes overall production costs.

A weakening position in at least one of the above areas leads to the need to search for new solutions for organizing a business and becomes a prerequisite for the implementation of corresponding innovations.

In the current general understanding innovation represents the final result of innovative activity, embodied in the form of a new or improved product (product, work, service), production process, marketing or organizational method - in doing business, organizing workplaces or external relations.

Innovation creates the conditions for increasing the level of competitiveness of enterprises, making up for the insufficient level of competitiveness. Thus, if the opportunities for price competition in a product market have been exhausted, an enterprise can maintain and even increase its market share by offering significantly improved products that can be sold at higher prices. Future high incomes increase the investment attractiveness of the enterprise, which makes it possible to reduce interest rates on current loans or avoid lending, financing business development by attracting a strategic investor to the business. The shortage of any resources can be compensated by replacing them or introducing resource-saving technologies; the shortage of qualified personnel can be filled by automating production and management processes or outsourcing, etc. Thus, to ensure their stable position in the market in a competitive environment, enterprises carry out innovative activities, the pace and scale of which are greater, the more intense the competition in the market.

Based on the specifics of innovation, the purpose and scope of changes caused by them, four groups of innovations are distinguished:

technological innovations (product and process);
organizational innovation;
marketing innovations.

Innovations and their forms. Innovation activities, features and characteristics

Control questions

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