Management of development and implementation of innovations. Managing the creation and implementation of innovations - abstract

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Introduction

1. R&D management

Conclusion

Bibliography

Introduction

The basis for the qualitative changes occurring in the modern economy is the innovative orientation of the strategy and tactics of production development. Innovative activity of the economy has acquired the character of a central socio-economic process in industrialized countries. Changes in factors of production are expressed in an increase in their information, intellectual and innovative components. These trends are closely related to the transformation of forms and methods of organizing and managing business entities.

The modern organization plays a leading role in ensuring scientific and technological progress, updating products and technology. It is the industrial company that primarily provides the necessary concentration of financial, material, scientific, technical and human resources. Large organizations and industrial firms have the ability to implement a long-term strategy of innovative development, focused on the diverse needs of the market, but not susceptible to the destabilizing influence of short-term market fluctuations.

In a market economy, innovation should contribute to the intensive development of the economy, ensure the acceleration of the introduction of the latest achievements of science and technology into production, and better satisfy consumers in a variety of high-quality products and services.

The need for innovative development of production places new demands on the content, organization, forms and methods of management activities. It dictates the emergence of a special type of management aimed at managing the processes of updating all elements of production systems.

1. R&D management

Serious changes in the nature of economic development and the need to maintain the competitiveness of Russian goods have made the expansion of scientific research and development in firms and industrial companies an urgent need. Adaptation to new business conditions required a revision of many aspects of the company's activities. The management of the company was based on the policy of technological renewal of the innovation strategy and the activation of various forms of scientific research and development. There was a need to rebuild the organizational structures of R&D, expand the range of research areas, and increase the activity of industrial firms in the field of fundamental research.

In industrialized countries, industrial R&D over the last decades of the 20th century. have become the largest component of the national scientific potential and the most important source of competitive advantage. In industrial companies, science, as the main and practically inexhaustible source of innovation, has combined with a specific consumer of innovation. The need for active expansion of R&D within the industrial sector is confirmed by the fact that through the production and sales of products, the results of scientific research are commercialized and satisfy the real needs of society.

Another feature of R&D development management is the reliance on the collective organization of work, headed by an innovative scientist and organizer.

Innovative activity is characterized by a high degree of uncertainty and risk, especially when performing fundamental and applied research. When choosing an innovation project and making decisions, the element of risk is also very large; it depends on the completeness of information, the quality of the proposed project, methods and approaches to decision making. Uncertainty will be least during mass production of a new product. But when an innovation enters the market and the diffusion of innovations, the elements of uncertainty and risk increase again, decreasing with a stable sales volume and high competitiveness of the innovation. Let us trace the features of innovation management at different stages of their life cycle.

Many creative ideas are not the result of a logical process of increasing knowledge and traditional ways of thinking. Commercial innovative organizations will always depend on spontaneous creative acts Medynsky V.G. Innovation management. - M.: KNORUS, 2005. In ordinary, traditional business operations, “management methods and approaches leave very little room for chance, but the success of entrepreneurial projects remains largely dependent on the quality of the ideas or concepts on which they are based,” writes renowned innovation management expert Brian Twiss.

At the stage of scientific research, an unconventional management approach is especially important. At the same time, it is necessary to combine the freedom of creative individuals, the discrepancy between personal, group and entrepreneurial interests with the task of effective search and selection of a project.

The role of the head of the scientific stage of research goes beyond the simple selection of creative workers, setting strategic goals and operational control. He is required to create a creative moral and psychological climate, stimulate risk, ensure broad contacts between scientists and a high level of their awareness, create conditions for free creativity, tolerance and criticism.

For scientists, important performance criteria are recognition and high praise, prestige and monetary reward.

Among the methods of creative problem solving, B. Twiss names analytical and morphological, as well as non-analytical methods, among which “brainstorming”, the use of fantasy, metaphors, methods of association, analogies and synectics occupy an important place.

Synectics tries to organize the creative process on the basis of overcoming orthodox thinking. The operational control of the creative act is explained on the basis of fundamental logical and mental processes. Synectics methods are quite widespread in specialized scientific organizations.

In R&D management, the two most important decision areas are project selection and development completion. At the same time, applied research is characterized by a fairly high level of systematicity and focus. But there is still a large element of indeterminacy in them. Projects are selected to ensure a balanced portfolio; it is formed in order to solve the strategic objectives set by the company simultaneously with the optimal use of resources in different periods of time.

R&D costs in modern practice typically range from 3 to 5% of sales. The distribution of costs by stages of work carried out as part of R&D by the average innovative business firm is shown in Table No. 1.

Table No. 1

Structure of R&D costs by stages of the innovation cycle

	Costs, % of total
1. Study of the scientific background on the problem, analysis of available fundamental research data
2. Development of an innovation idea
3. Laboratory experimental studies
4. Design development of innovations
5. Documentary, organizational and technical support for the release of a prototype innovation

As follows from the analysis of average statistical costs by stages of R&D, the largest share is made up of documentary, organizational and technological support for the development of a new model. This suggests the growing influence of technical and technological innovations and the desire of modern firms to have their own scientific background and a developed R&D network.

The insufficient activity of enterprises in this area causes concern among the management of large industrial companies abroad. Thus, in 1999, out of 500 managers of the largest TNCs, only 3.4% answered that their companies had sufficient scientific and technical resources of their own; 52.8% stated that it was insufficient, and 43.8% reported that they did not have their own scientific and theoretical research and development of new technologies.

The innovative activities of half of the above companies were based on innovations, improvements and the production of new goods and services. As for the future plans of simplified companies, 24.6% saw the need to develop their own scientific, technical and fundamental research.

The specificity of the development of large corporations abroad in the last 10 years is that in terms of the volume and practical significance of the R&D they carry out, they are significantly ahead of not only small businesses, but also university and academic science Porshnev A.G. Innovation Management. - M.: Omega-L, 2007. Large firms have an undisputed priority in sales of patents and know-how, which is confirmed by the fact that in the Japanese patent market, foreign sellers have about 40% of sales, large firms - 39%, respectively, the academic and university sectors - 11, small and medium-sized businesses - about 10%.

The innovative orientation of industrial firms is also clearly manifested in the fact that R&D is viewed as a long-term perspective, relatively little dependent on short-term changes in market conditions. Most of the world's leading industrial companies spend 5 to 7% of total sales on R&D.

The development of innovative activity in countries where government participation in research and development is limited, and the role of budgetary allocations in R&D expenditures is actually reduced, seems to be the only option for the development of the national economy. The situation in Russia is aggravated by the difficult state of the academic sector and the insufficient productivity of university science.

The virtual absence of a project finance market in Russia, the unsatisfactory state of the intellectual property market, the lack of an established practice of technology transfer, as well as restrictions on the import of new technologies bring the tasks of developing R&D in large companies to the forefront. The relative importance of types of R&D for Japanese and US firms is illustrated by the data in Table No. 2.

Table No. 2 Relative importance of various types of R&D for Japanese and US firms, %

Type of R&D

Fundamental research in the field of new technologies
Research in the field of improvement and modernization of existing products
Development of new products
Mastering new production methods and production processes

Research and development in modern companies can be classified into 3 groups: fundamental research in the field of new technologies, research in the field of improvement and modernization of existing products, development of new products and new production methods.

Updating production, changing the range of products, introducing new production technologies can be carried out in various ways: through the acquisition of patents, licenses and know-how, conducting in-house research in the functional R&D departments of the company, creating in-house venture units for the development and commercialization of innovations.

A large company faces various alternatives for acquiring R&D - through the absorption of small firms with a high level of scientific development, through inter-firm research and production cooperation, through the creation of joint ventures, etc. Large companies can create a risk capital fund to finance small innovative businesses with establishing control over it or subsequent acquisition.

Each option for creating scientific foundations and scientific support for updating production in a company is considered on an alternative basis and depends on the specific situation, taking into account:

Ш Characteristics of innovation;

Ш Its compliance with the activity profile;

Ш Features and stages of the innovation life cycle;

Ш Level of development of innovation infrastructure;

Ш Availability of financial, material and information resources;

Ш Qualification, professional skills and technical experience of personnel;

Ш Technical and organizational level of production systems;

Ш Industry affiliation of the company, etc.

And yet, the largest share in the “portfolio” of forms of organizing R&D in many countries, especially with a low level of government participation, continues to be occupied by in-house development and implementation of innovations based on R&D departments.

An important role in improving the functioning of the system of research and development units is played by the creation of new organizational structures and new methods of R&D management. Thus, if a traditional enterprise is characterized by linearly sequential development of innovations within the framework of matrix, divisional or network structures, then in modern companies the project approach to R&D management, the system of managing temporary target project groups, or the creation of autonomous innovative venture divisions within large corporations predominate. Zavlina P N. Innovation management. - M.: Economics, 2006.

The traditional linear-sequential method of developing innovations causes a slowdown in the pace of updating innovations due to such objective reasons as the growing inertia of the material and technical base of production, which prevents a radical change in technology. The quality and efficiency of R&D is affected by the prevalence of purely administrative management methods, which reduce work motivation, worsen communications and coordination of actions of various functional units responsible for the development and implementation of innovations. The use of the project management method, the creation of temporary project teams and in-house ventures make it possible to improve the innovation process in large companies.

The effectiveness of renewal is influenced by various factors of innovation: the quality of the innovation product, the quality of the technological solutions used and the characteristics of the organizational and technical conditions for the implementation of the project. The factors that determine the quality of a product or new product being mastered are the technical level of the product, its manufacturability, resource intensity, the degree of unification and standardization, and the comparative technical and economic efficiency of the old and new models.

Indicators of innovation quality can be any parameters and properties of a product. For the most comprehensive idea of the technical level of innovation, indicators are divided by properties, method of measuring them, stages of production and operation. To complete the characteristics, both absolute indicators of properties in physical or value terms and relative ones are used. Moreover, relative indicators are usually the ratio of the absolute indicators of the old to the indicators of the new or improved model, as well as specific or consumption indicators of material intensity, labor intensity, cost per unit of power, productivity, etc. These parameters are the basis for assessing the technical level and quality of an innovation. Their classification is schematically shown in Figure 1.

If single (particular) indicators of innovation relate only to one of its properties, then complex indicators quite fully reflect the range of the most important characteristics. For such products, its technical and technological excellence is determined through the technical level of the new product in comparison with the basic values of the old product. The indicators of standardized manufactured products are used as base indicators. Moreover, all phases of the life cycle of a new product are subordinated to its final stage - sales and operation by the consumer. From these positions, design cannot be considered as a stage of scientific and technical activity, since all stages of R&D are aimed at the long-term development of a sample of a new product, including the so-called operational efficiency.

innovative innovation industrial corporation

Rice. 1. Classification of indicators when assessing the technical level of innovation

Thus, technical and operational factors determine the costs of providing the necessary performance characteristics, and the functional properties of a new model determine the so-called dynamic reserve of functional parameters (power, reliability, productivity, service life), which influences the prospects for upgrading the product and extending its service life and service life. market.

Organizational and economic factors characterize the influence of macroeconomic, microeconomic and organizational aspects on the quality and cost of innovation development.

Structural and technological factors determine the costs of obtaining the necessary technical characteristics of the product, including the cost of technological processing. Particular emphasis is placed on factors that deepen specialization and promote standardization and unification of products. These indicators play a minor role in the introduction of single and fundamentally new designs, since favorable conditions are created for mass production. Here, the novelty of the product, its technical and technological perfection are brought to the fore, and a comparison of the new model with the best examples of similar products on the world market is carried out.

The technical level of the innovation being introduced can be assessed on the basis of an integral or weighted average indicator. In this case, the main general indicator is related to the purpose and consumption of the product.

To calculate a general indicator of the quality of an introduced innovation, as a rule, expert assessments are used, since the available information is not enough to apply quantitative mathematical methods.

The procedure for determining the weight coefficients of private quality indicators consists of four stages. At the first stage, questionnaire questions are developed regarding private indicators and their weight coefficients. At the second stage, a “team of experts” is selected, and the number of its participants must be at least 20; customers, developers, managers, and marketers must be represented here. The third stage is, as a rule, the examination procedure, divided into preliminary and final. The survey can be conducted in several stages and must be anonymous. At the end of each stage, it is advisable to discuss the results obtained. The fourth and final stage is the mathematical processing of survey results using various probabilistic or ordering methods: ranking, direct assessment, sequential and pairwise comparison, and the method of preferences (preferences).

Quite often the method of aggregated assessment with previous ranking is used.

The best approach to determining the integral indicator of innovation is to develop a mathematical model in the form of functional dependencies of the main indicators on production, operational and organizational-economic factors. The amount of investment required to achieve the required technical level of a new product also plays a leading role.

If it is impossible to identify the main quantitative indicator, weighted average values are used. You can use the weighted arithmetic or geometric average of partial indicators. In this case, it is necessary to compare different design options for new products under the conditions of maximum permissible deviations and establish the significance and degree of influence of all components. The integral indicator of the technical level of the product is presented in Figure 2.

Rice. 2. Integral indicator of the technical level of innovation

To analyze fundamentally new projects and forecast fundamental and applied research, methods based on constructing a tree of goals, or a forecast graph, are used. The essence of the predictive graph method is to construct and analyze a tree of goals that reflect both an innovative alternative and an innovative need, including an assessment of the necessary resources and production capabilities.

2. Management of the creation and implementation of innovations

Centralized management, designed for fixed production factors and a deterministic type of production and product, is irrevocably a thing of the past. In a market economy, any company independently determines its innovation strategy and organizational structure, chooses the type of technology used, selects the necessary technological equipment and brings into circulation the required quantity and quality of material and intangible resources.

Organizing a company's activities in the field of using innovations is a very complex procedure, consisting of individual stages that affect the life cycle of the innovation as a whole. The project approach is based on consideration of the entire research and production cycle, which is understood as the process of development, creation, implementation and dissemination of innovations, right up to the decommissioning of the product Kruglova N. Yu. Innovation management. - M.: Progress, 2007.

The concept of a research and production cycle can refer to the change of both fundamental technical and technological systems and prototypes and the replacement of the existing equipment fleet.

The main content of the innovation process in production is the circulation, or the change of technological solutions, models of equipment and finished products. The life cycle of production systems begins with the development phase. Scientific research, design and creation of prototypes, and testing are carried out here. As products become more complex and modernized, this stage becomes increasingly important. The first stage ends with the decision to move to serial production. The higher the knowledge intensity of the product, the more important the role of small-scale production, flexibility and adaptability of the technological solutions used. The next stage includes technological preparation of production and selection of technologies.

The choice of method for mastering the production of new materials and products is greatly influenced by the system of organizing the technical and economic preparation of production and the composition of the necessary technological equipment. Technological preparation of mass and serial production of products in accordance with the Unified System of Technological Preparation of Production (USTPP) includes a set of works on the development of technological processes, design and manufacture of equipment, production and testing of a prototype product, organization and establishment of the production system as a whole.

When developing a technological process, the methods of influence, the type of operations and their sequence, methods for obtaining intermediate types of products, parts or assemblies are determined. Finally, the main, auxiliary, preparatory and final stages of the process are connected. Process equipment is selected according to its technical characteristics (power, reliability, productivity), age, degree of wear, repair complexity, technological characteristics of adjustment, maintenance and repair.

Of particular importance is the structure of the necessary equipment of the created production systems. It should be considered from the point of view of both the analysis of the installed equipment and the modernization of existing equipment and the decommissioning of obsolete equipment. The ability to reduce preparatory, final and auxiliary time in equipment operation is important. When selecting equipment for the technological system being created, it is necessary to make full use of the operating hours of the equipment, to provide organizationally? technological measures aimed at reducing technological interoperational, intra-shift and other losses of working time.

In discrete processes, these principles are most fully reflected in the organization of continuous production. In continuous production, increasing the efficiency of systems is possible due to the intensification of multi-stage auxiliary and preparatory-final stages of the process, as well as the optimal operating mode of the system. When selecting production facilities for the innovation being introduced, special attention should be paid to the intensity of their use, i.e. on the complete use of equipment power in each unit of working time.

The quality of a technological process is realized in its ability to create innovation. It is assessed from the standpoint of both technical and technological characteristics and a system of economic indicators. Widely used technical-economic and functional-cost analysis methods make it possible to establish the relationship between technical and economic indicators of processes and find an algorithm for the optimal functioning of production systems.

The volume of production is estimated both in physical and value terms. It is important to indicate all production costs, the selling price per unit of the new product and the estimated sales revenue. It should be taken into account that for most innovative projects in the initial period, capacity utilization may be 20% or even less. This situation arises as a result of both commercial difficulties in bringing a new product to the market and a wide range of production problems associated with resolving issues of supply of raw materials and components, setting up equipment, and recruiting personnel to service new equipment and new technologies. These aspects are considered when drawing up a feasibility study and engineering study of an innovative project.

At the production stage, the entire range of work is carried out on the development of new products, the production of pilot batches and the transition to serial and then mass production of new products. Determining the need for input capacity is a stage-by-stage process and must be carried out for each stage separately in accordance with the intermediate values of the expected output or sales volume of new products. For each stage, the specific material and labor requirements should be determined and the best option (parallel, series, mixed or bypass-bypass) equipment use should be prioritized.

Resource requirements and costs must be calculated for each stage and clearly correlated with financial resources and sales volume. It is necessary to provide for losses, defects, and downtime. Costs at various stages of production at different capacity utilization are calculated based on the proportional distribution of costs at full production capacity.

Thus, the choice of method and option for technical and technological renewal depends on the specific situation, the nature of the innovation, its compliance with the profile, resource and scientific and technical potential of the enterprise.

To optimize technological systems, it is necessary to apply a system of measures for a smooth transition to a change in the type of innovation. Thus, there are several types of transition from one type of production to another. Typically, sequential, parallel and mixed transition methods are distinguished. The transition can be carried out either with or without stopping production. As a rule, the transition to a new type of production is closely related to the technological and technical features of the processes used and future innovations. The efficient serial-parallel method has several advantages. But to implement them, it is necessary to create so-called transitional, or hybrid, models. The sequential-parallel transition to new products is carried out smoothly, without stopping production, with gradual updating of products through the introduction of hybrid models. This method of modernizing production and introducing innovations is most widespread in the automotive and aviation industries. It is used by such automotive giants as ZIL, BMW, Ford, VAZ, etc. The main methods of transition to the production of new products in the form of graphs of the “production volume - time” dependencies are shown in Figure 2.

Rice. 2. Basic methods of transition to the production of new products (materials, products):

X -- output volume, Y -- time; A - serial, B - parallel, C - parallel-serial method; 1 -- old products, 2 -- new products

For the successful implementation of scientific and technical innovation and its transformation into an innovative product, analysis and selection of technological solutions and required equipment are required, followed by management of production systems. Management is based on a targeted system of measures to select the best, not only at a given time, but also for the future, technological solutions, for their implementation and practice Medynsky V. G. Innovative management. - M.: KNORUS, 2005.

The selection of a technological solution for the implementation of an innovation project is carried out on an alternative basis. The selection criteria are extremely varied, but the determining ones are financial feasibility and technological feasibility. This should be understood as the profitability of the adopted project, its feasibility in production from the standpoint of technology, equipment, devices, tools, equipment, quality and number of performers. In general, the choice of technological solution is influenced by over 50 criteria, including financial, economic, scientific and technical, social, environmental, and market.

When analyzing possible options for technological solutions, it is important to establish the relationship between the technical and economic indicators of the technological process and identify factors that contribute to minimizing costs and optimal quality of the introduced innovation. Here, organizational and technological factors of production play an important role: the level of progressiveness of the technology itself, processing modes, parameters of technological processes, the level of technical equipment, the systematic selection of equipment and the degree of its unification.

Organizational factors include the type of production (single, serial, mass), the method of organizing technological processes over time (continuous or discrete), the degree of use of equipment, the volume of production, batch size, etc. In this case, special attention is paid to the interrelation of individual factors, the manifestation of which may subsequently prove useful or harmful Porshnev A. G. Innovation Management. - M.: Omega-L, 2007. For example, the material consumption of a product is influenced not only by the size and weight of the part, but also by the selected type of workpiece, the method of its production, and processing modes.

The complexity of the technological process and the standard operating time are influenced by the design complexity, the required level of accuracy and cleanliness of surface treatment, the qualifications of the worker, etc.

The procedure for selecting a technological solution is carried out similarly to determining the technical level and quality of the innovation being introduced. In general, it consists of 5-6 stages and is shown schematically in Figure 3.

The criterion for the optimality of the selected technological solution can be the minimum technological cost, maximum productivity, the level of perfection and quality of the product, as well as the level of technology used.

Rice. 3. Scheme for choosing a technological solution

The goal of choosing the required technological process is the efficient production of innovations with specified consumer properties and quality levels with minimal expenditure of resources used. When choosing a technological solution, first of all, it is necessary to navigate at what stage of the life cycle the technology being analyzed is located. Such a conceptual approach can be decisive in materializing the results of fundamentally new research and development.

The most fruitful modern idea of life cycles is the concept of life cycles of large technological systems, including the evolution and transformation of technologies as economic entities. Their research leads to a theory of generations of technology and technology developing within both traditional and new technological paradigms.

Conclusion

Innovation management is of such great importance for the development of innovative activities of companies and their normal functioning in a market economy that there is no need to prove it.

A radical restructuring of economic management is today one of the most important areas of the reform program in scientific organizations and innovative enterprises.

The development of technological systems is carried out in two directions: improvement of basic ones and creation of fundamentally new and modified technologies. As technologies improve, they move to the stage of maturity and the market is saturated with this product, further technological development within the existing framework becomes unprofitable, sales volume and profits fall. In the depths of established trends in the development of engineering and technology, breakthroughs of fundamentally new solutions arise, which lay the foundation for new productions and industries.

Currently, the weak link in the organizational and economic mechanism for managing the national economy is the innovation management mechanism. In a market economy, innovation should contribute to the intensive development of the economy, ensure the acceleration of the introduction of the latest achievements of science and technology into production, and better satisfy consumers in a variety of high-quality products and services.

To implement the innovative activities of an enterprise, in addition to analyzing technical and technological solutions, it is necessary to pay attention to the environmental impacts on the environment, as well as sources of obtaining technology, which may consist of licensing, acquiring full rights to the technology or joint ownership of the right to use the technology.

Bibliography

1. Zavlina P. N. Innovative management. - M.: Economics, 2006.

2. Kirsanov K., Siverin D. Innovation management in the formation of scientific and technical policy. - M.: Delo, 2008.

3. Kruglova N. Yu. Innovative management. - M.: Progress, 2007.

4. Medynsky V. G. Innovative management. - M.: KNORUS, 2005

5. Ogoleva L. N., Radikovsky V. M. Innovative activity of the enterprise. - M.: INFRA-M, 2008.

6. Porshnev A.G. Management of innovations. - M.: Omega-L, 2007.

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5.2. Creation of innovations and their implementation

In recent years, transnational companies and corporations have taken a dominant role in the markets, which has caused a reduction in the number of operating entities, but there have been more brands and the dynamics of their emergence have accelerated; the rate of release of new products is growing while their life cycle is shortening, which contributes to the introduction of innovations and the emergence of new brands and varieties of goods; market segmentation is increasing, the cost of introducing a new product to the market is growing; Consumer behavior has changed: due to the availability of information sources, they have become more demanding of goods, services and advertising. Changes in markets actively influence innovation activities. Accordingly, the percentage of unsuccessful attempts will increase, which is associated with a shortening of the product life cycle and rising costs for the development and promotion of new products. Therefore, the process of developing a new product and creating innovations is of particular importance.

The most common are products that arise within a given market. These innovations do not create new categories or markets, but rather a new product appears within the category in which the original idea originated. They are based on the expansion or reduction of varieties of any basic characteristic of a specific product or service, changes in the external design, packaging of the product or the environment for providing the service. This kind of innovation is the most common, it has a positive impact on the market, since it increases its volume and stimulates the transformation of potential consumers into real ones.

An alternative way to innovate is through products that arise outside the existing market. In cases of complete transformation of a product, new situations appear, new categories of consumers that were not previously taken into account. The advantage of this type of innovation is that instead of capturing part of the market, a new market is created.

An example is the idea of using food products as an alternative source of profit for gas stations. Today, you can buy fruits, bread, vegetables and other products at gas stations in large cities in many countries. Moreover, if the profit from the sale of one liter of gasoline is about 1%, then the average profit of food stores is more than 50%.

Another example. When the Internet was a new product, not accessible to everyone, the idea of providing access to the Internet to cafeteria visitors arose. The implementation of this idea led to the creation of a new business - an Internet cafe. Their owners are interested in the visitor spending more time at the table, since they receive more income from using Internet services than from selling coffee.

These two different approaches to innovation reflect, in the first case, modifications within the existing market, and in the second, the creation of a new category with corresponding changes to the product and the attraction of new consumers.

The first approach reflects vertical marketing - from the general to the specific through a process of sequential and logical thinking; the second approach is lateral marketing - from the specific to the general, using original and more creative thinking.

Philip Kotler and Fernando de Bez Trias in the book “New Marketing Technologies” give the following definition of lateral marketing: “It is a work process that, when applied to existing products or services, results in innovative products or services that cover the needs, target consumers or situations not currently covered and is thus a process that offers a high chance of creating new categories or markets."

Lateral marketing has a number of differences from traditional vertical marketing: it can quickly jump to other categories of goods or services without apparent meaning, stimulating change; does not discard any alternatives that might lead to a new concept; may use categories or products not related to a specific product, whereas vertical marketing excludes concepts outside the definition of the potential market.

The market where a product or service competes includes components of lateral marketing. They are “need”, “goal”, “circumstances”. Circumstances are a combination of "place", "time", "situation" and "experience".

Not a single product or service can exist without these components. A change in one of them provokes the emergence of a gap between the product and service and a new component. To carry out operations to exclude or reorganize one of the components, or combine two of them, some effort is required.

Changing needs. The company is looking for additional sources of income (for example, a taxi fleet offers to use taxi drivers as couriers for transporting urgent packages with documents).

Changing the goal. Selecting and attracting those consumers who are not potential target customers in the market for a given product or service.

Change of circumstances. Proposal of a place, conditions and situations for the sale of a product that have not previously been used.

Change of location. Involves changing the point of sale, application or consumption where the product or service is not currently used. Receiving tourists in rural areas using village houses as small hotels (10-12 rooms) for people who want a relaxing holiday is a lateral shift that generates a new concept of tourism - "rural tourism".

Time change. It consists of selecting new moments of use or consumption to which the company’s offerings can be tailored. For example, hotels have the ability to rent out rooms during the day. This service is found in Mediterranean countries and the Caribbean, where an afternoon siesta is common, especially on weekends. The hotel has rooms where a visitor can sleep for a couple of hours after lunch - in a restaurant, regardless of whether he lives at the hotel or not.

Reorganization of time. Guest service begins before they arrive at the hotel. Its employee, sent to the airport or train station, hands the arriving guest the keys to the room, ensures the client’s transfer to the hotel and delivery of his luggage to the room.

This service saves the traveler from unnecessary hassle and increases the likelihood of using the hotel again by 30%.

Changing the situation and using experience. It is practiced in areas where other products have a strong position and the proposed one has not been used. Thus, taking risks (jumping from a bridge on rubber ropes) leads to the emergence and spread of extreme tourism and sports.

The criterion for an enterprise's innovativeness is its constant strategic focus on maintaining and expanding its presence in the market. To determine how to implement the strategy, the company must prepare a detailed marketing plan for achieving the target milestone. Typically, such a plan includes six sections: situation analysis, goals, strategy, tactics, budget and control.

Analysis of the situation. The company analyzes the economic, political, socio-cultural, technological situation at the macro level and checks the actors (company, competitors, sellers and suppliers) in its environment. To do this, the company usually conducts an analysis of strengths, weaknesses, opportunities and threats.

Goals. Based on the opportunities identified during the analysis, the company sets goals and time for their implementation, taking into account the interests of the owners (shareholders) and other factors related to the business.

Strategy. The most effective course of action is selected to achieve the intended goals. One of the best rules for developing a strategy is to try to determine what consumers in a given target market like and don't like.

Tactics. It must be described in detail: product, price, place, promotion, people, process, actions taken by specific employees within certain calendar periods when implementing the plan.

Budget. To achieve the planned milestones, the company must provide sufficient funds in the budget to carry out relevant activities.

Control. The company sets deadlines for monitoring the implementation of plans, and, if necessary, takes measures to adjust plans: goals, strategy are revised, or tactics are changed.

Managers and chief specialists are the main initiators and organizers of the innovation process, making decisions about whether a given innovation should be implemented or not. They manage the implementation process as a whole, control the quality of the implementation of innovative technologies, determine the end point of the implementation process, and calculate the economic effect. During implementation, ordinary employees are usually performers, since this process requires qualified, creative (non-standard) activities, for which highly qualified employees who have work experience and show interest in innovation are usually selected.

The innovative process of personnel work can be broadly divided into three main phases (Fig. 6): development of innovation; determining staff receptivity to innovations; introduction of innovations.

Each phase, in turn, is divided into stages of the next level, each of which is designed to solve a specific problem.

1st phase. Development of innovation.

The starting stage of an innovation project is to identify the real problem of the organization in the field of personnel management. And since there are always a huge number of problems, it is necessary to formulate the key problems. For example, high staff turnover and difficulties in filling vacancies may be associated both with problems of financial motivation, and with an unattractive image of the employer or insufficient professionalism in the selection, adaptation and support of personnel 1 .

Rice. 6.

The need for innovations in the personnel system may arise as a result of a change in the leadership of the organization, changes in production technology, restructuring associated with changes in the goals of the organization, or transformation of the external environment. In any case, there will be a difference between the desired and actual functioning of the organization.

In the process of analyzing a problem situation, a key problem is identified among a huge number of daily difficulties. Next, the personnel service prepares several alternative solutions to the problem with an assessment of the required investments and the effectiveness of their use.

1 Lukyanova T.V., Yartseva S.I., Konovalova V.G. and others. Personnel management: theory and practice. Management of innovations in personnel work: Educational and practical. allowance / Ed. A. Ya. Kibanova. - M.: Prospekt, 2012. - P. 42.

Information received by an organization is divided into external and internal, i.e., for innovative activities, an enterprise can receive initial information from two sources - from the outside (study of customer needs, scientific and technical information in the public domain, etc.) and from its own employees (thanks to their qualifications, knowledge, ability to work with data and offer new things).

To collect external information about innovations in personnel work, it is necessary to conduct research on the market for personnel innovations, for which specialized forums and exhibitions, professional consulting and advisory companies, magazines, websites and portals, as well as information from partners and competitors can be used as information sources.

In particular, as a first example, we can cite the materials of the annual All-Russian personnel congress (forum), which is held by the National Union of Personnel Officers. An interesting presentation by O. A. Talitsyna, HR Director of the CorpusGroup Group of Companies on the topic “Corporate system of training and development of employees, or how to make the learning process effective.” Her speech demonstrates what opportunities a corporate training intranet portal provides (adapts to any customer’s tasks, accessibility and ease of organization of content, from simple courses to a certification system, allows you to manage user behavior) and how it is organized (on the portal you can view training material, news , new information that the company wants to convey to employees, as well as undergo training and pass a qualification exam). All training results and reports will be displayed on the portal, and management will be able to easily see all the information on their company and employees. At the same time, it is possible to generate reports on individual topics, students, groups, courses or exams. Reports on the listed parameters can be downloaded from the system in a form convenient for the end user, sent within the system to specialists in the field of human resource management and used to draw up and adjust training plans.

The system also implements feedback from students in various forms - email, video calls and internal instant messaging programs.

The second example is the Summit of HR Directors of Russia and the CIS Countries. An interesting example is the discussion of the features and most effective tools for motivating employees. This material was presented by O. Filatova, Director of Human Resources at MegaFon OJSC, who commented on the features of motivation programs in her company. The bottom line is that employees are initially given performance criteria and indicators that they must achieve. For this they receive money and a social package. At the same time, at the end of the year, employees who exceed the indicators are paid a bonus, while the size of the bonus is unknown to the employee in advance. Thus, according to the speaker, a prerequisite for the transformation of motivation into involvement is formed.

Effective sources of personnel innovation are forums, such as, for example, the annual all-Russian practical forum organized by the magazine “Personnel Business” - one of the leaders in the market of publications in the field of personnel work. The All-Russian practical forum “Human Resources” (official website http://pf.kdelo.ru/ About) annually brings together more than 1,000 HR specialists from all over Russia. The geography of forum participants is more than 350 cities and continues to grow every year. The forum program traditionally consists of a briefing with the participation of high-ranking officials and industry professionals covering changes in legislation, as well as a number of training sessions and seminars.

A good source of information is also the Russian HR Forum (official website http://forum-kadrovikov.ru). This is a professional personnel forum that brings together specialists in the field of personnel management and currently brings together several thousand specialists in the field of personnel affairs and personnel management from Russia and neighboring countries.

One of the most authoritative HR forums in Russia and Ukraine, which annually brings together HR directors, leading experts and recruiters to exchange experiences and find new solutions, is the HR Days forum. The HR Days forum was created in 2008 by the Meeting Point company with the purpose of meeting and exchanging experiences of all professionals in the field of HR management for the highly effective work of their team and increasing the profitability of the company. Over four years, the forum was visited by more than 800 companies, and more than 150 experts and speakers spoke. Leading international and local companies traditionally support the forum as partners.

To search for innovative ideas, you can also use the “Open Innovation” discussion platform, dedicated to the latest technologies and prospects for international cooperation in the field of innovation.

The next phase is the selection of personnel innovations based on certain criteria: social and economic efficiency; the effectiveness of innovation in terms of achieving organizational goals; level of complexity of the innovation implementation process for staff; degree of risk and uncertainty; the possibility of returning to previous methods of personnel work without unpleasant consequences in the event of “failure” of innovations, etc.

2nd phase. Determining staff receptivity to innovations.

The immediate practical implementation of an innovation in an organization should be preceded by a set of works to analyze its readiness and susceptibility to change.

In this case, the goal is not only to identify whether the organization has sufficient financial, material and labor resources, psychological readiness to implement new personnel technologies, but also to find out the main organizational, psychological barriers and obstacles to the implementation of innovations, as well as the degree of interest of higher company management.

The level of receptivity to innovation is influenced by both the nature of innovation, the level of its radicality, complexity or ease of application, life cycle, as well as the parameters of the organization implementing the innovation, the availability and amount of resources, the flexibility of its organizational structures, the style and nature of thinking of managers, culture and psychological climate . It is the combination of these conditions that creates the basis and determines the nature of the process of adaptation of innovations in the organization.

The first stage of assessing an organization's readiness for innovation involves identifying factors that can have either a stimulating or inhibiting effect on the implementation of innovation.

The main conditions and factors hindering the introduction of personnel innovations in organizations include the following:

- insufficient level of professionalism and competence of company managers;
- orientation towards management principles and technologies of the industrial economy;
- absence (shortage) of financial resources for the introduction of innovations;
- limited opportunities for attracting investments;
- lack of clearly defined goals and uncertainty of functions;
- insufficient interest in the innovative activities of the entire staff;
- restrictions in the communication system, the ability to express one’s own opinion about the changes being carried out;

- insufficient openness and trust on the part of management;
- excessive control over every step of the innovator;
- conservative organizational culture of the organization;
- thinking stereotypes.

The main factors that enhance the innovative activity of personnel include:

- supporting the staff’s desire to improve their qualifications;
- combination of special knowledge and multidisciplinary training in the education system;
- the opportunity to express one’s own opinion on the changes being carried out;
- encouraging combination of professions;
- staff rotation;
- staff encouragement aimed at generating ideas;
- overcoming the barriers of narrow-minded thinking;
- provision of business information;
- holding regular meetings;
- logical argumentation of the need for changes and reorganization;
- constant support of an atmosphere of trust and receptivity to change.

The next phase of the innovation project is the development of measures to ensure the successful implementation of innovations. For the successful implementation of personnel innovations, it is necessary to create a task force that will coordinate and direct the entire process in accordance with the approved schedule. At this stage, responsibility is distributed between managers and specialists for the implementation of each implementation activity (establishing control, determining the structure of reporting on the progress of implementation, determining the costs of work). To implement personnel innovations, most often the management team includes full-time employees of the organization, but freelancers can also be involved at various stages of the project.

The main criteria for forming the composition of a project management group are: professionalism in their field; the ability to work collaboratively with others when a decision needs to be made or a problem needs to be solved; willingness to take responsibility for decisions made; independence and entrepreneurship; the opportunity to give up your own ambitions by joining the team. In addition to the mentioned qualities, a team member must have at least some other ability, for example, the ability to put forward an idea, resolve conflict, monitor the work of the team, and analyze what is happening.

The issues of forming a project team for a personnel innovation project will be discussed in more detail in the next chapter.

3rd phase. Introduction of an innovative project.

Implementation is a complex process of integrating innovation with existing systems, technologies, and methods. It should be noted the particular importance of this stage, on which the effectiveness of the innovation and, ultimately, its fate depends.

At this stage, information support is a necessity, since it is necessary to explain to all project participants (and in the case of HR projects, as a rule, almost all personnel are involved) what benefits they will receive as a result of investing their time and effort. It is important to use all possible methods for information promotion of innovation: corporate media, electronic mailing lists, bulletin boards, corporate portal, corporate conferences, seminars, meetings.

When analyzing the results of an innovation project, there may be some discrepancy between planned and actual results, which is common. Identified discrepancies should be analyzed and taken into account in the corrective action plan. In any case, special information support is required to record the results obtained, valuable for the company, both at the level of senior management and at the level of ordinary employees.

When assessing the results of implementation, the organization's management is primarily interested in the direct result, namely the financial efficiency of investments in an innovative project - obtaining additional profit or saving costs. For the HR department, the benefits of a successfully implemented project are especially significant. This:

- positioning oneself in the company as a business partner, capable of thinking in business terms and solving strategic problems;
- growth of the status of the personnel management service in the eyes of employees; increased professional motivation of specialists who have gained experience in implementing an innovative project;
- improving the quality of solving operational and strategic problems;
- optimization of the organization of HR processes;
- increasing the competence of the company’s management in the field of personnel management and innovation in this area.

IX All-Russian Personnel Forum, October 30-31, 2013, Moscow, Cosmos Hotel.
XIV Summit of HR Directors of Russia and the CIS Countries, September 25-26, 2013, Moscow.
Joy-Matthews D., Megginson D., Surte M. Development of human resources: trans. from English - M.: Eksmo, 2009. - P. 173.

Strategy for managing innovative development of an enterprise

Organization of innovative activities

Tasks and functions of innovation management

Goals and objectives of innovation management. The main external and internal tasks of innovation management. Innovative orientation of production activities. Features of functions and methods of innovative management. System of innovation management functions. Features of goal setting and planning process in innovation management. Indicators of the technical and organizational level of production. Delegation of authority and production efficiency. The role of social psychology in the process of managing communications and motivation. Contents of the innovation management process. Decision-making procedure in innovation management. Managers in solving innovative problems.

The essence of the innovation management system used in the management practice of the world's leading companies; directions for searching for effective organizational forms of innovation management. The nature of the influence of innovations on changes in organizational structure. Requirements for the innovative structure of the company; essence, scope and advantages of the design principle for constructing innovative structures. The essence of the entrepreneurial approach to innovation management; the essence and advantages of centers for the development of new business areas; the need, essence and basic principles of a new model for the development and use of human resources.

Innovation management as an integral part of strategic management of enterprise development. Goals and objectives of strategic innovation management. Phases of strategic innovation management. Forms of strategic innovation management. Techniques and means of strategic management in managing innovation processes. Strategic planning of innovation processes. The procedure for developing innovative strategies. Methods of strategic planning, selection and justification of innovative strategies. Types of innovative behavior of firms. Features of innovative strategies in the field of mass production, product differentiation and market segmentation. Strategies for innovation, research and development organizations. Strategies for small, non-specialized businesses. Specifics of Russian innovation strategies.

The concept and essence of an innovative project. Main stages of project creation and implementation. Development of the project concept. Formation of an investment plan. Research of investment opportunities. Planning an innovative project. Feasibility study of the project. Preparation of design and contract documentation. Management of implementation of innovative projects. The essence and principles of innovation project management. Organization of project management. Monitoring and regulation of project work. Project completion procedure.

It is difficult to imagine a modern economy without constant improvements and innovations: companies do not stand still, strive to continuously grow, stand out among competitors, and regularly introduce goods, services and technologies of varying degrees of novelty to the market. Working with innovation differs from other methods of self-improvement by using fundamentally new solutions that have not previously been used in a company or industry.

By introducing innovations you can:

Solve problems with the product range (launching a new product or significant improvement of an existing one);
Optimize production costs due to the use of innovative materials and/or technologies, production automation systems;
Improve the production and sales management system by introducing a new information product, software, personnel management methods, and the latest marketing solutions.

Analysis and preparation of innovations

Before introducing any innovation, it is advisable to carry out analysis and preparation, that is, to adequately assess the need for innovation for the company, draw up a work algorithm and plan the result.

The first question that every manager should ask himself is what kind of innovations does the company need, and are they required at all? When deciding on the implementation of innovations in a particular company, one should not be guided solely by fashionable market trends and the principle “all successful entrepreneurs do this.” It must be remembered that innovation is not an end in itself, but a means to make the work of an enterprise more productive.

Any innovation involves costs, so it is important to clearly understand what benefits these costs will bring in the future and whether they will pay off.

To determine the set of necessary innovative transformations, it is useful to conduct a preliminary analysis of the enterprise’s activities, financial indicators, and demand dynamics. It may be worth resorting to an audit to identify existing problems.

The result of the analysis should be:

A clear understanding of the company’s weaknesses;
Innovations required to level out weaknesses;
The specific result that the company will achieve thanks to innovation;
Time frame for achieving this result.

If the object of the innovation being introduced is not an improvement in the production method, but a final product or service, it is necessary to carefully analyze whether this new product is relevant for the market.

The manufacturer must not forget that for successful implementation, a new product must be beneficial not only to himself, but also to the consumer, that is, the benefit from replacing an old product with a new one must cover the material and psychological costs of purchasing and adapting to the product.

Implementation

To ensure that a complex and costly event does not go to waste, it is important to properly structure the work with innovations. The manager must determine whether the enterprise is capable of introducing innovations and decide whether to develop it independently or purchase ready-made ones.

In the first case, it will be necessary to create your own department for scientific research or reorganize one of the existing services, for example, the service of the chief technologist or the design department. This approach makes it possible to avoid large one-time expenses, since investment costs are distributed over time, but there is a risk that long-term work on developing an innovation will not bring the expected results.

To purchase, may establish a strategic partnership with a specialized research and development organization. This option is convenient because the company receives a ready-made innovation developed by professionals without time expenditure for internal services and the risk of failure, but it will require significant one-time financial expenses. For investments to be effective, before choosing a partner, you will need a thorough scan of the market for new technologies and a detailed analysis of the base of organizations specializing in innovative technologies.

There is also the option of teaming up with another enterprise to jointly develop an innovation. This method allows you to combine experience and share costs and risks, but it also has its drawbacks: in the long term, the interests of partner companies may change, and it becomes difficult to manage the process; Intractable disputes and difficulties with the distribution of intellectual property rights may arise.

Despite the fact that the introduction of new technologies at enterprises in different fields of activity has its own characteristics, we can distinguish 5 stages that, as a rule, any innovation goes through: planning, “unfreezing”, direct implementation, “freezing”, evaluation.

At the planning stage, the main content and level of changes are determined, a preliminary step-by-step plan is drawn up, the driving and restraining forces of upcoming changes and potential problems are analyzed, a strategy for working with personnel is developed, the necessary resources are determined (personnel, time, financial, material and others), and the need to attract additional resources, including external consultants, is being addressed.

Once planning is complete, you can begin the unfreezing phase. “Unfreezing” is a kind of preparation of the company’s services and processes for changes. The main tasks at this stage: relieving psychological tension in the company, choosing optimal methods of training and informing employees, monitoring the progress of preparation for implementation, and, if necessary, adjusting plans and approaches to their implementation. For innovation to become widespread and a priority, it is necessary to involve as many organizational structures as possible. To manage implementation, it is advisable to create flexible and mobile project teams.

Direct implementation is the central stage, during which the recommendations for introducing innovations developed at the first stage are put into practice. At this stage, it is important, firstly, to have a sufficient reserve of time and other resources in case of unforeseen difficulties; secondly, to be able to quickly adjust the strategy if in practice this turns out to be necessary; thirdly, constantly provide feedback to employees and inform them about the success of the transformation.

The essence of the “freezing” stage is to consolidate the achieved result. To do this, it is necessary to allocate all the necessary resources, resolve the issue of further training to work with the introduced innovation, and implement plans for using the results of implementation, taking into account the situation.

The final stage of innovation is an assessment of current results, which involves studying all the consequences of introducing an innovation and analyzing their perception; further support for feedback within the company; informing the external environment (market, media, consumers) about the implementation of innovation.

The introduction of innovative technologies from the point of view of personnel and resource management can be carried out using the following methods:

The coercive method is based on the use of force to overcome resistance from personnel. It is advisable to use it in cases where the nature of resistance is clear and innovations need to be implemented in a short time;
The method of adaptive deviations, on the contrary, involves the gradual introduction of changes over a long period by a project group specially created for this purpose, and not by the head of the company; conflicts are resolved through compromise. The method is favorable in that the staff does not have to be “broken” (which can negatively affect the quality of the work performed): the employees themselves, over time, accept the convenience and benefits of innovations. This method is used in cases where there is no urgency, and changes in the external environment are easy to foresee; in emergency situations it is ineffective;
Crisis management is applicable to the most unfavorable cases when the existence of a company is at risk. Resistance in this case is usually low, but there is a severe time pressure and risk of failure;
The resistance management method is a flexible method that involves a combination of adaptive deviation and forced approaches, maneuvering between them when the required urgency of implementation changes.

Implementation difficulties

When implementing any project, a manager must be prepared for the fact that, like any untested action, the innovation will inevitably encounter difficulties, the main one of which is resistance from employees.

Staff do not always accept innovations with enthusiasm, since they carry an element of discomfort: they require abandonment of habitual, proven methods of work, adaptation to new, unknown conditions, and additional training. Often, lower-level managers see innovations as a threat to their status, feel uncertain about the future, and anticipate tightening control.

In such cases, the following steps should be taken to successfully implement the change:

Conduct an analysis of the field of forces, that is, identify driving (promoting innovations) and restraining (countering innovations) forces, taking into account their power. For an innovation to be successful, driving forces must prevail, so it is important to identify potential forces (those that can become driving forces) and put them into action. The task of the leader or manager here is to convince the performers of the feasibility and usefulness of the changes.
To work with potential forces, it is important to identify the main causes of resistance in the team. The most common reasons are:
- Incorrect understanding of the situation (associated with a low level of trust in management and incorrect interpretation of its intentions),
- Differences in assessment of the situation (usually arise in cases where employees have important information that, in their opinion, is unknown to management. To solve the problem, it is important to identify this information),
- Narrow proprietary interest (fear of loss of income, status, etc. associated with innovation),
- Low tolerance to change (based on natural conservatism or fear that innovation will reveal a lack of knowledge, skills, abilities, etc.).
Select appropriate methods for overcoming resistance:
- High-quality information to employees about the goals and process of introducing innovations, including conducting confidential conversations;
- Involving employees in the process (for example, by providing the opportunity to develop individual parts);
- Organization of assistance and support in mastering innovations.
- Coercion under the threat of loss of position, job promotion is a method that occurs, but is undesirable in the long term, since it does not resolve the conflict.

To increase the overall preparedness of personnel for the innovation process, it is useful not only during implementation, but also in the current regime to systematically train, financially stimulate innovators, evaluate the contribution of an individual employee to the success of the company, pay attention to rationalization proposals, encourage initiative, activity, explain the development prospects associated with innovations.

Result evaluation

At the final stage of implementation, it is logical to evaluate the intermediate result. Some difficulty lies in the fact that in conditions of market deviations it is impossible to propose a unified system of innovation performance indicators: the manufacturer must determine it independently, based on the characteristics of the innovative project. The effectiveness of the introduced innovation can be assessed by comparing the cost of the project, its profitability, and the payback period of the investment.

The effect of introducing an innovative product can be considered in four aspects:

Economic (profit from innovations, increased sales volume, improved utilization of production capacity, increased labor productivity, accelerated capital turnover);
Scientific and technical (increasing the level of labor, competitiveness of the company, production automation);
Social (improving the qualifications, satisfaction and safety of workers);
Environmental (reduction of harmful emissions and production waste, increase in environmental friendliness and ergonomics of products).

The manufacturer is most interested in the economic effect, but the importance of other aspects should not be neglected, since they create the company’s reputation and, accordingly, in the long term affect its recognition, stability, and investment attractiveness.