Innovation management is an independent area of ​​economic science and professional activity aimed at forming and ensuring the achievement of innovative goals by any organizational structure through the rational use of material, labor and financial resources.

As a science and art of management, innovation management is based on the theoretical principles of general management applied to the management of scientific and technical progress, the development of science and technology, and R&D management. As a type of activity and the process of making managerial decisions, innovation management is a set of procedures that make up the general technological scheme for managing innovation in an enterprise. This set consists of separate areas of management activity - management functions. Innovation management as an innovation management apparatus involves the structural design of the innovation sphere and includes, firstly, an innovation management system that has a hierarchical structure and consists of specialized management bodies; and secondly, the institution of managers - leaders of various levels, acting as subjects of management, endowed with limited powers in making and implementing managerial decisions and having a certain responsibility for the results of the functioning of innovative processes.

Innovation management as a system is a set of formal and informal rules, principles, norms, attitudes and value orientations that regulate various areas of innovation. Within the framework of a post-industrial society, this means: 1) a socio-economic institution that actively influences entrepreneurial activity and lifestyle, the development of innovative, investment, socio-economic and political spheres of society; 2) a social group of managers professionally engaged in managerial work in the field of public and private business, as well as creative, pedagogical, scientific activity; 3) a scientific discipline that studies the technical, organizational and socio-economic aspects of production management.

There are several types of development of personnel systems:

Evolutionary development of personnel and personnel systems- this is their gradual change and renewal through local and standard personnel innovations of an evolutionary type. An example here is the successive replacement of a larger number of workers of retirement age with a smaller number of new, more efficient and skilled workers.

Personnel innovations and the development of personnel systems are not an end in itself, but stem from the objective needs of updating socio-economic structures in the face of growing knowledge intensity, intellectual intensity and innovativeness of modern production.

The functioning of the personnel system- sustainable, repetitive activity of personnel of the existing number and structure according to the established (unchanging) norms and rules, characterized by simple reproduction or reproduction of the personnel component, goals and methods of personnel management in the same quality.

concept "progress" Dal V. defines as a mental and moral movement forward; the power of education, enlightenment.

Scientific and technical progress(Scientific-technological progress) - in Soviet economic science is considered as the use of advanced achievements of science and technology, technology in the economy, in production in order to increase the efficiency and quality of production processes, better meet the needs of people. At the organizational level, scientific and technological progress is realized in the form of innovations.

Scientific and technological progress determines all aspects of the functioning of the enterprise. Therefore, one of the main tasks is the development of scientific and technological policy, which is a complex process that covers all the structural links that determine scientific and technological progress. Successful implementation of scientific and technical policy in the decisive areas of enterprise development is possible only through the introduction of innovations.

Under innovative progress one should understand the process of development based on the active creation of new or improved types of products (technologies) using scientific research, development, development work or other scientific and technological achievements.

Personnel system progress- this is its transition to more advanced and effective forms, goals, structure and methods based on constant search, development and implementation of personnel innovations -

concept regression(from lat. regressus - reverse movement) - in a broad sense - the processes of degradation, lowering the levels of development of the organization, have signs of stagnation, a return to obsolete forms and structures. It is opposite to progress and represents a certain type of development, which is characterized by a transition from higher to lower, loss of the ability to perform certain functions; includes moments of stagnation.

Regression of the personnel system- this is its stagnation, a decrease in the previously achieved level, the ability to provide new tasks of activity, the degradation of personnel, a return to obsolete personnel and methods of personnel work.

Innovation that has reached a certain critical level may result in the formation of new institutional models of behavior that will turn out to be more adaptive than the old ones. If innovations break through all filtering mechanisms and receive wide public recognition, the diffusion phase begins.

Stagnation(from lat. stagno - I make immovable) this is stagnation in any field of activity. The lack of need for innovation leads to the stagnation of scientific and technical developments. One of the main reasons for innovation stagnation is the lack of an innovative society culture. The stagnation of the personnel system implies a slowdown in its functioning and development, which does not correspond to the goals and needs of the system in a given period of time.

Innovative activity is the more successful, the higher the need for new employees. In modern science, it is recognized as obvious that any system for which the focus on stability is predominant will eventually stagnate and collapse.

That is why in the XXI century. The most important condition for the progress of economic development is an effective innovation policy, since the dynamic economic development of many countries of the world has finally begun to be based solely on innovation, the consequences of which have become strategically important. All over the world, innovation activity is considered today as one of the main conditions for the modernization of various fields of activity.

The concepts of "crisis", "regression" and "stagnation" differ in their qualitative content. The exact meaning of the word a crisis(crisis) - "break", that is, a rapid, abrupt change in the state or course of the process.

The crisis of the personnel system can be defined as a deep disorder and disorientation of its most significant goals, functions, structure, forms and methods of functioning and development, resulting in the loss or threat of loss of key personnel.

Two groups of innovation management functions can be distinguished: basic and supporting. The main (subjective) functions are the most common for all types and any conditions for the implementation of innovations. They reflect the content of the main stages of the innovation activity management process and highlight the subject areas of management activity at all hierarchical levels. These include: setting goals, planning, organizing and controlling. The supporting functions of innovation management include management processes and tools that contribute to the effective implementation of the main subject management functions in an enterprise. These include socio-psychological and technological functions. Socio-psychological functions of management are related to the nature of production relations in the team. This is delegation and motivation. Delegation is a set of management decisions aimed at the rational distribution of work on the management of innovative processes and responsibility for their implementation between employees of the management apparatus. Motivation involves the creation of a system of moral and material incentives for employees of the organization, as well as planning, organizing and providing professional development and career opportunities for employees of the organization. Technological functions of management are means of implementing subject and socio-psychological functions and include making managerial decisions and implementing communications (preparing, receiving, processing and transmitting information for the successful promotion of innovations).

At the present stage of development, the role of innovation has increased significantly. Innovation (from innovation - innovation, innovation) is understood as "investment in innovation" as a result of the practical development of a new product, process or service. Closely related to this concept is the concept innovation(from Latin novation - change, update) is some kind of innovation that did not exist before: a new discovery, phenomenon, invention or a new method of meeting social needs.

The Human Resources Glossary defines innovation as innovation in the field of engineering, technology, labor organization or management, based on the use of scientific achievements and best practices.

Personnel innovations- targeted activities for the introduction of personnel innovations aimed at increasing the level and ability of personnel to solve the problems of effective functioning and development of socio-economic structures (organizations and their divisions) in a competitive environment in the markets for goods, labor and educational (professional) services.

Personnel innovations are one of the types of innovations and are used in the personnel work of enterprises, institutions and organizations. They are the main component of innovative management in personnel work, they are a complex process of creating, distributing and using innovations and simply innovations that are of practical interest in the work of the organization's personnel departments.

Personnel innovations can be classified according to the following criteria:

a) by phases of participation of employees in the professional educational and labor process (cycle):

Vocational and educational innovations, i.e. innovations in the professional training of personnel in universities, colleges, and other educational centers. This area of ​​innovation is engaged in innovation and educational management.

Innovations related to the search and selection of personnel, i.e. with the formation of a new and effective human resources potential. This subgroup includes new methods of searching for personnel in the labor market and within the enterprise. These innovations are the subject of innovation-personnel marketing.

Personnel innovations in the labor process. This subgroup includes new methods of working with personnel during the period of mastering new equipment and types of labor, certification of personnel, a new distribution of labor functions and powers in the existing personnel structure, methods for promoting and moving employees, developing new job descriptions and instructions, improving work with elite personnel .

Innovations related to retraining and advanced training of personnel. This group includes personnel innovations in the forms and methods of retraining and advanced training of personnel, the improvement of methods for determining the need in this area, new methods for involving personnel in the labor process after retraining and advanced training, the creation of new structures here and others.

Innovations in the field of staff reduction and elimination of personnel ballast. This includes the improvement of methods for determining the inconsistency of personnel with the required level, the formation of data banks on personnel ballast, the improvement of methods for working with personnel ballast, the reduction and dismissal of personnel. At the same time, under personnel ballast is understood as the least productive and least promising part of the human resources in the sphere of labor, lagging behind the needs of development (change) of scientific, industrial, administrative and other activities in terms of their professional and qualification qualities, as well as an excess of personnel at an enterprise, in an organization compared to the needs for them at each given stage;

b) on objects of innovation and innovative management in personnel work:

Personnel innovations in relation to individual employees(for example, working with elite specialists and innovators - they make up personnel elite); this is elite management.

Innovations in the personnel systems of scientific, scientific, educational and innovative structures and their divisions(this is, as it were, personnel innovation "squared" - new in innovative structures).

Personnel innovations related with the provision (personnel support) of targeted scientific and scientific and technical programs and projects (recruitment and training of personnel for the development and implementation of a program or project).

Personnel innovations in operating enterprises and organizations. Personnel activity at newly created and reconstructed organizations.

Personnel innovations across the industry, region, country

Innovations in the work of personnel services.

c) according to the degree of radicalness, scale and pace of implementation, one should distinguish between:

Personnel innovations of an evolutionary and modifying nature associated with the gradual and partial renewal of personnel systems;

Personnel innovations radical (reformist) character aimed at a radical and large-scale renewal of personnel.

Systemic and large-scale personnel innovations ( personnel reforms- these are large-scale personnel innovations aimed at a fundamental change (updating) of personnel potential in accordance with qualitatively new goals and objectives for the development of socio-economic systems and structures).

local, partial personnel innovations.

Express innovations in personnel work, carried out in a short time (usually associated with an extreme situation in personnel work, the personnel system).

d) in relation to the elements of mechanization of personnel management:

Innovations in the area of ​​personnel development assessment.

Innovations in the field of forecasting and programming of personnel development.

Innovations in the field of financial and resource support for personnel development.

Innovations in the field of personnel development motivation.

Speaking about personnel innovations, it is important to keep in mind that not every such innovation is positive, progressive and effective.

The basis for the innovative potential is the scientific and technical potential of the enterprise, including: material and technical base of scientific and technical activities, i.e. a set of scientific research facilities, including scientific equipment and installations, experimental workshops and laboratories, computer centers, etc.; ? scientific, technical and engineering personnel; ? information component - reports, publications, data banks, normative-technical, design and technological documentation, samples of new products; ? organizational and managerial structure, i.e. system of organization and management of research and development work at the enterprise. Innovation potential characterizes the ability of an enterprise to develop through the introduction of new products and technologies. Innovation potential is "a set of various types of resources, including material, financial, intellectual, scientific, technical and other resources necessary for the implementation of innovative activities" . In terms of economic content, when assessing innovative potential, the following are taken into account: investment, scientific, scientific and technical, personnel, production, financial and interactive (communications, business reputation, organizational culture and climate, organizational learning abilities) elements.

The fourth group of requirements characterizes the universal and personal qualities of an employee-innovator: knowledge of one's strengths and weaknesses; the desire to constantly gain experience; the presence of healthy ambitions and the desire for professional growth; desire to exchange ideas and experience. Based on this portrait of an employee with high innovative qualities, it is possible to formulate an innovative portrait of the team of a workshop, team, plant, company and develop appropriate personnel innovations.

7. Personnel management in the enterprise is carried out by the personnel department. Personnel service- a set of specialized structures, divisions, together with the officials employed by them, designed to manage personnel within the framework of the chosen personnel policy. According to foreign literature and experts' estimates, the total number of employees in the personnel management service is approximately 1.0 - 1.2% of the total staff. At present, it is becoming increasingly important to find the best options for orienting personnel to intensive labor efforts.

Personnel work- activities of state bodies, management bodies of individual organizations, personnel services and officials aimed at implementing personnel policy. The areas of personnel work are:

formation of a personnel management system and its strategy;

planning of personnel work, hiring, selection and admission of personnel;

business assessment, career guidance and adaptation of personnel;

training, career management and promotion;

motivation, organization of work and ensuring the safety of personnel;

creation of a normal psychological environment in the team and other areas of activity.

Personnel activities apply to the personnel of the organization. Personnel - the main (full-time) composition of qualified employees of organizations and institutions.

Personnel reform- a large-scale personnel innovation aimed at a fundamental change (updating) of the personnel potential in accordance with qualitatively new goals and objectives for the development of socio-economic systems and structures.

The need for personnel reforms may arise as a result of a sharp change in production technology and products, changes in the external environment (the actions of competitors, decisions of government bodies, the development of scientific and technological progress). To determine its need, constant collection and analysis of information is required.

Personnel reform is always characterized by the presence of objective and subjective preconditions.

The main components of the innovation process Innovation - new idea, new knowledge The result of completed scientific research (fundamental and applied), experimental design, other scientific and technical achievements. New ideas can take the form of discoveries, rationalization proposals, concepts, methods, instructions, etc. Innovation \u003d Innovation (from the English innovation - the introduction of a new one) The result of the introduction of new knowledge, its implementation in a new or improved product sold on the market, or in a new or improved technological process used in practice. Diffusion of innovation

The process of distribution of an already once mastered, implemented innovation, i.e. application of innovative products, services, technologies in new places and conditions. The form and speed of this process depend on the structure and power of communication channels, the ability of economic entities to quickly respond to innovations. In general terms, the scheme of the innovation process can be represented as follows (see diagram 1). The first component of the innovation process is innovation, i.e. new ideas, knowledge are the result of completed scientific research (fundamental and applied), experimental design, other scientific and technical results. The second component of the innovation process is implementation, the introduction of innovation into practice, i.e. novelty or innovation. The third component of the innovation process is the diffusion of innovations, which means the dissemination of an already once mastered, implemented innovation, i.e. application of innovative products, services or technologies in new places and conditions. Innovative activity is rooted in ancient times, when science in the modern sense of the word did not exist.

There are the following types of state regulation innovation processes:

organizational regulation: support for innovative projects included in federal and regional innovation programs; state assistance to the development of innovative infrastructure; personnel support of innovative activity; stimulation of innovative activity; Information support; promoting the development of international cooperation in this area; protection of the interests of Russian subjects of innovative activity in international organizations;

economic regulation: development of market relations; activation of entrepreneurship; suppression of unfair competition; pursuing a tax policy and a pricing policy that promotes the growth of proposals in the innovation market; creation of favorable conditions for conducting innovative activities; support of domestic innovative products in the international market;

financial regulation: conducting a budget policy that provides financing for innovation activities, directing public resources to the innovation sphere, allocating direct public investment for the implementation of innovative programs and projects that are important for social development, but not attractive to private investors; creation of a favorable investment climate in the innovation sphere;

legal regulation - establishment of legal bases of mutual relations of subjects of innovative activity; guarantee of protection of their rights and interests, including intellectual property rights.

The policy in the field of innovation activity as an element of the state regulation system contains clearly defined goals; management bodies that implement functions that ensure the achievement of the formulated goals; an information system that forms an information image of the regulated object, sufficient to implement the control function; regulatory and support instruments through which government bodies influence enterprises and the environment in the course of performing their functions.

Types, types of organizational structures of innovation management.

These relationships are quite complex and are distinguished by the following features: - the developer's desire to gain competitive advantages through innovative activity. Main forms of technology transfer and commercialization.

Accordingly, the subjects of scientific, scientific, technical and innovative activities are: 1. Researchers. 2. Specialists of a scientific organization (engineering and technical workers 3. Workers in the field of science 4. Temporary research teams 5. Scientific organizations 6. Innovative enterprises 7. Organizations and individuals 8. Credit organizations and investment institutions 9. Innovation infrastructure organizations that provide innovative services in the field of financial leasing, 10. Public authorities Russian Federation

Technology transfer (technological transfer) can be defined as a set of economic relations through which a technology developed in one organization is transformed into a commercial product or process used by the technology created by it, and therefore protect it as an object of intellectual property, including special terms of contracts; - incomplete alienability of technology from its developer; - the need to transfer implicit knowledge, which requires training of the receiving party; - active participation of the developer in the technology transfer process.

An enterprise developing, acquiring and applying modern technologies constantly faces three main problems. To be successful, it needs:

• ? quickly master new technologies;
• ? use them effectively to produce goods and provide services in accordance with market needs;
• ? constantly optimize the application of technology, material and labor resources. innovative personnel management

The right technologies are the basis for successful innovation and a factor in long-term competitiveness. Therefore, technological solutions should be included in the practice of developing strategic management decisions.

In this aspect, technology can be understood as a set of strategic resources used by an enterprise in current and future innovation activities. The actions of an enterprise in relation to its technological resources can thus have a significant impact on its innovative capacity, that is, the ability to create long-term competitive advantages in a dynamic external environment.

The state innovation policy of the Russian Federation is formed and implemented on the basis of the following basic principles:

• 1. Recognition of the priority importance of innovation activity to improve the efficiency of the level of development of social production, the competitiveness of science-intensive products, the quality of life of the population and environmental safety;
• 2. ensuring state regulation of innovation activity in combination with the effective functioning of the competitive mechanism in the innovation sphere;
• 3. concentration of state resources on the creation and dissemination of basic innovations that ensure progressive structural shifts in the economy;
• 4. creation of conditions for the development of market relations in the innovation sphere and the suppression of unfair competition in the process of innovation;
• 5. creation of a favorable investment climate in the implementation of innovative activities;
• 6. state protection of the rights and interests of subjects of innovation activity and intellectual property created in the process of implementation of innovation activity;
• 7. activation of international cooperation of the Russian Federation in the innovation sphere;
• 8. strengthening the defense capability and ensuring the national security of the state as a result of the implementation of innovative activities

The implementation of the state innovation policy is carried out in the following priority areas:

• 1. work on the creation, development and dissemination of equipment and technologies that lead to fundamental changes in the technological basis of the country.
• 2. work on large branch scientific and technical projects that require a large-scale concentration of resources that are beyond the power of individual enterprises;
• 3. scientific and technical support of activities aimed at realizing the social goals of society (through the development of health care, education, culture, protection environment, infrastructure);
• 4. areas of scientific and technical progress related to the international division of labor and foreign economic activity of the state.

Main functions state bodies for the regulation of innovation activity act :

• 1. Coordination of innovation activities. The state determines the general strategic guidelines for innovation processes and promotes cooperation and interaction between various structures in the implementation of innovations.
• 2. Stimulating innovation. The central place here is occupied by the promotion of competition, as well as various financial subsidies and incentives for participants in innovation processes. Great importance has partial or full state insurance of innovation risks.
• 3. Creation of legal base of innovative processes. It is important to form not only the necessary legislation that ensures stability and timely adjustment of the norms in accordance with social and technological changes, but also the actual mechanisms for its observance.
• 4. Staffing innovation. The content of training programs in state educational institutions should contribute both to the development of the creative potential of innovation generators and the susceptibility of specialists to innovations.
• 5. Formation of innovative infrastructure. The state ensures the operation of information systems - one of the main channels for the dissemination of innovations, provides innovators with legal, consulting and other services.
• 6. Institutional provision of innovative processes. The main thing here is the creation of state organizations and departments that carry out research and development and implement innovations in the public sector.
• 7. Raising the social status of innovation activity. The state organizes the promotion of scientific and technological achievements and innovations, the moral encouragement of innovators and provides them with social protection.

Innovation experiment acts as a diagnosis of innovation by trial innovation. The diagnostic function of an innovative experiment involves development of innovation, i.e. determining the directions of its internal changes, both in the content of the innovation being tested, and in the methods of its implementation. The stages of innovation development include: start, fast growth, saturation, the disappearance of novelty and extinction.

The personnel management system includes a number of stages: formation, use, stabilization and management itself (Fig. 3).

The formation (formation) of the organization's personnel is a special stage, during which the foundation of its innovative potential and prospects for further growth are laid. The stage of personnel formation is designed to solve the following tasks:

• - ensuring the optimal degree of loading of employees in order to fully use their labor potential and increase the efficiency of their work;
• - optimization of the structure of workers with different functional content of labor.

The solution of these problems can be based on the main principles for the use of personnel in the organization: compliance of the number of employees with the volume of work performed; coordination of the employee with the degree of complexity of his labor functions; conditionality of the structure of the personnel of the enterprise by objective factors of production; maximum efficiency in the use of working time; creation of conditions for continuous professional development and expansion of the production profile of employees.

With the growing share of the innovative economy in the global world, the structure of success factors is changing, which is more and more shifting from material prerequisites towards significance. human capital. At the same time, in the management system of modern companies, innovative management methods are becoming more widespread, which otherwise initiate the activity of business intellectual resources. In this article, we will analyze the basics of the innovation management (IM) methodology and identify its main differences from traditional management systems.

The essence of innovation-oriented management

It is known that management as a kind of human activity arises there and then, when cooperation and division of labor of a horizontal type begin to operate between the performers. At this moment, prerequisites are created for the vertical division of competencies into managerial and executive ones. That is, when it becomes necessary to coordinate the efforts of people in order to achieve a result, then management is born. Its essence lies in the ability and actions to motivate, organize, stimulate, coordinate other people for purposeful activities that lead to the solution of a collective problem. Below are two classic definitions of management from the point of view of M.Kh. Mescon and P.F. Drucker.

With the concept of innovation management, the situation is somewhat more complicated. As a functional variety, innovation management can be considered as a complex of specific techniques and methods that ensure the implementation of innovative projects of various directions and scales. The methods and principles of innovation management, which form the basis of its methodology, are formed with the help of special rules and methods for solving management problems in innovative projects. This is due to the presence of non-traditional roles for ordinary business (researcher, inventor, designer, innovator-entrepreneur) and the specificity of the project organization in innovation.

Definitions of the concept of "management" from Meskon M. and Drucker P.

Innovation management in an enterprise with a wide product profile and in specialized innovative firms is proposed to be considered not only from the standpoint of practical management activities, but also from the point of view of scientific knowledge. Gradually, MI stands out as a full-fledged direction of economic science. In the applied aspect, we accept IM as a methodological complex (forms, principles and methods of management (regulation) of processes, activities, projects of an innovative orientation), the main goal of which is to obtain an innovative product.

The methodological foundations of innovation management are based on the following main elements of its systemic perception.

1. Problems of the current state of the business.
2. IM goals.
3. IM tasks.
4. Cycles of innovation management and its functions.
5. Principles of innovation management.
6. Stages of IM development.
7. The composition of management procedures in IM.
8. Types, forms of MI and their classification.
9. Innovation manager and his role in the corresponding process.
10. Methods and other tools of IM.
11. Strategic aspect of IM.
12. Decision-making methodology in IM.

The essence and content of innovation management in its modern interpretation are also formed on the basis of active variant modeling. Among the specialized models that help to develop effective and efficient solutions, they differ: mathematical, physical and analog studies. IM is guided both by a number of formal rules and guidelines, and by a complex of informal dispositions, including those of a cultural nature.

Many qualities of traditional management of the hard ("hard") type, such as certain types of classical organizational structures in innovative management, are simply not able to give the desired result. At the same time, such elements as the cultural aspect (soft (“soft”, flexible) type), for example, the adhocracy type of organizational culture, are the most productive. Thus, MI can be studied by us as:

• some synthesis of science and art of management practice to create an innovative product;
• type of activity and decision-making procedures;
• methodology of managerial activity of innovative orientation.

Basic elements of the IM system

In this section, we will consider the general issues, goals, objectives and functions of the IM. If general corporate management is divided into strategic management and operational management, then innovation management is subject to a similar division. The strategic context of management grows from the root problems of the company, this message has become axiomatic in recent decades and serves as the main basis for development. And the strategic futility of many business lines becomes more and more obvious in the absence of innovation, since the problem always lies within the management paradigm of the business system, and is initiated from the external environment, which is inevitably globalized.

Based on this message, the goals of innovation management also differ in terms of the goals of strategic level IM and the goals of operational purposes. Tactics (for example, annual duration) we in this case also refer to the operational level, which is sometimes called the functional level. If the strategic context of innovation management is associated with the development and controlling of growth strategies, with the company's development goals and directly with the innovation strategy, then functional management is focused primarily on the tasks of research, development, production, testing and commercialization.

The second approach to the goals of innovation management is that, in principle, management theory is based today on two main conceptual lines. The first one is based on the paradigm of focusing business management on the integrated and effective implementation of decision-making processes in companies. The second concept puts in the first place in the managed system a person, human capital and its socialization in a business environment. These two concepts are very difficult to harmonize with each other, which can also be a managerial innovation.

The main objectives of management in innovation

Based on the two concepts of management identified above, a diagram of the basic goals of MI is presented above. But it is impossible not to add to the tasks of the subject area and personal development a third one - reproduction. This is due to the fact that full-fledged management arises as a response to the challenge of the needs of reproduction, achieved by a single success in the implementation of an innovative project. Yes, such management is also required, it is unique. And sometimes success happens. But here we must talk about a regularly repeated result with all the attributes of management, including the regulation of the managerial impact on the object.

Thus, the goals and objectives of innovation management are to achieve the established level of productivity, scalability of the business (or business units) in its innovation component, as well as the satisfaction of personnel involved in innovation processes and projects. As a result, the main practical goal of innovation management is formulated, leading to strategic success due to a temporary "handicap" in the competitive environment of the global market. The progressive chain of innovation enables the company to create a succession of shortening blue ocean periods. For a brief illustration of this message, just look at the confrontation between Samsung and Apple.

Management functions in innovations are divided into two large groups: basic or subject functions and supporting MI procedures. Due to the specifics of innovative activity, supporting functions play no less importance, and sometimes even more, in comparison with subject functions. Ensuring innovation is carried out in the socio-psychological and procedural (technological) aspects. Socio-psychological functions are basically determined by the issues of management culture, the formed features of the procedures for delegation, motivation, leadership, etc. For functions of the procedural type, the work of an innovative manager with his style of making decisions, built business communications, etc. is of particular importance.

Subject functions of IM

The tasks of innovation management, which are tied to the implementation of blocks of research, development, production and commercialization, determine the functional composition of the subject area of ​​innovation. The entrepreneurial context dominates. And decision-making in innovation management about the start of design work begins with the question, how will customers and consumers perceive the product-innovation? Two key functions are dedicated to this moment: forecasting and planning. Thanks to them, an entrepreneur is able to significantly reduce risks and possible losses by making a preliminary modeling of future demand.

The main functions of innovation management express managerial competencies and direct actions in the context of the stages of innovation processes and, in the development of the classical PDCA, include the following elements:

1. Forecasting in innovation management.
2. Analysis of the external environment, immediate environment and market response.
3. Planning.
4. Organization of innovation management.
5. Coordination of innovation processes.
6. Motivation.
7. Production analysis.
8. Production regulation.
9. Accounting.
10. Control.

(click to enlarge)

Forecasting in innovation management stands out in the functional composition of managerial actions. The object of management in IM is the innovation process, projects and, in fact, the innovation organization. It is they, in close relationship with the likely market reaction, that require regular forecasting procedures because of the risky potential of innovations. The scientific and technological development of society, markets, industries, and individual product solutions are subject to forecasting. Forecasts are mainly based on probabilistic modeling methods and are often corrected.

The planning function is aggravated by the low level of predictability of the research and invention stage, but in general it differs little from the typical planning procedures for project activities. The organizational aspect of managing innovation processes is more difficult to set up. The organization of innovation management requires a rational combination in space and time of all innovative design procedures and implementation stages. A very subtle approach is required to the organizational structures of units involved in the innovation process: a research unit (if the R&D stage is present and the research results are not purchased on the market), technological and design units.

However, a special approach to the structuring of activities is also required in relation to the departments involved in the tasks of marketing, sales, supply, production and testing. The organization of innovation management in a single innovation company involves the formation of a research and design structure, the structure of the production complex, and only after that its management architecture is determined. The specificity of innovative activity, its flow predetermines the special dynamism and flexibility of the organizational aspects of IM. The share of informal and often cultural tools of organizational building is high. These tools are becoming more widespread in modern management methods from the standpoint of the theory of human capital, the latest achievements in the management of organizational behavior, corporate culture, etc.

The formal side of IM

We will begin this section by examining the basic principles of innovation management that must be observed when a company starts implementing an innovation strategy, among which the following stand out.

The history of the development of IM in developed countries has been going on for more than a dozen years; in Russia, this practice has been more or less actively present since the second half of the “zero years”. The stages of innovation management in its development are divided into four periods.

1. Acceptance of science, engineering and technology as key factors in the development of the economy (factorial approach).
2. Integration into the functional models of company management of specific functions and processes for the development and decision-making of an innovative direction.
3. System approach in IM.
4. Synthetic development of all previous approaches with situational response to changes.

From the standpoint of a set of IM procedures, I propose to pay attention to individual tools of innovation management. The strategic component acquires the most complete development, starting with the setting of strategic goals, ending with a set of initiatives that are converted into strategic innovation plans. There is a high proportion of search activities related to planning and searching for funding sources, patents, know-how and related licenses. Due to the riskiness of innovation activity and a large percentage of failures, risk management occupies an important place in IM. Finally, the management of the main driving resource (personnel) brings HR management to the forefront in the hierarchy of management functions.

In terms of level and scale, innovation management is divided into individual (self-management and management of specific groups of personnel), local (at the company level), global and super-global types. Types of innovation management are also divided according to the organizational structure of innovation. In this regard, the following types are distinguished:

• linear;
• functional;
• linear-functional;
• matrix;
• divisional;
• design and design-target;
• program-target organizational structure of centralized and coordination types;
• flexible structures, which include venture structures and temporary working groups.

Agile structures can only be classified as organizational structures at a stretch. In them, the "fastening material" of the team is no longer based on the principles of structuring, but is formed on motivational mechanisms of another level, for example, cultural, more flexible and softer than the rigid framework of the structure. To no lesser extent, the typification of IM is also determined by the types of organizational and organizational-legal forms. We will consider the organizational forms of innovative management in detail in the following site materials.

The role of the innovation manager and IM methods

Innovation manager as an actual profession is actively developing in last years. The requirements for this specialist and manager are growing in parallel with the genesis of approaches to managing innovative processes in modern companies. Below are ten main schools of MI that have developed over the past twenty years in the world.

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A manager is an employee of the company who is able to organize people to jointly solve business problems and eliminate problems, motivate, stimulate, control and coordinate their actions to obtain a regular result of purposeful activities. An innovation manager is called upon to solve a specific problem of a technical and (or) economic nature. This contradiction is inherent in the goal-setting of the three hypostases of innovation activity: science, design of production technology and commercialization.

Guided by an entrepreneurial philosophy, the innovation manager cannot be perceived as a traditional boss, endowed with a certain structured power. This is primarily a project manager. Moreover, working in an environment of highly qualified intellectuals, the manager builds business partnerships with them. Motivation in innovation management reaches a qualitatively new level. Team members are united by a common goal and complex interesting tasks. In these relations, there is enough room for challenges and, to be honest, disruptions, but the usual manipulations of the “leader-subordinate” level tend to be minimized.

The IM methodology is based on two large groups of innovation-oriented management methods. The first group consists of methods by which the manager actually exercises managerial influence on members of his team and stakeholders. This includes the methods of inducement, persuasion, coercion, visual resignation and negotiation. This group is naturally dominated by effective communication methods based on persuasive influence technologies.

The second group includes methods of analysis, forecasting and search for optimal solutions. As we noted earlier, forecasting tools are of great importance due to the specifics of research activities. Moreover, not only the object of research and its commercial potential is subject to forecasting, but also the entire macro-environment, including scientific knowledge, the results of applied research, patent databases, and technological advances. You can find the methods of the second group in the most complete composition in the diagram below.

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Strategic aspect of MI

In the literature, one can often find an understanding of IM as identical to knowledge management, but this is not entirely true. There is another important component - strategic management, which combines the management of innovation and the management of changes and knowledge. "The soldier who does not dream of becoming a general is bad." It is very risky when forming a strategy not to claim success in the global market, because there is no return to the Iron Curtains, and it makes no sense to build a business with a black scenario. Consequently, strategic management with an integrated innovative component will have to be implemented sooner or later, it would be better, of course, earlier.

The strategic capabilities of the company in the field of innovation are associated with such a concept as the innovative potential of the company. Such potential serves as a measure of a set of resources and experience that can allow a company to achieve a strategic innovation goal, to carry out a program of transformational activities in a project format. Taking on a powerful challenge may be required to compete in the CSF area for innovation that is recognized in the global marketplace. Regional and country markets can be considered as intermediate results, but only with an eye on the world stage, which is difficult from different points of view, including the psychological attitude of the leader.

From the position of the internal environment, innovation management strategies are divided into product, functional, organizational and managerial and resource ones. The product strategies of the innovation direction, in turn, imply the form of a business strategy or portfolio context, since they form the goal-setting to create an innovation in the form of a product. Functional strategies form a plan for innovation in the field of management functions (marketing, service, production, scientific and technical sector, etc.). Organizational and managerial innovations focus on the long-term effects of innovations in the structure, methods, regulation of the management system. And strategic innovations can be implemented in relation to the resource component of the business (finance, personnel, information, materials and mechanisms).

We do not consider reduction and stabilization strategies for an innovative company, and growth strategies, just as for the general (classical) strategy of a company, in an innovative context are divided according to the degree of intensity and diversification.

1. Local innovation strategies (intensive growth).
2. Marketing innovation strategy (intensive growth).
3. Product innovation strategy (intensive growth).
4. Product innovation strategy (diversification growth).
5. Technological innovation strategy (diversification growth).
6. Marketing innovation strategy (diversification growth).
7. Organizational innovation strategy.

In this article, we examined the concept and essence of innovation management. Innovation management is focused on the practice of managing innovation and investment projects implemented within the framework of innovation processes and the current strategy of the company. In fact, the management itself in the considered direction should be innovative, because it incorporates the newest previously untested tools of managerial regulation and leadership initiation of new tasks. This means that a project manager working in this area can be at the peak of the most modern solutions, participating at certain points in the demiurgic process. And this is very interesting, although very difficult.

Innovative transformations permeate all spheres of economic activity and the functioning of society. According to the concepts innovative development each new generation of innovations in engineering and technology expands its sphere of influence in social life. Thus, from the standpoint of technological determinism, early industrial development was carried out under the slogan "freedom of enterprise." For the modern post-industrial period of development, another slogan is applicable - "freedom of innovation". These radical changes testify not only to the innovative direction of economic development, but also to a significant transformation of the factors that determine it. As never before, the role and importance of managing these processes is growing, i.e. the role of innovation management.

The concept of "management" is interpreted as the impact on the object with the aim of streamlining, improving and developing it. In English, management is "management", it is understood as a way of managing, directing, coordinating and controlling, as well as using resources with maximum efficiency. Structurally, management can be represented (in the general case) in the form of main components, blocks (Fig. 1.4).

Rice. 1.4.

Similarly, innovation management can be represented as a specific management.

The science of management, originating in the 19th century, has gone a long and difficult path from disparate views and experience to scientific schools of management. F. W. Taylor is rightly considered to be the founder of the management school. The subsequent development of management theory is closely connected with an expanding set of scientific, technical and socio-economic factors. At a certain stage, management theory began to be considered from two positions - open and closed systems (first) and rational and social factors of management (second). The science of management (management) is on the rise today, being an interdisciplinary study that uses various methods of sociology, psychology, mathematics, cybernetics and other technical and mathematical sciences. The main stages in the development of the science of management and the classification of concepts in innovation management are shown in fig. 1.5, 1.6.

From fig. 1.5 and 1.6 it is obvious that the content of the concepts and approaches is different, which means that the weight of each of them is not equivalent. However, without belittling the role of other approaches, let us dwell on the systems approach as a fundamental, general scientific approach.

Rice. 1.5.

Rice. 1.6.

A systematic vision in innovation management allows the most complete study of innovation processes, to carry out full-scale not only analysis, but also synthesis. One of the basic concepts of the systems approach is the concept of "system". There are several different definitions of this concept. One of the most common is the following: a system is an objective unity of objects, phenomena, and knowledge about nature and society that are naturally connected with each other. The systems approach is based on the following basic principles.

• 1. System integrity. It consists in its qualitative certainty and is expressed in the presence of its specific or integral properties, which are not the sum or combination of the properties of its components, unite the parts of the system into a single whole, and determine the appearance of new properties in it as a result of connections between the components. Integrity presupposes the presence of a conditional system boundary that separates it from other objects that exist outside of it. The totality of such objects that affect the system or are under its influence is called external environment. System integrity is sometimes called a special term - "emergence".
• 2. Hierarchy. It means that at any vertical or horizontal levels of the system, hierarchical interaction between components and elements (stages, stages of the technological chain, departments, individual workers, etc.) must be ensured.
• 3. Adaptability. This is the adaptability of the system to changes, for example, the adaptability of the production apparatus to new equipment, technology, the adaptability of personnel to innovative, organizational and other changes.
• 4. Controllability. It means the orderliness of information and material flows, the regularity of performing functions at the command of the control link (control subsystem), as well as the absence of failures and downtime in the operation of equipment, the synchronism of various stages and production processes.
• 5. Optimality. This is the most important property of the system, which means its ability to best implement the tasks and functions assigned to it based on the concentration of efforts of all its elements. The implementation of this property of the system is possible if all the listed principles are observed.

For innovative management, the concept of "open system" is fundamental. Being in close interaction with the external environment, it experiences numerous influences of environmental factors. Simultaneously with external influences, the elements of the innovation system are also influenced by the internal environment.

Despite the variety of organizational forms (types) of innovation management systems, any of them must contain the following components (components):

• objects of innovation (phenomena, processes, types of economic activity, etc.);
• innovative resources (material and non-material);
• internal environment;
• management of the innovation process (management), carried out by a team of specialists in the field of economics, finance, marketing, management, sociology, technology and a number of other fields of knowledge. Through the efforts of these specialists, work is carried out in accordance with the current methodology of innovation management.

Considering the innovation management system (structural diagram), it is necessary to take into account the following elements that ensure its functioning:

Taking into account the main components, inputs and outputs listed above, the typical structure of the innovation management system can be presented in Fig. 1.7.

When considering the above block diagram, one should dwell in detail, taking into account their role and weight, on the following elements: system input, output, external and internal environment, control. At the same time, the last element

Rice. 1.7.

ment requires a separate approach, a more detailed study. The external environment affects the innovation management system directly and indirectly, i.e. has direct and indirect effects. The main environmental factors that have a direct impact are the state legislative and executive bodies, trade unions, sources of resources, scientific and industrial organizations, the general and innovative market conditions, etc. Factors of indirect impact include international political and economic, environmental, the state of science and technology, the attitude of society to the new, etc. The internal environment of the innovation system largely determines the state of its elements, types and forms of management of ongoing processes, and affects the efficiency of the system as a whole. The main internal factors are the psychological climate of the organization, infrastructure, staff qualifications, the state of scientific and technical potential, etc. The system is formalized using a model that reflects the relationship between input and control actions, as well as output parameters (effect). The outputs of the systems can be new processes, products, services, profits and other performance indicators of economic activity, public benefit, social effects, etc. The complexity of the model directly depends on the composition of the system and the relationships between its components. An innovation system (even its lowest level) is quite complex and hierarchical. Methods of analysis and synthesis known from systems theory are applicable to it. However, using the general methodology of the system approach, we formalize the task of innovation management, the basis for this is the introduced designations.

A complex, large innovation system is presented in the form of subsystems (components): managing, managed, providing, scientific. Consider briefly the control system. It is the highest level of the hierarchical structure of a large system and is itself a complex system that includes the following elements (Fig. 1.8).

Rice. 1.8.

Planning is one of the main functions of innovation management. The planning process is a very complex and multifaceted process, penetrating almost all areas of innovation. In market conditions, planning, as a rule, is not directive. Nevertheless, it allows you to clearly define the development strategy, evaluate the expected effect through socio-economic indicators, develop ways and directions (tactics) to achieve the desired result both at individual stages and for the entire innovation process as a whole. Despite the diversity of management, which is due to the different nature and a large number of types of innovations, any management includes the following mandatory components: analysis and synthesis. The components of these components (elements) are shown in fig. 1.9.

Operational management involves, first of all, the adjustment of previously made decisions, which is necessary and caused by changes in factors of both the external and internal environment. The adjustment is aimed at parrying negative trends through the development of additional control actions (managements), leading even in changed conditions to the planned result. Adjustment basically contains elements of both control and management, i.e. in fact, this is also management, but only tactical.

Rice. 1.9.

Control in innovation management is its main component, which is a system of measures aimed at ensuring the planned results (effects). Control is a feedback process: the evaluation of output processes is correlated with the evaluation of input processes. Control has different types and characteristics and depends on many factors. The main types and characteristics of control are shown in fig. 1.10.

Rice. 1.10.

Thus, on the basis of the foregoing, applying the elements of a formalized description, we determine what the organization of management should be like, what should be the management of a complex process implemented by the innovation management system.

To the previously introduced designation of input information add the following notation:

"

The vector of external factors that have an impact on the innovation management system,

>

The time during which the implementation of innovation management is carried out, including the current time,

Control U in the general case will depend on the object of innovation management, the flow (array) of input information, external and internal factors, resources, states, results of innovation management, time T. However, to simplify the record, we will assume that the selected methods fully correspond to the control object, the preparedness of the performers, the capabilities of technical means ensure the implementation of control. Then you can write: . In turn, the output effect, the results (return from innovation and from the entire innovation process as a whole) will be completely determined by the quality of the organization of innovation management, i.e. management. It should ensure the best possible fulfillment of the goal that is set for the innovation management system. The system will be optimal (we are talking about all the components of the system) if the control is optimal.

Speaking of optimality, one should choose an optimality criterion. This is a rather complex independent task, depending on many conditions. As a criterion, as a rule, the objective function of the system is chosen. A whole range of tasks is set for the innovation management system, but one of them is the main one - to ensure the required (given) effect. It is obvious that the system will be effective if the costs of implementing control are significantly less than the effect obtained from it. In connection with the foregoing, either the minimum cost or the maximum efficiency can be taken as optimality criteria. Let's denote the criteria as follows:

Taking into account the introduced notation, we write in a general form the formalized optimal control problem:

where is the optimality criterion ( or ).

It is really necessary to take into account the various restrictions that are imposed on the control itself (),

where is the area of ​​possible management implementation), as well as the fact that management (innovation management), even in the simplest implementation options, is a costly mechanism. Management costs should also have limits (). Thus, the formalized problem of optimal innovation management, taking into account the restrictions on control and costs, will have the form

where the vertical bar means the condition, and the task itself refers to the tasks of the conditional extremum.

The criterion is universal, since all the costs of innovation management can be calculated and expressed in monetary units. However, one should not forget that the main goal is to obtain or achieve the necessary (required) effect. The formalized optimal control problem in this case will look like:

Solving such problems is a complex process, a detailed consideration of which is not included in the program of this course (discipline). The solution will become much more complicated if they are considered in a stochastic formulation, but in this case the tasks will fully reflect the actual state of the innovation management system, which changes under the influence of random factors (external and internal environment). Reducing the problem to a deterministic form is a simplified approach.

Thus, innovation management – a special type of management aimed at achieving specific innovative goals, optimal results through the rational use of scientific, labor, material and financial resources. It is based on a set of principles, methods, strategies.

In the context of increasing global scientific and technical competition, the role and importance of innovation management is expanding significantly. It should be evaluated as an activity that ensures the development of the enterprise.

Innovation management as an independent area of ​​general management emerged in the last two or three decades of the 20th century. This period is characterized by the rapid development of the technological and technical base for the production of goods and services. A global global market is being formed in the world. There was a sharp increase in the share of science-intensive products in the total volume of manufactured products. The life cycle of many models of technical devices (radio and television devices, computers, cars, etc.) has been drastically reduced.

Traditional management faced new problems that fully manifested themselves at the end of the 20th century.

1. Managing the processes of creating new knowledge. Initially, the scientific sphere developed under the influence of external influences, responding to the needs of production and human life. The creation of new scientific knowledge proceeded spontaneously, without visible external control, which eventually became ineffective. A qualitatively new stage in the development of the scientific sphere emerged in the middle of the 20th century. with the advent of the "science of science". Managers became full participants in research, but limited themselves to science itself and only occasionally turned their faces to the consumer. Science developed on the basis of its own logic of the research process.

   The present period shows the need for a sharp turn in the sphere of science towards the consumer. Monitoring of the consumer sphere is required, carried out from the point of view of managing the creation of new knowledge.

2. Managing the creative potential of the creators of new knowledge. Beginning of the 21st century characterized by a huge amount of accumulated knowledge. Even in narrow thematic areas, a huge number of decisions have been adopted and implemented (in varying degrees and form), many methods are in place, and colossal flows of information circulate. An individual specialist, even in a narrow field, is not able to cover the entire mass of available knowledge, and humanity continues to replenish it at an increasing rate. Moreover, an effective solution to many practical problems can only be found by drawing on knowledge and experience from other fields.

   It is quite obvious that there is a need to form a special methodology that ensures the search for new knowledge with less heuristic costs and with a greater probability of achieving the goal. There is a growing need to manage the creative potential of the creators of new knowledge.
3. Innovation management. New solutions found in technology, economics and in general in all branches of activity must be put into practice. The problem of introducing innovations has always been relevant and acute in our country. This special work is associated with the uncertainty of obtaining positive results, i.e. with risk. Therefore, there is a constant and large-scale need for the development of innovation management.
4. Management of social and psychological aspects of innovations. Scaling up and accelerating the emergence of innovations causes acute problems between the old and the new. The psychological aspects of "replacing one with another" have grown into a complex and sometimes insoluble problem, since any innovation is a crisis. Moreover, it should be regarded as a turning point in the development of the system, giving scope to the new. Until now, due to the insufficient development of the scientific methodology of foresight, the emergence of a crisis began to respond only after its occurrence. Leading companies are now using a strategy to anticipate such a crisis.

Various concepts of innovation management are presented in table. 3.2.

Rice. 3.1.

The objectives of the innovative activity of the enterprise from the standpoint of its internal needs are to increase production efficiency by updating all production systems, increasing the competitive advantages of the enterprise based on effective use scientific, scientific and technical, intellectual and economic potentials. Social goals are aimed at increasing the wages of employees, improving working conditions and increasing social security.

Innovative goals are associated with the development of fundamental innovations, patenting and licensing, the acquisition of know-how, new industrial designs, trademarks, etc.

The firm's commercialization goals include active marketing efforts to secure a strong market position, followed by segment expansion and expansion into new markets.

The priority goals of innovation management are the growth and development of the organization based on the intensification of innovative activity, the active promotion of new products and new technologies to the market, the use of opportunities for further specialization and diversification of production for active growth, economic prosperity and expansion into new markets.

The tactical goals of the organization are reduced to the intensification of the processes of development, implementation and development of innovations, to the organization and financing of investments in the enterprise, to training, retraining, stimulation and remuneration of personnel, improvement of R&D and the scientific base of innovations, methods and functions, techniques and management style.

The structural goals of the organization are related to the optimal functioning of the subsystems of the enterprise: production, R&D, personnel, finance, marketing and management.

General classification of the goals of innovation management is carried out according to the following main criteria:

• level (strategic and tactical);
• types of environment (external and internal);
• content (economic, social, political, scientific, technical, organizational, etc.);
• priority (priority, permanent, traditional, one-time);
• validity period (long-term, medium-term, short-term);
• functional structures (production, R&D, personnel, finance, marketing, management);
• stages of the life cycle of the organization (emergence, growth, maturity, decline and completion of the life cycle).

In large organizations, as a rule, you can trace the presence of a tree of goals. In this case, the hierarchy of goals is important, since the goals of the lower level are subordinate to the goals of the higher one.

Under the influence of the ideas of innovative management, the entire toolkit of managerial influence and the procedure for making an innovative decision are being rebuilt. There is a special relationship and logical sequence in the implementation main functions of innovation management. Thus, the importance of the procedural and socio-psychological functions of management, such as communications, motivation, and the process of delegation of authority, is sharply increasing. Among the ways of organizing innovation processes, informal types predominate, based on the patterns of interpersonal relations, group dynamics, etc.

Relationships between different types of control change. They are increasingly focused on self-control, on the strategic control of innovation, as well as on financial and economic types of control. Of particular importance are communications related to monitoring the progress of innovation processes. They are dominated by a procedural nature and a continuous process of information exchange.

The functions and methods of management in innovative personnel management are undergoing special changes. The development and implementation of innovations, the complication of processes, the emergence of new technologies require the employee to have appropriate qualifications and special professional knowledge and skills. In innovative structures, there is a significant increase in the overall level of education of the worker. The emerging type of personnel requires employees who are able to take responsibility and make decisions. Delegation of authority and the associated reduction in the powers of the highest levels of the organization's hierarchy are closely related to the growth of initiative, individual freedom and competence of the staff.

In innovative management, the composition, structure and content of management methods are significantly modified: more space than in traditional management is given to analysis and forecasting, quantitative modeling methods, socio-psychological types of impact, the content of economic and heuristic approaches is enriched, and the range of opportunities for applying administrative levers is narrowed. .

The system of production management functions in innovation management is given in fig. 3.2.

Organization of innovation activity. The main task of the organization as a management function is the formation of organizational structures for the introduction of innovations, the provision of all types of resources in order to implement the enterprise development strategy and implement action plans. This function of innovation management is discussed in "Organization of innovation management".

Communication process in innovation management. The peculiarities of innovative activity impose increased requirements on the types and forms of communications in management. The nature of innovative transformations, the high risk of entrepreneurship, the alternative approaches and the diversity of solutions require a variety of forms and differentiation of types of communications in the process of creating innovations.

Communications in innovation management are classified according to the areas of implementation, areas of use, methods and forms of communication. Communications are used in almost all functions of innovation management. Communication methods are formal and informal. The creative element of innovation activity requires effective types of informal communication (creative meetings, conferences, symposiums, private business conversations). The most common are meaningful types of communications related to the completeness of information, the reliability and quality of scientific research.

Process communications are used to control costs, check modes, set deadlines for testing innovations, etc. and gravitate toward formal methods and strict regulation, while meaningful communications achieve the greatest efficiency with an informal mode of interaction. Of great importance in innovation management are communications with the external environment (with suppliers, partners, customers, consumers, government agencies and institutions, political structures and public organizations). The effectiveness of communications entirely depends on the organization of information transfer processes and the optimal use of it.

In traditional organizations, communication was viewed as a one-way, "open-loop" process. Modern communication theories are based on the dichotomy of the concept of communication: understanding it as an action (for example, in public communication or operational communication of the head of an organization) and considering it as an interaction. The study of intrapersonal, interpersonal communication and communication in small groups is based on the methods of social psychology.

Motivation management- this is a deliberate impact on the employee in order to solve problems and achieve the goals of the organization. For successful leadership in the management process, the manager must use knowledge of the needs, motivations and motives of the employee to form the desired type of behavior.

As you know, substantive and procedural theories of motivation are distinguished. In innovative activity, the procedural theories of motivation should find the greatest application. Process theories of motivation reveal the most important aspects of the motivational mechanism associated with the definition of a value system, a reward system, and a system of expectations of desired results. The high qualification of an employee in the innovation sphere, the complexity of the personality structure and the diversity of motives and motives explain his attitude to fair remuneration as a probabilistic process. Modern expectations theories suggest a non-linear relationship between labor costs and expected results. The point is not only in the probabilistic nature of the expected value of remuneration, but also in the increasing subjectivity of the assessment of remuneration by intellectual workers. The presence of the needs of higher levels in innovation once again emphasizes the importance of the applicability of the theory of expectations in management practice.

Coordination- the central function of management, aimed at organizing the interaction and consistency of all elements of small systems and subsystems of a large hierarchical system of an enterprise. The process of coordination in large and complex systems is of great importance and presents great difficulty. Coordination of innovation activity in conditions of uncertainty, multivariate approaches and incompleteness of initial information is characterized by particular complexity and specificity.

Mathematically, the problem of coordinating complex probabilistic systems should be reduced to a multi-step optimization process. Optimization of large mixed scientific, technical and socio-economic systems, which is what innovation is, comes down to optimizing discrete stochastic multi-stage processes. As a result of optimization of interactions and interconnections of elements of systems and subsystems, an algorithm for management decisions is developed.

The coordination process is characterized by various optimality criteria, which must be taken into account in the previous processes of analysis, planning and forecasting activities. It's a multi-step, multi-step process. Therefore, coordination can be carried out for systems of the same level of hierarchy, located horizontally (for example, coordination of the work of departments), as well as vertically, using the method of ascent from simple to complex. No less important for coordination is the nature of the distribution of parameters in the system and the type of dependence of the variables.

Step-by-step coordination should have limiting conditions (for example, during the primary coordination of R&D system units, it is impossible to set goals for maximum labor productivity, high profitability of innovation). At this stage, these requirements cannot be limiting conditions. The criterion for the optimal interaction of scientific departments can be the creation of an innovation with a complex of high consumer properties.

At the stage of coordination of interactions in the processes of design, development of innovations and technological preparation of production, the limiting condition is the ratio "costs - quality". The criterion of optimality in the coordination of production units, main, auxiliary and service processes cannot be the maximization of profit and income. Here, coordination aims to reduce material consumption, energy intensity of products, increase labor productivity and, as the main criterion, reduce production costs.

The final stage of coordination is devoted to the fulfillment of the main goals of the organization, such as active market development, profit maximization, intensive growth of the organization, etc. This is achieved by coordinating complex functional subsystems of the organization, optimizing management functions, establishing an optimal balance between the processes of centralization and decentralization, between formal and informal organizations , between administrative and socio-psychological methods of management, etc.

Control in innovation management. Control - important function innovation management, associated with the accounting and quantitative and qualitative assessment of the results of the enterprise. It is a feedback system, the purpose of which is to ensure that the organization achieves its goals. Control is a system of various measures for setting standards and a comparison base, examining system inputs, organizing comparison of results with a regulatory framework, determining deviations and the degree of their admissibility, and also for the final measurement of results. Types of control in innovation activity are presented in fig. 3.3.

So, in accordance with the goals, control is strategic and operational. Strategic control is focused on the key problems of the development of the organization: it is the analysis and control of the scientific subsystem of the enterprise, the study of the structure and quality of marketing activities, control over the formation of the investment portfolio of the enterprise, forecasting and evaluating the possibilities of further specialization, diversification of the enterprise, studying the possibilities of expansion into new markets.

Operational control is aimed at current accounting, analysis and evaluation of performance indicators of departments, economic and commercial efficiency of innovation, the study of factors and indicators of labor productivity, analysis of cost dynamics, regulations of technological processes, etc.

According to the subject-content structure, control is divided into financial, based on the analysis of the financial condition of the enterprise and the financial efficiency of the innovation, and administrative. The object of administrative control is the activities of divisions, the fulfillment of planned targets, delivery times, provision of resources, implementation of the production program, research and development plans.

The objects of control are the functional services of the enterprise, technological processes, manufactured products, etc.

In form, control is divided into external, carried out by higher bodies and organizations, and internal, carried out by the forces of the organization itself.

The scope of control depends on the specifics of products and production processes. So, control can be carried out selectively, stage by stage, operationally and in the form of continuous control. The scale of control depends on the complexity and novelty of products, on the structure of the organization and the features of the functioning of production processes, on the quality of personnel training, its productivity, as well as on the condition, productivity, reliability, depreciation of fixed production assets, etc.

In enterprises producing mass products with a long life cycle, apply selective and operational control . In the manufacture of high-tech products with a high degree of processing, as well as fundamentally new types of products, equipment and materials, continuous control is used.

Control methods vary widely depending on the type of production and products. So, food and light industry enterprises use visual and organoleptic control methods, examining color, smell, taste, surface structure and quality, and other properties. In mechanical engineering, automotive, instrumentation, parametric control is widely used to study the dimensions, structure, geometry and other properties of products. At automated enterprises, in science-intensive industries and high-tech industries, statistical, automated and system control methods are used.

Control is also subdivided according to the methods of influencing the object. It can be physical, chemical, biological, x-ray, radiation, ultrasonic, optical, laser and many other methods and types of control.

In the conditions of innovative activity, the manager's role, and his personality, abilities, qualifications and professional skills actually determine the fate of the company.

This position is repeatedly confirmed by the examples of outstanding innovative managers, such as A. Morita, Lee Iacocca, B. Gates and others. The work of such a manager is dominated by the methods of social psychology, heuristic search, intuitive comprehension, establishing trust and the highest solidarity in the company. Managers who can foresee a crisis, propose a system of measures to minimize the damage from it and put these measures into practice, it is advisable to consider innovation managers. Their field of action is future or present major shocks, they should not pay much attention to ordinary innovations: this is the business of traditional managers. Innovation management is a stabilizer of turning points, a dampener of disturbances. A crisis for innovation management is a subject of study, and life safety, in particular in pre-crisis crisis and post-crisis situations, is purpose of activity.

Thus, the content of the concept "manager" begins to deviate from the original and still commonly used meaning - manager, agent, broker. In modern conditions, he must be, first of all, the organizer of the innovation process.

Who is considered an innovation manager? The inventor who overcomes the obstacles associated with the use of the invention; an entrepreneur who enjoys a monopoly on the results of mental labor, granted to him due to the acquisition of a patent, takes on the implementation of someone else's idea, initiates its practical implementation; an active consultant who orients public opinion towards the application of innovation. An innovation manager is a person who is able to solve an unusual economic (technical) problem.

In a complex organization that is a social system, in an intricate fabric of subjective processes decision making there must be someone expressing a common desire to preserve a functional system. But this someone should not impose on the system a solution brought in from outside, put things in order with an iron hand in chaos, but should find like-minded people in order to work out coordinated actions leading to a common goal. An innovation manager is not a boss in the traditional sense of the word, but an equal among partners. At the same time, he acts as a catalyst for joint activity, leads the search for a goal, sets in motion those who identify themselves with this goal, and thanks to a common strategy, and, if necessary, by changing the strategy, unites in the search and implementation of a solution to the problem.

Entrepreneurial philosophy aims at the knowledge and understanding of problems. In the search for consensus, it is important that people have the opportunity to express their thoughts, listen to each other and find a common non-standard solution. This is what the innovation manager strives for. He explores the external environment, and he does not need to be stimulated in order for him to act as the initiator of innovation. He is not afraid of difficulties and troubles if he has to defend non-trivial ideas from attacks.

An innovation manager is a person who stands out from the environment in an unstable world, who can find a solid foundation in this world around him. He has an entrepreneurial philosophy. This allows him to systematically evaluate technological development and its socio-economic consequences, modify short- and medium-term goals, and, depending on the situation, change the long-term strategy. He can continuously assess the development of the external environment, the formation of the market, the progress made by rivals, the international position of the technology and its relationship with other technologies. Without an appropriate philosophy, such assessments become fragmented, cease to form a single whole, research and other innovative phases are oriented towards narrow group goals.

To achieve his goals, an innovation manager must have broad knowledge, a high culture, an extraordinary ability to see and solve problems, but he cannot know all their diversity. With the help of a model and, accordingly, an interactive strategy, leading a conscious search for options in the process of solving specific problems, he can find alternative options, but in advance, before getting down to business, he cannot count on finding a better answer. But besides the presence of obsession and enthusiasm, an innovative manager must approach the search for alternatives, the construction of an unknown and unusual solution, as an engineer does. The latter constructs from known parts a somewhat unknown form, the image of which has already been formed. Such an image in the thinking of an innovation manager is less certain, but still the choice of alternatives means, in essence, the performance of a design function, i.e. " construction"the result and the path leading to it. Within the framework of the organization, the innovation manager must cross the boundaries that are not always visible, but well tangible. He must also make compromises, realizing that each compromise drastically reduces the number of alternative solutions and limits the freedom of choice. The relationship between limited autonomy and more or less significant dependence puts the innovation manager in front of a contradiction between dynamic development and a state of equilibrium.

The innovation manager achieves the goal through the development of internal contradictions of the organization. His strategy is to gradually move towards broad cooperation, setting high, ambitious goals, faster socio-technical development and market expansion. His tactic consists in changing personnel in key positions, relying on successfully operating and reliably developing functional systems, in selection, accumulating even insignificant benefits and advantages, after which a powerful "breakthrough" to a new state of the organization follows.

The innovation manager can consider his work at this stage completed when the organization reaches the form of a kind of coordinated, autonomous and cooperative set of enterprises. However, if coordinating activities become unsatisfactory, old ties are broken, cooperation is terminated and a new coordinating center is created.

Requirements for organizational skills innovation manager.

In the hands of a manager, innovation is a means of achieving long-term goals, the form and content of entrepreneurial activity. For a modern economic enterprise to succeed, it must be led by an innovative manager.

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Introduction

Modern trends in the world economy show that the level of development of the country and the well-being of the population are largely determined by the ability of the economy to adapt to the rapid pace of scientific and technological development. The effectiveness of scientific and technical progress is largely determined by the effectiveness of innovations, that is, the effectiveness of innovations in the form of introducing new products and technologies at the enterprise. The main reason forcing industrial enterprises to invest millions of dollars in mastering the achievements of scientific and technical progress is fierce competition. To this end, it monitors and predicts the situation on the market, the behavior of the main and potential competitors, the emergence of new scientific and technological breakthroughs. This process is influenced by external and internal factors. It includes a certain range of problems, the solution of which, for the most part, is dealt with by innovative management.

1. Content and essence of innovation management

1.1 Definition, goals, objectives and functions of innovation management

In our time, in the face of fierce competition, the company determines for itself a range of problems and tasks that will help it become a leader in the market. These include: the strengthening of intensive factors in the development of production, which contribute to the use of scientific and technical progress in all spheres of human activity; the decisive role of science in improving the efficiency of the development and implementation of new equipment and technology; the need for a significant reduction in the time of creation, development of new equipment and technology; raising the technical level of production; the need to develop mass creativity of inventors and innovators; the specifics of the process of scientific and technical production (the ongoing uncertainty of costs and results, the pronounced multivariance of research, the risk and possibility of negative results); increase in costs and deterioration of economic indicators of enterprises in the development of new products; rapid obsolescence of equipment and technology; the objective need to accelerate the introduction of new equipment and technology, etc.

The priority in solving these problems belongs to innovation management. Below are three definitions of innovation management.

Innovative management is a management activity focused on obtaining in production a new positive quality of various properties (product, technological, informational, organizational, management itself, etc.) as a result of the development and implementation of extraordinary management decisions.

Innovation management is a set of principles, methods and forms of management of innovative processes, innovative activities, organizational structures engaged in this activity and their personnel.

Innovation management is a system for managing innovation, the innovation process and the relationships that arise in the process of innovation movement.

So, from all three, rather similar definitions, we see that innovation management is, first of all, an innovation management system in which all organizational structures are involved in order to obtain a specific new product.

The purpose of innovation management is to establish the main vectors of scientific, technical and production activities of the company in the following areas:

* development, improvement and introduction of new products (actually innovative activity);

* further modernization and development of old cost-effective industries;

* closure of old factories.

The main task of innovation management is the management of innovation processes at any level through their qualitative and quantitative changes as a result of the application of organization and management methods that ensure the unity of science, technology, production and consumption, i.e. satisfaction of public needs in an innovative product.

A necessary condition for improving the economic mechanism for managing innovation in the conditions of the formation of a market economy is the development of innovation management.

Innovation management is based on:

1) targeted search for ideas that serve as the foundation for innovation;

2) organization of the innovation process for this innovation (which involves carrying out an organizational and technical complex of works to turn the idea into a new product ready for promotion on the market);

3) the process of promoting and implementing innovation in the market.

The subject of management in innovation management can be one employee or a group of employees (specialists in marketing, finance), who, through various methods and methods of management influence, carry out the purposeful functioning of the management object. The object of management in innovation management is innovation, the innovation process and economic relations between participants in the innovation market (producers, sellers, buyers).

Innovation management performs certain functions: forecasting; planning; organization; regulation; coordination; stimulation; control. Generally speaking, they help to identify directions for change, trends in scientific and technological development and changes in consumer demand; contribute to the development and implementation of planned targets; establishing relationships between the structural divisions of the organization for the implementation of the investment program; contribute to the regulation of technical, technological and economic systems; coordinating the work of the links of the management system; checking the organization of the innovation process, the plan for the creation and implementation of innovations.

Conclusion: innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: worker (group of workers). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on the development, modernization, development and elimination. Tasks - management at all levels through qualitative and quantitative changes.

1.2 Innovation and the innovation process as objects of innovation management

As we have already found out, the objects of innovation management are innovation and the innovation process.

Consider the first object of innovation management - Andinnovation process. It is a process of creation, development, dissemination and use of innovation.

With regard to a product (goods), the innovation process can be defined as a process of successive transformation of an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales.

There are three logical forms of the innovation process:

1) simple intra-organizational (or natural) - involves the creation and use of innovation within one organization, innovation in this case does not take a commodity form;

2) simple interorganizational (or commodity) - innovation acts as a subject of sale. This form of the innovation process means separating the function of the creator and producer of innovation from the function of its consumer;

3) extended - is manifested in the creation of new producers of innovation, in violation of the monopoly of the manufacturer, which contributes through mutual competition to the improvement of the consumer properties of the manufactured goods.

The course of the innovation process, like any other, is due to the complex interaction of many factors. Thus, the results of activities in the innovation sphere not only affect society, but also experience its reverse impact, and in various aspects: scientific, technical, organizational, social, etc.

To characterize the innovation process, a category is used that denotes its most important internal component - the concept of diffusion of innovations.

Diffusion of innovation is the process by which an innovation is transmitted through communication channels between members of a social system over time. Innovations can be ideas, objects, technologies, products that are new for the respective economic entity. In other words, diffusion is the spread of an innovation once mastered and used in new conditions or places of application. As a result of diffusion, the number of both producers and consumers increases and their qualitative characteristics change. The continuity of innovation processes determines the speed and boundaries of the diffusion of innovations in a market economy.

It should be emphasized that diffusion is not always a consequence of innovation - reverse situations are also possible.

In the innovation process, it is advisable to distinguish the following stages:

Achievements of fundamental science;

applied research;

Experimental design developments;

Primary development (implementation);

Widespread implementation (actual distribution of innovation);

Usage;

obsolescence of innovation.

The subjects of the innovation process can be divided into groups:

1) innovators;

2) early recipients;

3) early majority;

4) lagging behind.

Innovators are generators of scientific and technical knowledge. It can be individual inventors, research organizations. They are interested in receiving a part of the income from the use of inventions.

Entrepreneurs who were the first to master the innovation act as early recipients. They seek to obtain additional profit by bringing innovations to the market as soon as possible. They were called "pioneer" organizations.

The early majority is represented by firms that are the first to introduce an innovation in production, which provides them with additional profit.

Lagging firms are faced with a situation where the delay in innovation leads to the release of new products that are already obsolete.

In a market economy, taking into account a number of factors, conditions and reasons (complication of social needs, rapid updating of innovations, their knowledge intensity), there is a need for additional influence on the innovation process - its management.

The essence of the management of the innovation process is the impact on the process of research, design work and the development of innovations, thus, in order to ultimately increase the economic efficiency of the enterprise.

The innovation process is managed both on the basis of general and on the basis of specific management principles. Specific principles include the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, taking into account their creative nature.

The principle of flexibility is due to the cyclical nature of scientific and technological progress, it is difficult to predict the results of scientific research. The principle of flexibility requires the use of special types of planning and forms of financing, affects the composition of scientific and technical personnel and the choice of management methods.

The principle of taking into account the time factor is due to the significant duration of the innovation cycle, the uneven time period for the implementation of its individual stages and stages. This principle is connected with the need to take into account the long-term consequences of managerial decisions.

The principle of complexity implies the technical, economic, organizational and informational unity of all links, at all stages and stages of the innovation process.

The principle of taking into account the uncertainty of innovative work and their risky nature is manifested in forecasting and planning, financing and methods for assessing the effectiveness of innovations. It requires, for example, the creation of insurance reserves to eliminate possible negative consequences or adjust the timing of the implementation of individual innovative works.

The principle of taking into account the creative nature of innovative work has an impact on the innovation process management system: it determines the structure of management bodies, the mode of operation and management style, and the assessment of the effectiveness of innovative work (especially when stimulating the work of employees).

Let's move on to the next object of innovation management - innovation. For the first time, the term "innovation" appeared in the scientific research of culturologists back in the 19th century. and literally meant "the introduction of certain elements of one culture into another."

Only at the beginning of the 20th century began to study the economic laws of innovation. In the 1930s, the Austrian economist Joseph Schumpeter, based on his work "The Theory of Economic Development", introduced the concept of innovation, interpreting it as a change with the aim of introducing and using new types of consumer goods, new production and transport vehicles, markets and forms of organization in industry. Sometimes innovation is considered as a process system, thereby recognizing that innovation develops over time and has a distinct staging.

In modern world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress (STP) into a real one, embodied in new products and technologies.

The Universal Internet Encyclopedia provides the following definition:

Innovation is an implemented innovation that provides a qualitative increase in the efficiency of processes or products demanded by the market. It is the end result of human intellectual activity, his imagination, creative process, discoveries, inventions and rationalization. An example of innovation is the introduction to the market of products (goods and services) with new consumer properties or a qualitative increase in the efficiency of production systems.

That is, we see: innovation is an implemented product of human intellectual activity.

It should be noted that the term "innovation" is closely related to the concepts of "invention" and "discovery". Under the invention understand new devices, mechanisms, tools created by man. By discovery is meant the process of obtaining previously unknown data or the observation of a previously unknown natural phenomenon. Unlike innovation, discovery is usually made at a fundamental level and is not intended to be profitable.

Conclusion: the innovation process is the process of consistently turning an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, lagging behind. The management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, taking into account their creative nature. Innovation is an introduced product of human intellectual activity. There is a close connection between the term "innovation" and the concepts of "invention" and "discovery".

1.3 Classification of innovations

Considering that the novelty of innovations is assessed by technological parameters, as well as from market positions, we present the following classification of innovations.

By type: innovation management innovation potential

1) logistics. Includes product and technology innovations. Grocery Innovation enables profit growth by increasing the price of new products or modifying old ones (short term) and by increasing sales volume (long term). Technological innovation allows you to increase profits by improving the preparation of raw materials and process parameters. Technological innovations appear either as a result of a single innovation process, or as a product of independent special technological research.

2) social. Social innovation refers to new strategies, concepts, ideas and organizations that meet any social need - from working conditions and education to community development and health, contributing to the expansion and strengthening of civil society.

In terms of innovation potential, there are:

1) basic innovations. They include the creation of fundamentally new types of products, technologies, new management methods that form a new industry or sub-sector. They allow you to perform previously inaccessible functions or already known, but in a qualitatively new way (new generation products). Example: management technology "team building";

2) modifying innovations, lead to the completion of the original structures, principles, forms, i.e. contain a relatively low degree of novelty. Each of the improvements is risk-free and increases the consumer value of the product, reduces the cost of its production.

Example: cassette recorder, after tape recorders played reels for many years. The principle of sound reproduction remained the same - "magnetic head - magnetic tape", but the appearance has been significantly changed, the product has become more convenient and practical.

3) pseudo-innovations. insignificantly change the basic or modifying ones. The questionable degree of demand by the consumer is characteristic. Such innovations appear quite often, despite the fact that there is no objective market need for such an innovation. Example: teapot with two spouts.

According to the principle of relation to the predecessor, innovations are divided into:

1) replacing (involving the complete displacement of an obsolete product by a new one);

2) canceling (exclude the performance of any operation or the release of any product, but do not offer anything in return);

3) returnable (imply a return to some initial state in case of detection of insolvency or non-compliance of innovation with new conditions of use);

4) opening (create means or products that do not have comparable analogues or functional predecessors);

5) retro-introductions (reproduce at the modern level methods, forms and methods that have long been exhausted).

Depending on technological parameters:

1) grocery (include the use of new materials, new semi-finished products and components; obtaining fundamentally new products);

2) process (associated with the creation of new organizational structures within the enterprise).

According to the type of novelty for the market, innovations are divided into:

a) new to the industry in the world;

b) new to the industry in the country;

c) new for this enterprise (group of enterprises).

According to the place of innovation in the system (at the enterprise), we can distinguish:

a) innovations "at the entrance" of the enterprise (changes in the choice of raw materials, materials, machinery and equipment, information, etc.);

b) innovation "at the exit" of the enterprise (products, services, technologies, information, etc.);

c) innovation of the system structure of the enterprise (management, production, technology).

Depending on the depth of the changes introduced, innovations are distinguished:

a) radical (basic);

b) improving;

c) modification (private).

The Research Institute for System Research (RNIISI) has proposed an extended classification of innovations, taking into account the areas of activity of the enterprise. According to this feature, innovations are divided into: 1) technological; 2) production; economic; 4) trading; 5) social; 6) in the field of management.

Conclusion: the classification of innovations allows you to systematize knowledge about the types of innovations, their manifestations and positions in the company's system.

Conclusion on the first chapter: Innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: worker (group of workers). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on the development, modernization, development and elimination. Tasks - management at all levels through qualitative and quantitative changes. The innovation process is the process of consistently turning an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, lagging behind. The management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, taking into account their creative nature. Innovation is an introduced product of human intellectual activity. There is a close connection between the term "innovation" and the concepts of "invention" and "discovery". The classification of innovations makes it possible to systematize knowledge about the types of innovations, their manifestations and positions in the company's system.

innovation management innovation rationalization

2. Innovation management at the enterprise level

2.1 Motives and economic interests of the enterprise in innovation

The introduction of innovations is one of the most effective ways to increase the competitiveness of manufactured products, maintain high rates of development and profitability. Therefore, enterprises, overcoming economic difficulties, begin to conduct developments in the field of product and technological innovations on their own. The main advantages of introducing innovations are:

Advantages of a strategic nature: creation of a favorable business reputation in the eyes of consumers, potential partners, investors; growth of production efficiency due to modernization and renewal of production facilities; ensuring the development of the enterprise by expanding sales markets and diversifying activities;

Increasing the profitability of the enterprise due to the temporary monopolization of the market and the possibility of obtaining excess profits from the sale of radical new products; improving the quality and competitiveness of products; increasing the share of the product in the market;

Reducing the costs of economic activities due to the restructuring of activities; reduction of unproductive expenses; saving energy and raw materials through the introduction of saving technologies; decrease in the number of marriages;

Special benefits and privileges: informational and legal support from the state and private structures; preferential taxation and crediting .

The nature of certain innovative introductions depends on the organizational structure of the firm. Among them, a special role is given to small firms, whose mobile staff can quickly perceive and generate new ideas. For example, in the US in the field of research and development (R&D), approximately 90% of all companies are small firms. Based on 1 dollar. US invested funds such firms create 24 times more innovation than giant concerns. Large companies tend to focus on creating incremental innovation in areas where the company has made significant progress. The transition to a radically new technique and technology is undesirable for large firms, since this depreciates the accumulated production potential. At the same time, from an economic point of view, innovation is more profitable than risk. Small firms have no chance to compete in the marketplace without risky radical innovation. In the event of a project failure, a small company goes bankrupt, while large ones always work "with insurance", since they usually develop several projects in parallel, which allows them to compensate for losses.

Conclusion: Both small and large firms introduce innovations in order to become more competitive, consolidate their position in the market, create a positive image in the eyes of consumers, and increase the profitability and profitability of the firm. Small firms, as a rule, are focused on radical risky innovative introductions, large firms - on improving innovations.

2.2 Drivers of innovation in an organization

The ability of an organization to create and commercialize innovations depends primarily on its susceptibility to innovations.

Susceptibility to innovation is a continuous renewal of production factors and the range of products (works, services) carried out on one's own initiative with a fairly high intensity.

In order to understand what specifically determines the susceptibility or insensitivity of an enterprise to certain innovations, we will consider the factors that determine the possibility of introducing innovations in an enterprise.

V.M. Tsytsarova in her book "Innovation Management" identifies external and internal factors, where external factors include: competition, demand, and production and technical factors. In turn, the internal ones include:

The attitude of the company's management to innovations (the degree of innovative commitment of the leader is important);

Simplicity and absence of barriers in the relationship between departments and employees (eliminating the barriers under consideration will, firstly, ensure cooperation in the development of innovations by various departments; secondly, create the possibility of so-called cross-pollination, when the ideas of some employees are used in the development of others; in- thirdly, it becomes possible to achieve a synergistic effect, which manifests itself in obtaining a new result as a result of combining the efforts and ideas of various departments and employees);

The importance and prestige of actions that go beyond existing organizational structures;

The degree of independence of internal divisions (a significant part of innovations at most enterprises is implemented directly in production or management divisions, where employees of grass-roots divisions have a clear idea of ​​​​all the necessary innovations related directly to technology or the organization of production);

* the presence of economic interest of divisions and individual employees: interest in the introduction of innovations of divisions and employees contributes to more successful implementation of projects;

* the degree of development of scientific and technical infrastructure (the development of scientific and technical information services, exhibitions and conferences, libraries creates the prerequisites for the timely entry of scientific and technical ideas into the company, the possibility of their discussion and exchange of opinions). The scientific and technical infrastructure should also include services designed to organize expert discussions of problems arising in the organization, including brainstorming. In fact, this helps to strengthen the "innovative spirit" in the organization, the emancipation of the innovation initiative;

* the presence of a system of post-innovation rehabilitation, i.e. taking measures to eliminate the negative consequences of the introduction of innovations (by reducing jobs, releasing workers of certain specialties and professions from the production process, closing shops and enterprises). In this case, it is important to create conditions for a "painless" perception by employees of the negative results of innovations.

Conclusions: Allocate external and internal factors for generating innovative ideas. External: competition, demand and production and technical factors. Internal: the susceptibility of the authorities to innovations, the degree of independence of internal divisions, the presence of economic interest of divisions, the degree of development of scientific and technical infrastructure, the presence of a system of post-innovation rehabilitation.

2.3 Innovative capacity of the organization

Through the development of potential is the development of the organization, its structural divisions, as well as all elements of the production and economic system. The choice and implementation of an innovative strategy depends on the state of the innovative potential, and therefore its competent assessment is very important.

The innovative potential of an organization is the degree of its readiness to perform tasks that ensure the achievement of the set innovative goal, i.e. the degree of readiness for the implementation of an innovative project or a program of innovative transformations and the introduction of innovations.

Also, the innovative potential of an organization is understood as a set of characteristics of an enterprise that determine the company's ability to carry out activities to create and practically use innovations.

The elements of the innovative potential of the company include:

Material and technical resources;

Financial resources;

Organizational and managerial resources;

Human Resources;

Socio-Psychological Factors.

Let us briefly describe some of the elements.

Material and technical resources include fixed assets, consumables and other components necessary to carry out research and development, their information support, organizational management of all work, and reflect the volume and qualitative composition of these components. A measure of the intensity of the receipt of these resources is the amount of funding for R&D (or the financial component of NTPL). At the same time, part of the funding is spent on replenishing the elements of the scientific and technical system, part of the funding goes to the functioning of the system, and part - to its development.

Organizational and managerial resources include a set of methods and methods for organizing the use of all components of the organization's innovative potential through the specialization of labor, the optimal combination of various types of labor, management, planning and ensuring the labor process, and reflects the links that unite all resources and elements into a coherent system . The effectiveness of such an important component as scientific and technical activity is largely determined by the level of its organization. In the organizational process, many factors interact, the interweaving of which gives uniqueness to each scientific and scientific-technical team, as a result of which the concepts of scientific and technological progress cannot be reduced to a simple set of resources.

Human resources are the most important specific component of NTPL. This is determined by the special role of active creative participation in scientific and scientific-technical activity. It is the personnel that are the link for the remaining elements of the potential.

The personnel component of the NTPL represents all types of scientific and technical personnel capable of developing and implementing new scientific and technical ideas and finding new areas of application of scientific and technical results, performing scientific, pedagogical, organizational, informational work, and reflects both the number and qualifications of these frames. Training costs are not seen as labor costs, but as long-term investments necessary for the prosperity of the enterprise.

The following indicators can be used to assess the innovative potential of a company: scientific and technical potential (the number of employees with a degree; the number of rational proposals per employee; the number of patents, etc.); commercialization indicators (the share of new products in the total volume of manufactured products; the number of license agreements, etc.); the duration of the work performed (the value of the innovation lag); characteristics of the innovativeness of the control system (forms of stimulating innovative activity at the enterprise; participation in the implementation of innovative projects of top management; the level of freedom provided to participants in innovative activity).

Both small and large firms innovate in order to become more competitive, consolidate their position in the market, create a positive image in the eyes of consumers, and increase the profitability and profitability of the firm. Small firms, as a rule, are focused on radical risky innovative introductions, large firms - on improving innovations.

Allocate external and internal factors for generating innovative ideas. External: competition, demand and production and technical factors. Internal: the susceptibility of the authorities to innovations, the degree of independence of internal divisions, the presence of economic interest of divisions, the degree of development of scientific and technical infrastructure, the presence of a system of post-innovation rehabilitation.

The innovative potential of an organization is the degree of its readiness to perform tasks that ensure the achievement of the set innovative goal.

The elements of the innovative potential of the company include: material and technical resources, financial resources, organizational and managerial resources, human resources, socio-psychological factors.

Conclusion

Innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: worker (group of workers). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on the development, modernization, development and elimination. Tasks - management at all levels through qualitative and quantitative changes. The innovation process is the process of successive transformation of an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, lagging behind. The management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, taking into account their creative nature.

Innovation is an introduced product of human intellectual activity. There is a close connection between the term "innovation" and the concepts of "invention" and "discovery". The classification of innovations makes it possible to systematize knowledge about the types of innovations, their manifestations and positions in the company's system.

List of sources used

1. Grinev, V.F. Innovation management: textbook. allowance / V.F. Grinev - 2nd ed. - K.: MAUP, 2001. - 152 p.

2. Dorofeev, V.D. Innovation management: textbook. allowance / V.D. Dorofeev - Penza: Penz Publishing House. state un-ta, 2003. - 189 p.

3. Innovative activity of MP [Electronic resource]. - 2011. - Access mode: http://www.dist-cons.ru/modules/innova/section1.html. - Date of access: 12/13/2011

4. Innovation management [Electronic resource]. - 2011. - Access mode: http://lib.web-malina.com/getbook.php?bid=5697&page=3. - Date of access: 12/20/2011

5. Innovation [Electronic resource]. - 2011. - Access mode: http://ru.wikipedia.org/wiki/Innovation. - Date of access: 12/10/2011

6. How to assess the innovative potential of an organization [Electronic resource]. - 2011. - Access mode: http://www.bizezucation.ru/library/management/innov/5/potential.htm. - Access date: 12/12/2011

7. Classification of innovations [Electronic resource]. - 2011. - Access mode: http://innovation-management.ru/vidy-innovaczij. - Date of access: 11/12/2011

8. Morozov Yu.P. Innovation management: textbook. allowance for universities / Yu.P. Morozov - 2nd ed. revised and additional - M.: UNITI-DANA, 2003. - 471 p.

9. The role of innovation in the process of forming an enterprise strategy [Electronic resource]. - 2011. - Access mode: http://www.stplan.ru/articles/practice/statya12.htm. - Date of access: 12/16/2011

10. Tsytsarova, N.M. Innovation management: textbook. allowance / N.M. Tsytsarova - Ulyanovsk: UlGTU, 2009. - 195 p.

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Basic principles, goals, objectives and functions of the internal management system. Development and implementation of new products. Features of American and Japanese innovation management. Rational use of material and labor resources.

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The concept and functions of innovation management, its modern techniques. Analysis and application of innovative management to ensure the effectiveness of the company. Classification of transfer services. Finding creative ideas for problem solutions.

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Concept of innovation and innovation process. Types of innovations and organizational structures of innovation management. Creation and dissemination of innovations in material production. Fundamentals of development and main types of innovative strategies of the enterprise.