Innovative activity of the enterprise (5) - Abstract. New organizational forms of innovative activity Main types of innovative activity of the enterprise

Lecture "Organization

Innovative activity"

The essence of innovation and its functions (stimulating, investment, reproduction).

Innovation represents the first practical application of a new scientific and technical, production and technological, organizational and managerial or other solution that can improve the final economic results of the financial and economic (commercial) activities of the enterprise.

Not all innovations are of a qualitative nature, radically changing the technology and organization of production. Many innovations involve relatively minor changes. The history of economics shows that most often scientific and technological progress is not revolutionary, but evolutionary. Such innovations can be defined as improvements.

Improvements- these are innovations characterized by a relatively small impact on the dynamics of the development of a particular object.

All types management activities are interconnected and, as a rule, should be carried out in parallel (Fig. 1). At the same time, the ultimate success of any type of management activity depends on its innovative component. And vice versa: the ultimate success of innovative management is possible only on the basis of the implementation of its ideas and developments in the practice of other types of management.

Innovation accomplishes the following three functions:

- reproductive;

- investment;

- stimulating.

reproductive function means that innovation is an important source of financing for expanded reproduction. The meaning of the reproductive function is to profit from innovation and use it as a source of financial resources.

The profit received through the implementation of innovation can be used in various ways, including as capital. This capital can be used to finance new types of innovation. Thus, the use of profits from innovation for investment is the content investment function innovation.

Making a profit through the implementation of innovation directly corresponds to the main goal of any commercial organization. Profit serves as an incentive for the entrepreneur to introduce new innovations; encourages you to constantly study demand, improve the organization of marketing activities, apply modern methods financial management. All of this is content. stimulating function innovation.

The concept of innovation activity and innovation process.

Innovation activity is a complex of scientific, technological, organizational, financial and commercial activities aimed at the commercialization of accumulated knowledge, technologies and equipment.

Innovation process is a process of successive transformation of an idea into a product, passing through the stages of fundamental and applied research, design development, marketing, production and sales

Types of innovative activity of the enterprise.

Innovative activity of the enterprise for the development, implementation, development and commercialization of innovations includes:

1. Carrying out research and development work to develop the idea of innovation, conduct laboratory research, manufacture laboratory samples new products, types of new equipment, new designs and products;

2. Selection of the necessary types of raw materials and materials for the manufacture of new types of products;

3. Development of a technological process for the manufacture of new products;

4. Design, manufacture, testing and development of samples of equipment necessary for the manufacture of products;

5. Development and implementation of new organizational and managerial decisions aimed at the implementation of innovations;

6. Research, development or acquisition of the necessary information resources and information support innovation;

7. Training, education, retraining and special methods of recruitment of personnel necessary for R&D;

8. Carrying out work or acquiring the necessary documentation for licensing, patenting, acquiring know-how;

9. Organization and conduct marketing research to promote innovation, etc.

Characteristics innovation activity:

1. Increased risk;

2. Cyclicity at the micro- and macro-level (at the macro level, associated with large Kondratiev cycles, at the micro-level with the life cycle of a particular product);

3. Dependence of the efficiency of resource use on the level of technology novelty;

4. Specific marketing and models for promoting innovations on the market.

Stages of knowledge reproduction.

The economic content of innovation can be revealed using a reproduction approach, highlighting the entire sequence of stages that are continuous and interconnected:

Life cycle of innovation

Innovative processes can be represented as successive stages of the life cycle of a new product - from the theoretical substantiation of its concept to experimental development, testing and mass distribution.

Managers specializing in the management of innovation processes must have a good understanding of the life cycle curve of any innovation, i.e. periods of its rise and fall in order to timely enter the market with the next innovations (Figure 2).

After the creation of an innovation in the course of scientific and technical activities of the first three stages - fundamental and applied research, experimental design and other similar works - the processes of production and commercial use of innovations that have confirmed their effectiveness during experimental tests begin.

The dynamics of financial flows of the stages of innovation processes in the figure is shown using curve 1. It shows that at stages 1, 2, 3, during which innovations (innovations) are still being created, the amount of investment costs will constantly increase.

However, already at the stage of implementation, and especially at the stage of growth in production volumes carried out on the basis of mastered innovations, the amount of investment required for this will tend to decrease.

At the stages of commercialization of an effective innovation, sooner or later the moment of return comes, i.e. full return on investment. The dynamics of the processes of changing sales volumes is indicated as curve 2.

Technological structure.

Technological order - a set of technologies characteristic of certain level production development. It is believed that 5 technological structures have been passed in the world, at the moment the Sixth techno-structure is coming.

The concept of innovation cycle. Stages of the innovation cycle. Innovation cycle model. Types of innovation cycle. The minimum and maximum duration of the innovation cycle. The innovation cycle and the life cycle of a product or service. Methods for reducing the innovation cycle.

Joint ventures

A joint venture can be defined as an institution of inter-firm cooperation in the development, production or marketing of a product, is not based on short-term market transactions and involves a significant and lasting contribution from the partners in the form of capital, technology or other assets. In many cases, management responsibility is shared between partner firms.

There are four types of technology-oriented joint ventures:

cooperation between firms only in research;

exchange of proven technologies within a single product line or across multiple products. These JVs are especially well known in the global microelectronics and robotics industries due to their cross-licensing practices;

joint development of one or more products (in commercial aircraft and engine building, in certain segments of the telecommunications, microelectronics and biotechnology industries);

cooperation through the performance of various functions or stages of the life cycle of products, inherent in a number of international ones. JV in biotechnology, pharmacology, steel industry and automotive industry. This refers to situations where one firm develops a new product or marketing procedure, and production and adaptation to foreign market carried out by another company.

business incubator models.

There are a number of options for organizing incubators, and the choice of a particular solution depends on the stakeholders and the purpose of the incubator. There are the following categories:

Group;

Special (for example, high technologies);

star model;

Public and social incubators;

Virtual incubators.

group model- such incubators invite and serve all kinds of enterprises. The advantages are a mixed business environment, stimulating communication between enterprises, as well as production various kinds goods and services. This mixed environment makes it easier to find customers and is suitable for areas with a low concentration entrepreneurial activity, for example, for incubators outside small cities serving businesses in rural areas.

special model- such incubators are created to support start-ups operating in a specific industry, such as automotive, biotechnology, IT. This option is suitable for areas where there is a concentration of enterprises operating in a particular sector, and is often supported by universities or large companies that would like to transfer technology or research to start-up small enterprises that have the same level of specialized knowledge and skills. Such incubators require special infrastructure, facilities, laboratories and equipment. In addition, it is required that the staff of the incubator also have a good knowledge of the specifics of the industry.

star model- such incubators are created in areas with a low density of entrepreneurs, for example, in small cities and rural areas. This model offers an efficient way to ensure wide access to the services and facilities of an incubator and eliminates the costs that would be required to set up several separate incubators. The central incubator acts as the core of this system, in which management is located and basic services are provided, such as education, meeting rooms, office and industrial premises, broadband access Internet, etc.

This central incubator is connected (using information technology, if possible) by satellite incubators, which can be very small local business support centers that provide information, consulting and general business services. In such satellite incubators, work space may be provided on a part-time or part-time basis.

Public/social incubators- many incubators are created not with the aim of making a profit for the owner or participants, but to return the profits made back to the vincubator and achieve sustainability. Often such incubators are created as part of local community projects and can have a significant impact on the recovery of the local economy and the enhancement of entrepreneurial knowledge and values. The use of best practices is no less important for such incubators, and their activities should be aimed at improving the welfare of the entire society in this territory - "social integration".

Virtual incubators- with the penetration and development of information and telecommunication technologies, the need to provide the physical infrastructure of incubation is reduced.

Many aspiring entrepreneurs, for personal, family or financial reasons, decide to start their own business from home or close proximity. However, they still need access to services and support, even if they do not need the facilities offered by the incubator. This “no walls” model works through information networks, providing services to entrepreneurs remotely, and increasingly through the Internet, using email and virtual private networks (VPNs) to connect entrepreneurs to the office of the virtual incubator or to each other. Virtual incubators are often created on the basis of physically existing incubators, which allows the incubator to increase its client base, develop communities of interest among entrepreneurs and create a sustainable local and regional network of information exchange.

Lecture "Organization

Innovative activity"

Functions and types of innovative activity. Features of innovation activity

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

Over the past decades, both in the lives of ordinary people and in the field of special professional activity Significant changes took place, which, on the one hand, were the result of scientific and technological progress, and on the other hand, were the result of a significantly intensified competition. If until the mid-1950s. acquisition competitive advantage enterprises occurred as a result of the concentration of capital, the development of integration processes, increased dominance in the markets through mergers and acquisitions, then in recent times new technological opportunities and non-standard forms of doing business are becoming increasingly important. An increasingly important role is played by the ability of the company's management to anticipate possible changes in technology and technology and the ability to identify possible and effective areas of application of innovations, to form new needs for potential consumers. If traditional approaches to business are based on the analysis of existing demand and current competitive analysis, then the new management paradigm is based on the need and possibility of demand management and the formation of new needs, which ultimately becomes a prerequisite for the growth of innovative activity of enterprises. Accordingly, enterprise management is increasingly becoming long-term oriented, as innovations change the entire industrial and technological basis of business.

Currently, more and more often the dominant position in the market is occupied by enterprises that were created relatively recently and have taken leadership in the markets for a relatively short period of time.

Apple Inc. was established in 1976, and already in 1980 it had one of the most successful placements of its shares on the stock exchanges and became a global company. At the core Apple's success Inc. lies not only in the development of the original architecture of a personal computer "for ordinary people" complete with "user-friendly" software, but also in anticipation of new needs, which was owned by one of the founders of the company - Steve Jobs (1956-2011).

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

from the point of view of the position of the supplier in the commodity market - as ensuring the loyalty of a sufficient number of consumers and keeping prices at an economically justified level, which necessitates the formation of such a product portfolio that meets the current and future needs of consumers to a greater extent than the proposals of competitors;
in terms of position on financial markets - as the formation of sufficient investment attractiveness and high credit reliability, which allows attracting financial resources in the required amount on the most favorable terms;
in terms of the position of the buyer in the resource market - how to build sustainable and reliable partnerships with suppliers of material and energy resources, which leads to the ability to carry out operational activities using the necessary resources of the required quality in sufficient volume and on the most favorable terms;
in terms of the position on the labor market– as an opportunity to form such a structure of personnel both in terms of number, and in terms of qualifications, and in terms of remuneration, which fully meets the needs operating activities while minimizing the overall cost of production.

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

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

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

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

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

The organization of innovations is a means of streamlining and regulating the actions of individuals and autonomous groups of employees, focused on achieving, through joint and coordinated actions, the goals of creating and implementing innovations of any kind and orientation, varying degrees of novelty and complexity, practical value and effectiveness.
Organization of innovation includes:

Subject of innovation activity.
A set of processes and actions of an organization aimed at performing the necessary functions in innovative activities.
Structures that ensure the internal ordering of the system and the improvement of the relationship between its elements and subsystems.

The subjects of innovation activity are heterogeneous, multi-element and multi-sized firms, companies, associations, universities, research institutes, technopolises, technology parks, etc.
Organizational forms of innovation activity are closely related to the new principles of management based on the synergy of centralized and decentralized structures. originality innovative development lies in the fact that it is based on the need to take into account two contradictory trends.
The organizational form of innovation processes should be understood as a complex of enterprises, separate enterprise or their subdivisions, characterized by a certain hierarchical organizational structure and a management mechanism corresponding to the specifics of innovation processes, which provides a justification for the need for innovation, identification of the main ideas for their creation, definition and use of technology and organization of innovation processes for the purpose of practical implementation of innovation.
On the one hand, the innovation process is a single flow from the emergence of an idea to the implementation, development and deployment of production. At the same time, all stages of the innovation life cycle, from the emergence of an idea to its market implementation, are closely interconnected and interdependent. Therefore, ensuring effective innovative development depends on systemic structural interactions, ensuring the continuity of stages and the continuity of processes over time, which is manifested in the conditions of an undeveloped market infrastructure and imperfection of market mechanisms.
On the other hand, scientific knowledge, discovery, industrial invention is inherently discrete and stochastic. Numerous studies have established the absence of a correlation between the emergence of scientific knowledge, its materialization and commercialization. Therefore, from this point of view, an enterprise does not necessarily have to carry out a full range of innovative entrepreneurial activities from the R&D stage to marketing and sales.
In the context of improving market mechanisms, a special role, according to the second trend, begins to play intercompany interactions, i.e. processes of diversification, intercompany cooperation, etc. Increasing innovation activity is closely related to these two most important trends: the formation of innovative organizations capable of self-development, and an increase in the incorporation (i.e. inclusion) of innovative structures in the system of various institutions and inter-firm interactions. Thus, the properties of organizational forms of innovative activity are presented in fig. eight.

Rice. 8. Properties of organizational forms of innovative activity

The properties of organizational forms of innovative activity shown in fig. 8 demonstrate the quality of subsystems, structures, elements and their relationships within the organization as an open system.
The organizational form has two axes of orientation: the first - on the internal structures, internal interactions of elements, factors and subsystems. This orientation is based on decentralization and independence of departments, which ensures their high maneuverability, efficiency, plurality of forms of organizations, variety of new methods, technologies, products and services, flexibility of structures and management methods.
The second axis of the system is focused on the external environment, it is associated with the implementation of long-term trends, with the stability of the system in the external environment. This second trend in the development of the organization is based on the mechanism of consolidation and integration, which creates a synergistic effect, which consists in increasing the effect that arises from combining efforts directed towards one goal. This means that it is more effective than a simple "sum of elements, i.e. in complex systems based on self-development and improvement, which include an innovative organization, there is a significant synergistic effect. Internal and inter-firm organizational forms of innovative activity are shown in Fig. 9 .

Rice. 9. Internal and intercompany organizational forms of innovation
activities

The innovation process involves many participants and many interested organizations. It can be carried out at the state (federal) and interstate levels, in regional and sectoral areas, local (municipal) formations. All participants have their own goals and establish their own organizational structures to achieve them.
In this regard, innovation activity is characterized by a variety of organizational forms. This is due to the fact that the process of innovation covers a variety of areas of activity: scientific and technical, financial, information, marketing, and various interacting organizations participate in its implementation: research institutes, financial and consulting organizations, venture firms, Insurance companies. The most common organizational forms of innovation activity are business incubators, technoparks, technopolises, and strategic alliances. A form of support for the formation and development new company are business incubators. (Table 14).
Table 14
The main organizational forms of innovation activity

Organizational forms of innovation	Characteristics of organizational forms of innovative activity
Business incubator	It is an organization with a mission limited to supporting small, start-up firms and start-up entrepreneurs who want to but are unable to start their own business. A business incubator can be autonomous, i.e. as an independent economic organization with the rights of a legal entity, or act as part of a technology park (in this case, it can be called a "technology incubator")
Technopark	This is an organization that forms a territorial innovation environment with the aim of developing entrepreneurship in the scientific and technical sphere by creating a material and technical base for the formation, development, support and preparation for independent activities of small innovative enterprises and firms, the industrial development of scientific knowledge and high technologies. Technopark provides conditions for the implementation of the innovation process - from the search (development) of innovation to the release of a sample of a commercial product and its implementation. The subject of the activity of the technopark is a comprehensive solution to the problems of accelerated transfer of the results of scientific research into production and bringing them to the consumer on a commercial basis.
Technopolis	It is a larger zone of economic activity compared to the technopark. It consists of universities, research centers, technology parks, business incubators, industrial and other enterprises whose practical activities are based on the results of scientific and technological research, is an integral part of the international division of labor system and has an environment purposefully formed for scientists, specialists, highly skilled workers. strength. Technopolis maintains close ties with similar structures at the national and international level. In Russia, science cities and academic campuses can serve as the basis for the formation of technopolises
science city	An administrative-territorial entity, the infrastructure of which was formed around a scientific organization, which determines the scientific and production orientation of its production structures. The purpose of creating science cities is to preserve and develop the existing scientific potential, increase its efficiency and create conditions for sustainable development (solving defense problems). The desire to expand the customer base, geography of presence or sphere of influence of the company leads to the creation of partnerships or alliances. Consolidation has become the most common thing in modern business.
Strategic alliance	A temporary cooperative agreement between companies that does not involve a merger or full partnership. The strategic advantages of creating joint ventures and alliances in the implementation of innovative activities are as follows: the use of economies of scale in the production and / or marketing of a new product; access to partner developments and know-how; the ability to penetrate hard-to-reach markets

The organizational forms of innovative activity play the greatest role in the development of a scientific idea and its subsequent materialization. innovation centers . These are technologically active complexes with an established integrated structure of innovations, including universities and research and production firms. Innovative business in this model maintains stable relationships within a vast innovation infrastructure, has developed networks of informal information exchange and the formation of innovation distribution channels. The most famous variant of such an alliance is Silicon Valley.
Innovation centers include:

technological parks (scientific, industrial, technological, innovative, business park, etc.);
technopolises;
regions of science and technology;
innovation incubators.

As presented in Table 14, the purpose of the operation business incubators - ensuring effective incubation (growing) of entrepreneurs, creation of small firms.
There are two forms of participation in a business incubator - real and associative. The second form, unlike the first, provides for the free use of all services provided by the incubator without placing the company directly on the territory of the business incubator.
The legal basis for the relationship between the business incubator and its members is an agreement that defines the rights and obligations of the parties, financial relations, and the duration of the client's stay in the business incubator. For each service, a check is issued to the client. After leaving the business incubator within 1.5 - 2 years, the financial debt must be repaid. In addition, the agreement may provide for deductions from profits in favor of the business incubator (as a rule, no more than 5%), which the entrepreneur pays within 3-5 years after the exit.
There are three main models of business incubators in Russia:
The first type was formed at technoparks, where they function as the main core. Such business incubators operate on the basis of science-intensive production and high technologies.
The second type of business incubators is focused on entrepreneurs, mainly associated with the production of consumer goods, with the provision of various repair and maintenance services.
The third type is regional business incubators created to solve economic problems, taking into account regional priorities. A large role in their activities is given to the solution of social problems.
Technopark is one of the most common forms of functioning of developers of new technologies in the USA and Western Europe, with risk firms. Among the great diversity, three main ways for the emergence of a technopark are clearly distinguished.

Employees of university and research centers (SRC) often act as small and medium-sized entrepreneurs, striving to commercialize the results of their own scientific developments (in a number of technology parks, this category of entrepreneurs is more than 50%).
Creation of their own specialized small firms by scientific and technical personnel of large industrial associations who leave their firm to open their own business (sometimes together with colleagues in the laboratory or design bureau). Usually, large firms do not hinder, but, on the contrary, contribute to the development of this process, since they get the opportunity to subsequently connect to the production of the latest products, if it turns out to be promising.
Small and medium-sized firms in the technopark arise as a result of the transformation of existing enterprises that intend to take advantage of the preferential conditions that exist for the technopark in accordance with state legislation.

long and hard way from the development of a new product to its mass production in a technology park is greatly facilitated. In particular, firms are provided with the necessary premises on preferential terms, they have at their disposal fully equipped typing offices, conference rooms, secretariats, as well as workshops for the manufacture of prototypes, laboratories and other premises for R&D. They can get the required advice in the field of production, marketing, finance, patent information. Close cooperation is being established with departments of fundamental and applied research at universities, as well as with research institutes located in the area, not to mention ties with other enterprises of the same technopark. In addition, they are provided with more favorable credit conditions, as well as easier contacts with large manufacturing firms in the region and potential customers.
The most advanced organizational form of innovation activity is technopolis . Technopolis consists of large enterprises (at least 2-3 most advanced industries); a powerful group of public or private universities, research institutes, laboratories; a residential area with modern houses, a developed network of roads, schools, sports, shopping and cultural centers. In addition, the technopolis should be adjacent to a sufficiently developed city, as well as to an airport or railway junction.
A new form of cooperation industrial firms with universities is science park. Idea: industrial companies create their own research organizations and enterprises near universities, which attract university personnel to work on orders from firms. In turn, scientists have the opportunity to apply the results of their research in practice. This new form of cooperation between industry and science allows you to create new jobs.
Also, along with the science park, Table 15 presents new organizational forms of innovative activity.

Table 15
New organizational forms of innovative activity

New organizational forms of innovative activity	Main characteristics
founding center	Represents a new organizational form of innovation activity, a territorial community of newly created organizations, mainly manufacturing and manufacturing services, which has common administrative buildings, a management and consulting system
Innovation Center	Conducts joint research with firms, trains students, organizes new commercial companies. The innovative projects carried out at the center are applied research. If the project has been brought to the stage when the feasibility of implementing the results obtained has been proven, it is financed under the program, ultimate goal which is the organization of the new company. Along with scientific and technical assistance, the center undertakes the financing of a new company at the stage of its formation, as well as the selection of managers
Industrial Center technology	It aims to promote the introduction of innovations in mass production. This is achieved by conducting appropriate expertise, scientific research and providing advice to industrial firms, especially small ones, as well as individual inventors in the development of scientific and technical innovations.
University Industrial Center	It is formed at universities to connect the financial resources of industrial firms and the scientific potential (human and technical) of universities. Such centers conduct mainly fundamental research in areas in which participating firms are interested.
Engineering centers	Universities are created on the basis of large universities with financial support from the government to stimulate the development of new technologies. They carry out a study of the fundamental laws underlying the engineering design of fundamentally new artificial systems that do not exist in nature. Such research provides the industry not with a ready-to-use development, but with a theory within a certain area of engineering activity, which can then be applied to solve specific problems. production tasks. Another function aims to train a new generation of engineers with the necessary level of qualification and a broad scientific and technical outlook. The organizational structure of the centers provides not only for the creative cooperation of engineers directly at each stage of work, but also for the participation of business representatives in management at all levels
industrial yard	It is a territorial community located in the same complex of buildings, mainly small and medium-sized organizations managed by the parent company

The close interweaving of cooperation and competition in recent decades has manifested itself in the organization of inter-firm cooperation within the framework of strategic alliances and coalitions. Major technological breakthroughs in social production it is expedient to carry out on the basis of intercompany scientific and technical cooperation, which is highly effective. Interfirm cooperation is characteristic of alliances, consortiums, joint ventures .
Entrepreneurial associations, strategic alliances and coalitions are the most attractive in the economy "soft" associated "metastructures". They are considered not only as the cheapest and most effective way to combine joint efforts. In the organization of "soft metastructures", their orientation towards the improvement and development of basic principles and fundamental ideas in production is most important. Competing members of "soft groups" test innovations, as it were, from different sides, while partnership efforts contribute to the concentration of resources in the most important direction.
One of the most important forms of "soft metastructures" are strategic alliances. Their goal is to activate channels for improving production and transfer of new technologies, as well as the implementation of complementary functions in the conduct of scientific research and the implementation of their results. Of particular importance are strategic alliances in the form of joint research and development activities based on technology transfer, as well as in the form of consortiums.
Strategic alliances in science-intensive industries (in the production of robots, automated production lines, microelectronics) cover several or all stages of the R&D reproduction cycle. This does not prevent a wide variety of types of cooperative agreements on joint scientific activities within the framework of individual stages of the life cycle. Another feature of strategic alliances is the special attention paid to the technological preparation of production and the development of innovations.
The fact is that large companies are often faced with a low susceptibility of the existing production apparatus to the adoption of innovations. Here, the stage of implementation and production of the first industrial design becomes the bottleneck. For the reasons stated above, large companies are willing to use the form of an alliance with a small specialized implementation business.
Strategic alliances are faced with the tasks of conducting a complex of scientific research, searching for and training relevant specialists, finding financial resources, organizing laboratories, innovation centers, units for testing and quality control of products. As market requirements tighten and demand diversifies, the alliance's field of activity extends to related and related industries. Diversified alliances have a great advantage over other financial and industrial groups, it is based on the selective ability to maintain a competitive advantage in the market, on the one hand, and on the successful development of promising areas for capital investment, on the other.
A promising type of intercompany integration are consortia. Designed to integrate all stages of the innovation cycle, they are usually created for active research, industrial and foreign economic activity. An example is the Russian Aviation Consortium.
Two types of consortiums are the most widespread in the world market in the innovation sphere. Consortiums of the first type are focused on carrying out their own long-term research work of a fundamental and applied nature. They arise in high-tech industries with predictable long-term success (for example, in the field of communications, telecommunications). The second type of consortia is mainly aimed at priority scientific research of an intersectoral plan. Here, future market success is not yet fully outlined, but scientific research is included in the core scientific and technical policy of corporations and the state.
For example, such consortiums were created in the USA to study solid state physics, superconductivity phenomena, research artificial intelligence. They are created to stimulate R&D "on the side", on the basis of the largest laboratories of universities and research centers. Dozens of the largest corporations provide financial support and control over the results of such consortiums in the US and Japan. This is determined by the importance of innovative development.
One of the forms of intercompany cooperation, along with a strategic alliance, is financial and industrial groups (FIGs) . The main principles of the creation of FIGs include their purposeful formation on the basis of technologically and cooperatively related industrial organizations, which ensures improved manageability, lower production costs, joint liability under contracts and stability of supplies. The key factors for the success of the organizational and economic interaction of FIG participants with financial institutions are the establishment and development of holding and trust (trust) relations, as well as the prevention of negative monopolistic trends due to the concentration of capital. The integration of scientific, industrial, financial and sales organizations as the main subjects of FIG activities is ensured by a systematic approach to their functioning in market economic conditions. A systematic approach allows you to maintain the integrity of this kind of organizational structures, to counteract the impact of external and internal destabilizing factors. Economic justification projects for the creation of FIGs is based on an examination of the potential effectiveness of the future joint activities merged organizations, assessment of the product market, employment, environmental safety. The effectiveness of FIGs directly depends on the level of risk when creating science-intensive and competitive products. Therefore, insurance institutions are also included in the structure of FIGs, which makes it possible to skillfully manage the existing risks in innovative activities in fairly large organizational units.
On the territory of Russia there are about 5 thousand organizations focused on supporting innovative entrepreneurship. Important research centers and technology parks are located in Zelenograd, Obninsk, Dubna, Novosibirsk, Arzamas, Krasnoyarsk, Protvin, Pushchino, etc.
For example innovation centers, technoparks and technopolises, the importance of innovative infrastructure is especially noticeable, which contributes to the entry of science into the market environment, the development of entrepreneurship in the scientific and technical sphere and economic efficiency innovations. The probability of commercial success of innovations increases dramatically due to the formation of special institutions, organizations and systems for ensuring the innovation process, formed into a single innovation sphere.
The central role in the innovation sphere is played by the innovation infrastructure, which is an organizational, material, informational, financial and credit base for creating conditions conducive to the efficient allocation of funds and the provision of services for the development of innovation activities.
The state of the innovation infrastructure is closely related to the model of economic growth and the level of technological development of the national economy. The innovative model of economic growth, inherent in the most developed countries, is characterized by an increase in the role of intangible, innovative and information growth factors, as well as the rapid development of knowledge-intensive services. In such countries, the development of an innovative structure is based on the creation of a network of consulting, engineering, information, telecommunications services, etc.
The leading role in the innovation infrastructure, in addition to scientific, state and public institutions, is played by investment institutions that contribute to the accumulation of financial and investment resources and diversify the risks of innovation activity. The most important investment institutions here are insurance companies, non-state pension funds, investment banks, investment and venture funds, financial and investment companies.
The plurality of organizational forms of innovation activity at the state, regional and other levels is one of the features of innovation management.
To intracompany organizational formations innovative activities include brigade innovation, temporary creative teams, risky units associated with corporate business. The process of forming innovative units is aimed at supporting intra-company entrepreneurship and is an important condition for its activation, in particular, when branches with progressive innovation ideas are created within old firms. In addition, this kind of small innovative entrepreneurship can be carried out on the basis of the creation of venture risk firms in contact with venture funds.
Entrepreneurs and managers, specialists from various branches of knowledge, performers of various functions are involved in innovative activities. Specific practice has developed a number of equally specific types and roles of innovators, leaders, and performers. There are such typical carriers role functions in the process of innovation as "entrepreneurs" and "intrapreneurs", "generators of ideas", "information gatekeepers", etc. (Table 16)

Table 16
Typical innovative staff roles

role-playing functions	Main characteristics
"Entrepreneur"	Key figure in innovation management. This is, as a rule, an energetic leader who supports and promotes new ideas, possibly his own, is not afraid of increased risk and uncertainty, is capable of actively searching for non-standard solutions and overcoming difficulties. The entrepreneur is also characterized by specific personality traits: intuition, devotion to the idea, initiative, the ability to take risks and overcome bureaucratic obstacles. The entrepreneur is focused on solving problems of an external order: the creation of an organization operating in the external environment; coordination of company services external activities; interaction with the subjects of the external innovation environment: market promotion of a new product; search and formulation of the need for new developments and new products. And so the entrepreneur occupies such positions as the head of the new product division, the project manager. There are few entrepreneurs in the organization
"Intrapreneur"	An equally important figure in innovation management. There should be significantly more intrapreneurs in the organization. This is a specialist and leader focused on internal innovative problems, on internal innovative entrepreneurship. His tasks include organizing numerous brainstorming sessions, the initial search for new ideas, creating an atmosphere of employee involvement in the innovation process and providing a “critical mass” of innovators so that the company can be considered innovative as a whole. As a rule, this is the leader of a group characterized by increased creative activity.
"Idea's generator"	This is another type of innovative staff. To his characteristic features include the ability to produce short time a large number of original proposals, change the field of activity and the subject of research, the desire to solve complex problems, independence in judgments. "Idea generators" can be not only leading scientists and specialists who put forward new proposals, but also engineers, skilled workers, and functional service specialists who come up with so-called "secondary" innovations. The traditional practice of informally singling out “idea generators” can be reinforced by organizational decisions: outstanding innovators are given the title of “idea generators” with appropriate incentives and benefits, their activity influences career advancement
"Information Gatekeepers"	They are located at the nodal points of communication networks, accumulate and transfer specialized information, control the flow of scientific, technical, commercial and other messages. They accumulate and distribute latest knowledge and best practices, "feed" information creative search at different stages of creating new products or carrying out organizational and economic changes in the company
"Business Angels"	Persons acting as investors in risky projects. As a rule, these are pensioners or senior employees of companies. Using them as a source of funding has a number of advantages. Their credit is much cheaper, since unlike risk funds they do not have overhead costs. Practical activities leaders forms basically four main archetypes: "leader", "administrator", "planner", "entrepreneur". All of them are necessary for the successful innovative activity of the company.

The end of the table. 16

role-playing functions	Main characteristics
	It plays its specific role in the process of development and implementation of design innovative solutions. Here, the desire for something new, foresight of the course of business, the ability to communicate with people, the ability to recognize the potential of each person and interest him in the full use of this potential are especially valued.
"Administrator"	Responsible for planning, coordinating and overseeing implementation investment project. In conditions when the successful functioning of a firm and an innovative project at the implementation stage requires tight control and extrapolation planning (i.e. planning for the future on the assumption that current development trends will continue in the future), the emphasis in the requirements for a manager is on his ability to evaluate performance of the company, not on personal qualities
"Planner"	Strives to optimize the firm's future performance by concentrating key resources in the firm's traditional areas of activity and guiding the firm towards achieving its goals.
"Entrepreneur"	Although oriented towards the future, it differs from the "planner" in that it seeks to change the dynamics of the company's development, and not to extrapolate its past activities. While the "planner" optimizes the future of the firm in the area of its current activities, the "entrepreneur" is looking for new directions of activity and opportunities to expand the range of the firm's product range.

Innovative activity presupposes the existence of an innovative infrastructure, which includes both market and non-market organizations, firms, associations, covering the entire cycle from the generation of new scientific and technical ideas and their development to the release and sale of science-intensive products, which is a set of interrelated and complementary systems and their respective organizational elements necessary and sufficient for the effective implementation of these activities.
Of course, the listed examples do not exhaust all possible organizational forms of innovative activity. In the process of building up the potential for Russia's innovative development, it is obvious that the number and quality of such forms will increase.

The main forms of organization of the innovation process are:

administrative and economic;
program target;
proactive.

Administrative and economic form of the innovation process

Administrative and economic form implies the presence of a research and production center - a large or medium corporation, uniting under general guidance research and development, production and marketing of new products. Most R&D firms operate in industry.

Program-targeted form of the innovation process

Solves the problems of scientific and technological breakthroughs, especially in such progressive industries as microelectronics, biotechnology, nanotechnology, etc., target form organization of the innovation process, which provides for the work of program participants in their organizations and the coordination of their activities from the program control center. No less effective is the formation (as a rule, on a temporary basis) of new organizations to solve certain major problems. This is the so-called pure software-target structure.

To strengthen the connection between scientific research and the design and development of various fundamentally new types of equipment in industry, they organize engineering centers, as well as university-industrial and university research centers. Such centers are managed by councils that develop research plans and organize R&D under contracts with customers.

A complex form of organization of interaction between fundamental science and production, common in developed industrial countries, is technopolises and technoparks.

Initiative form of the innovation process

Initiative Form organization of the innovation process consists in financing scientific, technical, advisory, managerial and administrative assistance to lone inventors, initiative groups, as well as small firms created to master technical and other innovations. The significance of such economic and organizational mechanisms is explained by the specifics of the innovation process itself, especially in the early stages, when the degree of uncertainty is high. The main emphasis is placed on the human factor.

Foreign practice confirms the high efficiency of the initiative form. Thus, in the United States, small innovative firms with up to 300 employees, specializing in the creation and production of new products, produce 24 times more innovation per dollar invested in R&D than large corporations (with more than 10,000 employees), and 2.5 times more innovations per employee. Many large firms, seeking to intensify the innovation process, create organizational and economic conditions for those employees who are able to be initiators and implement serious innovations.

One of the progressive forms of organizing innovation activity is incubators business or technology - an element of innovative infrastructure, a complex that provides versatile services to various! innovative forms that are at the stage of creation and formation. These services can be advisory, informational in the form of leasing equipment, premises, etc. After the end of the "incubation period", the client company leaves the incubator and begins independent activities.

There are more than 2,000 business incubators in the world, whose activities make it possible to accelerate the implementation of innovative projects, promote the dissemination of advanced technologies, increase the competitiveness of existing companies, provide employment for the population, develop lagging sectors of the economy in the regions, improve business culture and business ethics, etc.

Russian business incubators provide the following services:

business basics training;
marketing support:
accounting and financial management;
information Services;
attraction of business specialists, etc.

Organizational forms of innovation

Innovative activity is aimed at maintaining the competitiveness of enterprises. It cannot be discrete. Its continuous implementation requires significant investments with a high level of risk of the effectiveness of their development. To mitigate the risk, special organizational forms of innovation activity are used (Fig. 1).

Rice. 1. Organizational forms of innovation

Let us explain the content of the main forms presented in Figs. 12.2. State scientific centers ensure the coordination of the state strategy for the development of science and technology with the economic and social interests of the subjects scientific and technical activities. Scientific centers and laboratories as part of corporate structures carry out research and development, organize the development and production of new products. Risk division of the enterprise is a small autonomously controlled specialized production, engaged in the development of the latest technologies. This is a small business that contracts with a group of developers of a new idea, investors (venture funds) and consumers of innovations. Venture firms(risk firms) are created to commercialize the results of scientific research in science-intensive and high-tech areas with significant risk. They conduct commercial scientific and technical activities, are engaged in the development and implementation of new and latest technologies and products, the income from the use of which is not predetermined. Business incubator - is a structure that specializes in creating favorable conditions for efficient operation small innovative enterprises implementing original scientific and technical ideas. Here, novice entrepreneurs receive the skills to run their own business, legal, economic and advisory assistance. A business incubator can take many forms. Thus, the business process of incubating new enterprises is designed to promote high-tech ideas. “Internal” innovation incubators develop their own innovation projects, which are implemented in the innovator company and affiliated enterprises. Sometimes it is advisable to create entire innovation incubator enterprises. Science and Technology Park(technopark) is a research and production territorial complex, formed in order to create a favorable environment for the development of small and medium-sized knowledge-intensive innovative client firms engaged in the development of production and the implementation of innovative products on the market. This is an independent organizational structure created in the field of science and scientific service. The structure of the technopark may include information technology, educational, advisory, information, marketing centers, as well as an industrial zone. Technopolis is a large modern scientific and industrial complex, including a university, research institutes, residential areas. Favorable conditions are created here for the development of new scientific directions and science-intensive industries. Recently, attention has been paid to the problem of cluster of innovative technologies, those. chains of interconnected enterprises, industries and technologies that ensure the development of promising science-intensive sectors of the economy.

Among the considered organizational forms in the innovation sphere, the advantages are on the side of large corporations. In developed countries, their share in the total volume of national R&D is 65-70%. They have access to large-scale expensive projects, conducting multi-purpose interdisciplinary research, and developing alternative innovations. The largest innovative projects are carried out by American automotive companies, the information and computer company IBM, pharmaceutical company Pfizer in Russia - fuel and energy companies and metallurgical concerns. Large domestic oil companies Lukoil, Yukos and Surgutneftegaz formed their own scientific complexes, priority which was the development of the raw material base.

Rice. 2. Structure of the national innovation system

A variety of organizational forms of innovation activity allows large companies to expand its areas, penetrating into the most risky areas of research. Yes, corporation ChevronTexaco in the wake of the bright successes of venture entrepreneurship in the innovation sphere, the United States established an intracorporate venture - InternalCorporateVenturing; corporate technology diversification fund - DiversifiedtechnologyCorporateVentureCapitalfund; advanced technologies commercialization fund - ChevronTexacocommercializingtechnology.

Due to the variety of applied organizational forms of innovative activity, scientific achievements quickly penetrate into the business sector through research centers of corporations and small science-intensive businesses (Fig. 2). As a result of the integration of entrepreneurship with the state scientific sector and innovative elements of the education system (university laboratories, technology parks), an innovative environment of the economy is formed. In such an environment, a new idea or invention is simultaneously under the tutelage of several structures of the national innovation system, receiving at each stage of the innovation process the necessary financial support from different sources.

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

scientific and technical novelty,
industrial applicability,
economic utility,
commercial feasibility (efficiency) .

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

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

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

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

Often, the development of new products is accompanied by organizational and managerial innovations, which are most often characterized by the organization of new departments, divisions and services at all levels. Most enterprises have established marketing departments, with some of them initial stage reforms in the formation of marketing departments was a simple change in the signage of the sales department. However, then their functions were expanded and divided into the study of demand for products and its forecasting, on the one hand, and sales organization, on the other. Accordingly, the introduction of marketing methods of sales management requires changes in the system of planning production volumes and pricing. In addition to changing the management structure, organizational and managerial innovations include other activities, the purpose of which is to increase efficiency and improve production and personnel management methods. Innovations in the social and labor sphere (the use of new forms of employment and contracts, new wage systems) can also be considered as managerial innovations.
As a rule, innovations in enterprises are complex. At the same time, different types of innovations were interconnected in terms of goals and results of implementation. In principle, local, point innovations are a routine activity of enterprises; without them, it is impossible to maintain the existence of an enterprise. Surprisingly, continuous complex changes have become routine for many enterprises. And this is one of the important characteristics of the modern innovation process at the enterprise level.
As the main criteria by which the types of innovations are distinguished, it is necessary to note the degree of novelty, radicalness of innovation; the nature of the practice in which the innovation is used; technological parameters innovation .
The classification of innovations allows:

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

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

Rice. 3. Classification of innovations

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

Options	Basic innovations	Improving Innovation
1. Risks and difficulties:
1.1. Design failure	very likely	unlikely
1.2. Market failure	very likely	average degree probabilities
1.3. Project budget planning	difficult	easily feasible
1.4. Determining the timing of the project	difficult	easily feasible
2. Organization of work:
2.1. Research team uniform	team with strong leader	democratically run team
2.2. Leader type project	entrepreneur, pioneer	specialist
2.3. Project Curator	supreme leader organizations	middle manager, designated person
2.4. Resistance to innovation	very strong	moderate
3. Results:
3.1. The degree of novelty of the goods	very high, may not have an analogue, cardinal	small to medium
3.2. Change in market positions	significant	small to medium
3.3. Competitive advantages	long-term, provide leadership by quality	short-term, provide low costs

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

strategic level - innovations in the mission, strategies, innovations in foreign economic activity, in negotiation processes;
intracompany level - innovations in production processes, organization structure, control system;
personal level- these are innovations in the technique of personal labor, methods for developing the creative potential of an individual, methods for building a business career, and in training systems.

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

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

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

the concept of the life cycle of innovation determines the need for analysis economic activity taking into account the dynamics of development of an economic entity, including a promising one;
the concept of the life cycle of innovation justifies the need for a constantly organized activity for planning the release and / or acquisition of innovations;
the concept of the life cycle of innovation serves as a basis for analysis and planning of innovation. As a result of the analysis, the stage of the life cycle of innovation, the trend of its prospective development, decline and end of existence are determined.

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

Rice. 4. Stages of the innovation life cycle

niya. The second stage is more connected with innovations, at which the selection of results suitable for practical implementation is carried out. technical possibility and economic feasibility, areas of their primary use. The results of fundamental research can be used for various purposes, not always foreseen in advance, in different industries, over a long period of time - 30-40 years.

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

Theoretical substantiation of the way and methods of developing applied problems, drawing up schemes and options for solving applied scientific problems, mathematical and material models.
Development and approval of terms of reference (TOR), including information preparation, predictive assessment of the significance, costs, results and effectiveness, development of a program, methods and research scheme, including stages and assessment of the reliability of the research methodology. The scope of work, the composition of the performers, the cost estimate and the draft contract are determined.
Experimental stage (experimental verification).
Generalization and evaluation of the results of research work.

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

Rice. 5. Development stages project documentation

The terms of reference (TOR) establishes the main purpose, technical characteristics, quality indicators and technical and economic requirements for the object being developed, the prescription for completing the necessary stages of creating documentation and its composition, as well as special requirements for the product.
Technical proposal (PT) - a set of documents containing a technical and feasibility study of the feasibility of developing a project. Such a conclusion is given on the basis of an analysis of the customer's TOR and various options. possible solutions, their comparative evaluation, taking into account the features of the developed and existing products, as well as patent materials.
Draft design (EP) - a set of documents containing fundamental decisions and giving a general idea of the device and the principle of operation of the object being developed, as well as data that determine its purpose, main parameters and overall dimensions. In the case of a large complexity of the object, this stage may be preceded by a pre-project study containing theoretical studies designed to substantiate the fundamental possibility and expediency of creating this object.
Technical design (TP) - a set of documents that should contain the final technical solutions that give a complete picture of the structure of the designed object, the initial data for the development of working documentation.
At the stage of the detailed design (DP), detailed documentation is first developed for the manufacture of a prototype and its subsequent testing. Tests are carried out in a number of stages, according to the results of which design documents are adjusted. Further, working documentation is developed for the manufacture of the installation series, its testing, equipping the production process of the main components of the product. Based on the results of this stage, the design documents are again corrected and working documentation is developed for the manufacture and testing of the head (control) series. On the basis of the documents of the products finally worked out and tested in production, manufactured according to a fixed and fully equipped technological process, then the final working documentation of the established production is developed.
In the process of developing project documentation, depending on the complexity of the problem being solved, it is allowed to combine a number of stages with each other. The stages of statement of technical specifications and technical design may be included in the cycle of research work (R&D), and the stages of the technical proposal and preliminary design can form a cycle of experimental design work (R&D).
The cycle of works is completed by the stage summing up the project activities - certification - determining the quality level of the created product and confirming its compliance with the requirements of those countries where its subsequent implementation is expected. The need to single out this stage as an independent one is due to the fact that at present the export of products or their sale within the country is in many cases unacceptable without a quality certificate.
The primary (pioneer) development of innovations is the implementation of the development results into production, which involves the following procedure:

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

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

Rice. 6. Share of organizations implementing innovations in the total number of surveyed organizations, %

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

"Searching for Market Requirements" - For example, companies like Apple and Procter & Gamble engage customers directly to generate new ideas.
"Market Followers" - such as Hyundai and Caterpillar, companies that monitor the market for incremental innovations and improvements to existing products.
"Technology Oriented" - Companies like Google and Bosch depend on internal technological possibilities to develop new products and services. They use investments to develop breakthrough ideas as well as incremental innovations, hoping that these innovations will meet market demands.

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

Rice. 7. Innovation strategies in companies
The foregoing indicates the importance and priority of solving the problems of modernizing approaches to the development of innovations in Russian companies and innovative and project management can become quite an effective tool here.

test questions

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