The essence of innovation planning

A plan is the setting of specific goals and foreseeing further events in the enterprise and in environment. The plan fixes the ways and means of development that correspond to the tasks set, justified management decisions.

Remark 1

The main distinguishing feature of the board is its definite and directive character. The plan allows you to get the greatest degree of specificity and certainty.

Planning is the main element of the enterprise innovation management system.

Definition 1

As an element of management, planning is an independent subsystem that includes specific tools, rules, structural bodies, information and processes aimed at preparing the implementation of plans.

Innovation is an English word meaning to innovate.

Innovation is new order, product or technology, method, phenomenon that has not been used before.

Definition 2

Innovation is understood as an activity that develops, creates and distributes new types of products, technologies, etc.

Innovation is designed to turn potential scientific and technological progress into real products and technologies.

Definition 3

An innovative project is a purposeful, interdependent activities that are aimed at the development and implementation of innovations in the enterprise.

Functions and operations for planning innovation

Functions of the innovation activity planning subsystem:

1. Orientation of all participants to the goal - all participants need to be oriented towards achieving the goals of the organization's innovative activities.
2. Orientation to the future and recognition of problems in development - plans are based on reasonable forecasts of the development of situations.

3. Coordination of participants in innovative activities is carried out by coordinating actions in front of emerging obstacles and problems. Coordination can be:

   • administrative - the directive nature of the approval of plans; which are mandatory for all participants in innovation;
   • proactive - voluntary and conscious coordination of actions between managers and all participants innovation process;
   • programmatic - setting for each participant planned assignments innovation program;
   • budgetary - the development of a planned budget with the help of restrictions on the resources intended for individual participants.
4. Preparation of managerial decisions is the analysis of problems, the implementation of forecasts, the study of all alternatives, business case the most rational decisions.
5. Creating an objective base for efficiency control activities– comparison of actual values ​​with planned values.
6. Provision of participants in the innovation process necessary information– providing information to each participant about goals, forecasts, alternatives, deadlines, etc.
7. Creating motivation for participants in the innovation process - stimulating employees in order to increase productivity and coordinated activities of all participants.

The planning process involves operations on:

• the choice of the main directions of innovative activity for the enterprise and its structural units;
• formation of programs for research, development and production of innovative products;
• the distribution of certain tasks over periods of time;
• setting deadlines for the work to be carried out;
• calculation of resource needs and their distribution among performers;
• risk accounting.

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Marketing Strategies promoting innovation. Strategic planning innovation activity The choice of strategy is the key to the success of innovation activity. Thus, strategic planning is a necessary element of the strategic management process; it is an integral part of the process of developing an organization's strategy. Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

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Topic. Innovation planning

1. Strategic planning of innovation activities

2. Classifications of innovation strategies

1. Strategic planning of innovation activities

The choice of strategy is the key to the success of innovation. A firm may find itself in a crisis if it fails to anticipate changing circumstances and respond to them in time. Strategy can be defined as a decision-making process.

Strategy - it is an interconnected set of actions to strengthen the viability and power of an enterprise (firm) in relation to its competitors. This is a detailed, comprehensive, comprehensive plan to achieve your goals.

In the second half XX in. there is a growing number of new managerial problems that cannot be predicted on the basis of past experience. The geographical scope of the organization's activities is expanding, which also complicates managerial activity. The main burden falls on the top management, which is responsible for developing strategies and forming strategic plans.

A growing number of companies recognize the need for strategic planning and actively implement it. This is due to growing competition: you cannot live only for today, you have to anticipate and plan for possible changes in order to survive and win in the competition.

By the beginning of the 70s. XX in. in the West, a situation has developed that was marked by a transition from strategic planning to strategic management.

Strategic management is defined as a management technology in conditions of increased instability of environmental factors and their uncertainty over time. Strategic management activities are associated with setting the goals and objectives of the organization, maintaining a system of relationships between the organization and the environment that allow it to achieve its goals, correspond to its internal capabilities and allow it to remain susceptible to external challenges. Unlike operational management, which serves to achieve specific tactical goals of the organization, the strategic management of the organization is designed to ensure its long-term strategic position.

The essential difference between strategic planning and strategic management is characterized primarily by the fact that the former, especially in initial stage of its development, in fact, came down to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic change requires a breakthrough beyond the traditional framework and established ideas about a particular business. Unlike overly formalized strategic planning, strategic management is primarily a synthesis.

In this way, strategic planning is a necessary element of the strategic management process, it is an integral part of the process of developing an organization's strategy.

Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

Strategy development has two main objectives.

1. Efficient distribution and use of resources.This is an "internal strategy" - it is planned to use limited resources such as capital, technology, people. In addition, the acquisition of enterprises in new industries, the exit from undesirable industries, the selection of an effective "portfolio" of enterprises.

2. Adaptation to the external environment- the task is to ensure effective adaptation to change external factors(economic changes, political factors, demographic situation, etc.).

Strategy development begins with the formulation of the overall goal of the organization, which should be clear to any specialist. Goal setting plays important role in the company's relations with the external environment, market, consumer.

The overall purpose of the organization should consider:

The main activity of the company;

Working principles in the external environment (principles of trade;

relationship with the consumer; conducting business connections);

The culture of the organization, its traditions, the working climate.

When choosing a target There are two aspects to consider: who is

the firm's customers and what needs it can satisfy.

After setting a common goal, the second stage of strategic planning is carried out -specification of goals.For example, the following main objectives could be defined:

1) profitability - to achieve in the current year the level of net profit of 5 million c.u. e.;

2) markets (sales volume, market share) - to increase the market share to 20% or to increase the sales volume to 40 thousand units;

3) productivity - the average hourly output per worker should be 8 units. products:

4) financial resources(the size and structure of capital; the ratio of equity and debt capital; the amount of working capital, etc.);

5) production facilities, buildings and structures - build new warehouses with an area of ​​4000 sq. m;

6) organization (changes in organizational structure and activities) - open a representative office of the company in a certain region, etc.

In order for the goal to be achieved, the following requirements must be taken into account when setting it:

A clear and specific formulation of the goal, expressed in specific meters (monetary, natural, labor);

Each goal should be limited in time, the deadline for its achievement is set.

Goals:

They can be long-term (up to 10 years), medium-term (up to 5 years) and short-term (up to 1 year): they are specified taking into account changes in the situation and the results of control:

Must be achievable;

We must not deny one another.

Strategic planning is based on a thorough analysis of the external and internal environment of the company:

Evaluate changes occurring or possible in the planning period;

Factors that threaten the position of the firm are identified;

The factors favorable for the company's activity are investigated.

Processes and changes in the external environment have a vital impact on the firm. The main factors related to the external environment are the economy, politics, market, technology, competition. Competition is a particularly important factor. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, targets, etc.). For this, it is advisable to conduct research in the following areas:

Estimate current strategy competitors (their behavior in the market, methods of promoting goods, etc.);

Investigate the impact of the external environment on competitors;

Try to collect information about the scientific and technical developments of rivals and other information, make a forecast of future actions of competitors and outline ways to counteract.

Careful study of strengths and weaknesses competitors and comparing their results with their own indicators will allow you to better think over the strategy of competition.

The strategy is the starting point for theoretical and empirical research. Organizations can vary in topics. the extent to which their key decision makers have committed themselves to the innovation strategy. If top management supports attempts to implement an innovation, the likelihood that it will be accepted for implementation in the organization increases. As you get involved in the decision-making process top management the importance of strategic and financial goals is increasing,

2. Classification of innovation strategies

An innovation strategy is a means of achieving the organization's goals in relation to internal environment organizations. Innovation strategies are divided into the following groups:

grocery - focused on the creation of new goods, services, technologies;

functional - these include scientific and technical, production, marketing and service strategies;

resource - an element of novelty is introduced into the resource support (labor, material and technical, financial, informational):

organizational and managerial -related to changes in management systems.

The basis for the development of an innovative strategy is the scientific and technical policy pursued by the company, the market position of the company and the theory life cycle product.

Depending on the scientific and technical policy, three types of innovation strategies are distinguished.

1. Offensive - typical for firms basing their activities on the principles of entrepreneurial competition; characteristic of small innovative firms.

2. Defensive - aimed at that. in order to maintain the competitive position of the company in existing markets. Main function such a strategy is to activate the cost-benefit ratio in the innovation process. Such a strategy requires intensive R&D.

3. Imitation - is used by firms with strong market and technological positions: they are not pioneers in the release of certain innovations to the market. At the same time, the main consumer properties (but not necessarily technical features) of innovations launched on the market by small innovative firms or leading firms are copied.

Currently, basic (reference) innovation strategies are widely used. They aim to develop competitive advantage, so they are calledgrowth strategies(Fig. 5.2).

Basic growth strategies fall into four groups:

1) strategy of intensive development;

2) integration development strategy:

3) diversification strategy:

4) reduction strategy.

When implementingintensive development strategiesorganization builds its capacity by best use its internal forces and the opportunities provided by the external environment.

There are three strategies for intensive development:

"an existing product in an existing market" - the strategy is aimed at deeper penetration with this product on the market;

“new product - old market” is a product innovation strategy in which a product with new consumer properties is developed and it is sold in the old market;

"old goods - new market» - a marketing innovation strategy aimed at selling a well-known product in new market segments.

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also threediversification strategies:

Design - product strategy aimed at finding and using additional business opportunities; strategy implementation scheme: New Product- old technology - old market;

Design and technology strategy - involves changes in product and technology: strategy implementation scheme: new product - new technology- old market

Design, technology and marketing strategy - used according to the scheme: new product - new technology - new market.

Reduction strategymanifests itself in the fact that organizations identify and reduce inappropriate costs. These actions of the enterprise entail the acquisition of new types of materials, technologies, changes in the organizational structure.

There are several types of reduction strategy:

Management (organizational) - changes in the structure of the enterprise and, as a result, the elimination of individual structural links;

Local innovation - cost management associated with changes in individual elements of the enterprise;

Technological - change technological cycle in order to reduce staffing and overall costs.

The innovation strategy, developed on the basis of the theory of the product life cycle, takes into account the phases in which the product is located. Sometimes the innovation life cycle includes several stages: origin, birth, approval, stabilization, simplification, fall, exodus and destructuring.

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the old environment, which requires the restructuring of all life activity. For example, the appearance of the first idea (formalized technical solution) or the organization of a company specializing in the creation of new or radical transformation of old market segments, which undertakes to develop new technology.

2. Birth. At this stage, it appears new system, formed in to a large extent in the image and likeness of the systems that gave birth to it. For example, after the design of a technical solution, they move on to a general presentation of a new type of technology (formulation of a layout diagram) or to the transformation of an established company into another one that works for a narrow market segment and satisfies its specific needs.

3. Approval. Here, a system arises and forms, which begins to compete on equal terms with those created earlier. For example, the appearance of the first idea will allow you to go to practical creation the first samples of a new type of technology or the transformation of a previous firm into a firm with a "power" strategy, operating in large standard business.

4. Stabilization. The turning point lies in the entry of the system into a period when it exhausts its potential for further growth and is close to maturity. For example, the transition to the practical implementation of technical systems suitable for large-scale implementation or the company's entry into the world market and the formation of the first branch on it.

5. Simplification. At this stage, the “withering” of the system begins. For example, optimization of the created technical system or education from the firm of a transnational company (TNC).

6. Fall. In many cases, there is a decrease in most significant indicators of the vital activity of the system, which is the essence of the turning point. At this stage, improvements to the previously created technical system begin at the level rationalization proposals, the disintegration of TNCs into a number of separate firms carrying out medium and small business to meet local needs.

7. Exodus. At this stage of the life cycle, the system returns to its original state and prepares to transition to a new state. For example, a change in the functions of the operated equipment or the death of one of the firms that separated from the TNC.

8. Destructuring.Here, all vital processes of the system are stopped, or it is used in a different capacity, or it is disposed of. The firm ceases to exist; as a rule, this means its re-specialization for the production of other products.

According to modern economic science, in each specific period of time, a competitive production unit (firm, enterprise), specializing in the production of products to meet a certain social need, is forced to work on a product that belongs to three generations of technology - outgoing, dominant and emerging (promising).

Each generation of technology goes through a separate life cycle in its development. For example, a firm in the time interval from t 1 to t 3 works on three generations of technology - A, B, C, successively replacing each other (Fig. 5.3). At the stage of inception and the beginning of growth in the output of product B (the moment t1 ) the costs of its production are still high, while the demand is still small and the volume of production is insignificant (diagram a in fig. 5.3). At this point, product A (previous generation) is large, and product C is not yet produced at all (diagram a in fig. 5.3).

At the stage of stabilization of production output of generation B (the moment t2 , stages of saturation, maturity and stagnation) its technology is fully mastered; the demand is great. This is the period of maximum output and the greatest cumulative profitability of this product. The output of product A has fallen and continues to fall (chart b in fig. 5.3.).

With the advent and development of a new generation of technology (product C), the demand for product B begins to fall (time t3 ) - the volume of its production and the profit it brings are reduced (diagram in in fig. 5.3), generation A does not exist or is used only as a relic.

Rice. 5.3. Diagrams of the structure of output at various points in time:
a - moment t 1; b - moment t 2; at - moment t 3

On fig. 5.3 it can be seen that a stable value of the total income of an enterprise (firm) is ensured by the correct distribution of efforts between successive products (generations of technology). Achieving such a distribution is the goal of the formation and implementation of the scientific and technical policy of the company. Optimizing this policy requires knowledge of the technical and technological possibilities each of the successive (and competing) generations of technology. As one or another technical solution is mastered, its real ability to meet the corresponding needs of society and economic characteristics change, which, in fact, determines the cyclical nature of the development of generations of technology.

However, the determining factor in the formation of a competitive scientific and technical strategy of an enterprise (firm) is the fact that funds must be invested in the development and development of a product much earlier than a real effect is obtained in the form of gaining a strong position in the market. Therefore, strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for each generation of relevant equipment at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for development will reach its maximum development, when a competing product will reach this stage, when it is advisable to start development, when - expansion, and when a decline in production occurs.

3. Marketing strategies to promote innovation

The choice of strategy is based on the analysis key factors characterizing the state of the company, taking into account the results of the analysis of the portfolio of businesses, as well as the nature and essence of the strategies being implemented.

At present, large American, Japanese, European companies, in order to monopolize the production of products based on radical innovations and reduce the impact of venture business on the final results, follow the path of concentration and diversification of production. American corporations General Motors Corporation, Ford Motor Company. General Electric, Japanese Sony. "Toyota", Swedish "Electrolux", German "Siemens" ", South Korean " Samsung » and many other organizations form their strategies on the basis of the following principles:

a) diversification of manufactured goods;

b) a combination in the portfolio of goods improved as a result of the introduction various kinds innovations:

c) improving the quality of goods and saving resources by deepening R&D and enhancing innovation;

d) application according to various goods, depending on their competitiveness, various strategies: violets, patients, commutators or explerents (these strategies will be discussed in more detail in Chapter 6);

e) development of international integration and cooperation;

f) quality improvement management decision and etc.

If a firm produces several types of goods, then it often uses different strategies for them. In this case, the risk for the whole company is leveled.

In general, the analysis of functioning strategies large firms shows that with increasing share pure competition the proportion of the explerent strategy increases.

The basis for developing recommendations regarding the innovation strategy and the corresponding investment policy (resource investment planning) is the forecasting of the moments of development and change of generations of equipment (products).

The directions for choosing an innovative strategy, taking into account the market position (controlled market share and dynamics of its development, access to sources of financing and raw materials, positions of a leader or follower in industry competition) are shown in Fig. 5.4.

The choice of strategy is carried out for each direction identified when setting goals.

Market position	strong	Acquisition by another firm	Follow the leader strategy	Intensive R&D, technological leadership
		Favorable	Rationalization		Search for profitable areas of application of technology
		Weak	Business liquidation	Rationalization	Organization of a "risk" project
			Weak	Favorable	strong
Technological position

Fig: 5.4. Directions for choosing an innovative strategy

The BCG (Boston Advisory Group) matrix (Figure 5.5) can be used to select a strategy depending on market share and growth rates in the industry. According to this model, firms that have won large market shares in fast-growing industries (“stars”) must choose a growth strategy. Firms with high shares of growth in stable industries (“cash cows”) choose a limited growth strategy. Their main goal is to hold positions and make a profit. Firms with a small market share in slow-growing industries (“dogs”) choose a “cut-off” strategy.

Rice. 5.5. BCG matrix

For display and comparative analysis strategic positions various businesses a commercial organization uses a matrix McKinsey . It overcomes such a significant drawback of the BCG model. as a simplified construction of the horizontal and vertical axes of its matrix.

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Innovation management Makhovikova Galina Afanasievna

8.4. Organization of innovation planning at the enterprise

The complexity of innovation planning processes and the variety of plans being developed require the strict organization of all procedures for the preparation, processing, analysis and synthesis of planned information, control over the execution of plans and their timely adjustment.

The composition and nature of the specialization of innovation planning bodies in an enterprise is determined by the level of planning centralization, the type of general management system, and the accepted form of innovation organization.

Distinguish between centralized and decentralized innovation planning systems in organizations. At centralized system innovation planning functions are carried out by the central planning authorities. Large research institutes and design bureaus have special planning divisions. In a decentralized scheme, innovation planning is entrusted to scheduled services and heads of departments of the organization specialized in thematic principle or responsible for individual stages of the innovation process.

Depending on the overall innovation management system in place at the enterprise, planning can be built according to a single, multi-line scheme or in the form of a linear-staff form. With a one-line scheme, each employee has one manager; with multi-line - instructions are given by several managers; with a line-staff - an indication is given by the head after consultation with the marketing departments, feasibility studies, etc.

One of the most important tasks of organizing innovation planning in an enterprise is to link individual plans into a single set of coordinated and strictly subordinated plan targets through various procedural and methodological techniques. In this case, the interconnection of plans is carried out:

1. By periods: 1) summarize the results of the planned indicator by years and determine its value at the end of the prospective period; 2) the value of the planned indicator at the end of the prospective period is distributed over individual years of the current plans.

3. Planning levels: 1) "from top to bottom" (consistent detailing of common tasks and bringing them to an individual performer); 2) "from the bottom up" (generalization of the proposals of grassroots structures and their integration into a holistic concept of innovation development); 3) “counter” (target tasks are descended “from top to bottom”, and methods for their solution are formed according to the principle “from bottom to top”).

Due to the creative nature of innovation, innovation planning is mainly carried out “from the bottom up”.

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