Functions of innovation management task 4. Goals, objectives and functions of innovation management

Innovation as an economic category is subject to influence by the economic mechanism. The economic mechanism affects both the processes of creating, implementing and promoting innovations, as well as economic relations arising between producers, sellers and buyers of innovations. The place of origin of these relations is the market.

The impact of the economic mechanism on innovation is carried out with the help of certain techniques and a special management strategy. Together, these techniques and strategy form a kind of innovation management mechanism - innovation management.

Innovation management- is a set of principles, methods and forms of management of innovative processes and relationships that arise in the process of innovation.

• 1) as a science and art of innovation management;
• 2) as a type of activity and process of acceptance management decisions in innovation;
• 3) as an innovation management apparatus.

Such a deep understanding of the essence and principles of innovation management is contrary to the narrow framework of the functional concept. The new methodological and scientific orientation of innovation management is based on the qualitative originality of the theoretical level of knowledge and its decisive role in the accumulation of the wealth of society. With the innovative orientation of economic growth, the models of the research process for creating new scientific knowledge and the procedures for the emergence of new intellectual products firmly occupy a dominant place. From this point of view, innovation management acquires institutional significance, which implies the inclusion in its concept of both the structural design of the innovation sphere and the management system.

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innovation, consisting of specialized management bodies, and the presence of a special institution of managers empowered to make decisions and be responsible for the results innovation activities.

Innovation management is based on the following key points.

• 1. Purposeful search for an idea that serves as the foundation for this innovation.
• 2. Organization of the innovation process for this innovation. This involves carrying out a whole organizational and technical complex of works to turn an idea into an object ( New Product, the materialized form of the operation), ready to advance on financial market and for sale.
• 3. The process of promoting and implementing innovation in the market is an art that requires creativity and active actions of sellers.

There are two levels in innovation management. First level represented by theories social management innovative systems and concentrates its efforts on the development of strategies for innovative development, social and organizational changes, as well as other economic and socio-philosophical concepts that explain the mechanism of the functioning of the economic system. it strategic innovation management. It aims to develop strategies for the growth and development of the organization.

Second level innovation management is an applied theory of organization and management of innovative activities, and therefore is of a functional applied nature and provides a scientific and methodological basis for developing practical solutions to improve management, analysis of innovative activities, application of the latest techniques and methods of influencing personnel, technical and technological systems, product and financial flows. it functional (operational) innovation management. It is aimed at effective management the process of development, implementation, production and commercialization of innovations. The task of the innovation manager is to ensure optimal functioning operating system production, synchronization of functional subsystems, improvement of the personnel management system and control.

Strategic and operational innovation management are in interaction and meaningfully complement each other in a single management process. So if strategic management focuses on the most important problems and structural areas, then operational management covers all areas of the enterprise, its functional subsystems, structural elements and all participants of innovative activity.

Innovation management performs certain functions that form the structure of the management system.

There are two types of innovation management functions:

• 4) functions of the subject of management;
• 5) functions of the control object.

The functions of the subject of management include: forecasting, planning, organization, coordination, motivation, control.

Functions and types of innovation management are shown in Table. 2.3.

Table 2.3

Functions and types of innovation management

The functions of the subject of management represent a general type of human activity in the economic process. These functions are a specific type of management activity. They consistently consist of collecting, systematizing, transmitting, storing information, developing and making a decision, transforming it into a team.

Forecasting function (from the Greek. prognosis- foresight) in innovation management covers the development of a long-term change in technical, technological and economic condition the control object as a whole and its various parts.

The result of such activities is a forecast, that is, assumptions about the possible direction of the corresponding changes. A feature of innovation forecasting is the alternative nature of the technical and economic indicators laid down in the process of creating an innovation. Alternative means the need to choose one solution from mutually exclusive possibilities.

In this process, it is important to correctly determine the emerging trends in scientific and technological progress and trends in consumer demand, as well as marketing research.

Managing innovations based on their foresight requires the manager to develop a certain flair for the market mechanism and intuition, as well as the ability to make flexible emergency decisions.

The planning function covers the whole range of measures for the development of planned targets in the innovation process and their implementation in practice. Planned tasks contain a list of what should be done, determine the sequence, resources and time required to achieve the goals. Accordingly, planning includes:

• setting goals and objectives;
• developing strategies, programs and plans to achieve goals;
• determination of the necessary resources and their distribution according to the goals

and tasks;

Bringing plans to everyone who must carry them out and who bears them

responsibility for their implementation.

Planning is the main management function on which all other functions depend.

The function of an organization in innovation management is to bring together people who jointly implement an investment program on the basis of any rules and procedures. The latter include the creation of management bodies, building the structure of the management apparatus, establishing the relationship between management units, developing guidelines, instructions, etc.

The function of coordination in innovation management means the coordination of the work of all parts of the management system, the management apparatus and individual specialists. Coordination ensures the unity of relations between the subject and the object of management, the smoothness and effectiveness of the activities of the organization's team.

The function of motivation in innovation management is expressed in encouraging employees to be interested in the results of their work in creating and implementing innovations. The purpose of motivation is to create incentives for the employee to work and encourage him to work with full dedication.

The function of control in innovation management is to check the organization of the innovation process, the plan for creating and implementing innovations, etc. Through control, information is collected on the use of innovations, on the progress life cycle this innovation, changes are made to investment programs, organization of innovation management. Control involves the analysis of technical and economic results. Analysis is also part of planning. Therefore, control in innovation management should be considered as flip side innovation planning.

Innovation management consists of the following activities:

• setting strategic and tactical goals;
• developing a system of strategies;
• analysis external environment taking into account uncertainty and risk;
• infrastructure analysis;
• analysis of the company's capabilities;
• diagnosis of the actual situation;
• forecasting the future state of the firm;
• search for sources of capital;
• search for patents, licenses, know-how;
• formation of innovative and investment portfolios;
• strategic and operational planning;
• operational management and control over scientific developments, their implementation and subsequent production;
• improvement of organizational structures;
• management of technical and technological development of production;
• personnel management;
• financial management and control;
• analysis and evaluation of innovation projects;
• choice of innovation process;
• evaluating the effectiveness of innovations;
• procedures for making managerial decisions;
• study market conditions, competition and behavior of competitors, search for a niche in the market;
• development of strategies and tactics of innovative marketing;
• research and management of demand formation and sales channels;
• positioning the innovation in the market;
• formation of an innovative strategy of the company in the market;
• elimination, diversification of risks and risk management. Innovation management provides the following results:
• concentration of attention of all performers on activities within the innovation cycle;
• organization of strict interaction between the performers of its individual stages, directing their work towards achieving a common strategic goal;
• finding or organizing the development of intellectual products necessary to create innovations;
• organization of work progress control throughout innovation cycle- from product development to product marketing;
• periodic evaluation of the results of work at individual stages as a necessary condition for making a decision on the advisability of continuing or terminating work on individual projects.

The general scheme of organization of innovation management is shown in fig. 2.1.

Rice. 2.1.

The organization of innovation management is laid already during the creation and implementation of innovation, i.e. in the innovation process itself.

The innovation process serves as the foundation of strength, on which the effectiveness of the use of innovation management techniques will depend in the future. It defines the main idea of ​​innovation, the characteristic features and specifics of the functioning of a new product or new operation, features of their creation, implementation and promotion on the market, a set of measures to effective promotion, as well as what techniques should be used to diffuse a particular financial innovation.

At the second stage of the organization of innovation management, the goal of managing this new product or operation is determined. The goal is the result to be achieved. The goal of innovation management can be profit, raising funds, expanding the market segment, entering (i.e. capturing) new market, absorption of other institutions, raising the image, etc.

Innovation is closely related to risk and risky investments of capital. Therefore, the ultimate goal of innovation is the justification of risk, i.e. receiving maximum profit all costs (money, time, labor). Any action associated with risk is always purposeful, since the absence of a purpose makes the decision associated with risk meaningless. The purpose of a venture capital investment should always be clear.

The next important step in the organization of innovation management is the choice of an innovation management strategy. The correct choice of innovation management techniques also depends on the correctly chosen management strategy, i.e. their effectiveness and efficiency. In these two stages important role belongs to the engineer, manager, analysts, experts and consultants. The main subject of management is the manager. He has two rights: choice and responsibility for this choice.

The right to choose means the right to make the decision necessary to achieve the intended goal. The decision must be made by the manager alone. To manage innovation, specialized groups of people can be created, consisting of analysts, consultants, experts, etc. Each of these people performs only the work assigned to him and is responsible only for his area of ​​work.

These workers may prepare a preliminary collective decision and adopt it by a simple or qualified (ie two-thirds, three-quarters or unanimous) majority vote.

However, only one person should finally choose the option of making a decision, since he simultaneously assumes responsibility for this decision, for its implementation, for its effectiveness, etc. Responsibility indicates the interest of the decision maker in achieving the goal set by innovation management.

When choosing a strategy and methods of innovation management, a specific stereotype is often used, which is made up of the experience and knowledge of a manager acquired in the course of his work, from the information received, the results of the analysis and evaluation of this information made by analysts, consultants, experts. A manager's intuition plays a big role in making an effective decision, i.e. his flair, insight and experience. The presence of stereotypical situations gives the manager the opportunity to act promptly and most effectively in such situations. optimal way. In the absence of typical situations, the manager must move from stereotypical solutions to the search for optimal, acceptable solutions.

Approaches to solving problems of innovation management depend on the purpose of management, specific management tasks and can be very different. Therefore, innovation management has a multivariance, which means a combination of standards and extraordinary combinations, flexibility and originality of certain methods of action in a particular situation.

Innovation management is highly dynamic. The effectiveness of its functioning largely depends on the speed of response to changes in market conditions, the economic situation, etc. Therefore, innovation management should be based on knowledge of standard management techniques, the ability to quickly and correctly assess the specific situation in the country, the state of the market, the place and position of a given producer on it, as well as the manager’s ability as a professional to quickly find a good, if not the only correct solution in a given situation. in this moment time.

There are no ready-made recipes in innovation management and there cannot be. He teaches how, knowing the techniques, methods, ways of solving certain problems, to achieve tangible success in a particular situation.

Important stages in the organization of innovation management are the development of an innovation management program and the organization of work to carry out the planned work. The program is the plan. The innovation management program is a set of actions of performers coordinated in terms of timing, results and financial support to achieve the goal.

An integral part of innovation management is the organization of work to implement the planned action program, i.e. determination of certain types of activities, volumes and sources of financing of these works, specific executors, deadlines, etc.

Also, an important stage in the organization of innovation management is the control over the implementation of the planned action program.

No less important is the analysis and evaluation of the effectiveness of innovation management techniques. When analyzing, first of all, it is necessary to evaluate the following: did the methods used help to achieve the goal, how quickly, with what efforts and costs this goal was achieved, whether it is possible to use innovation management methods more efficiently.

The final stage in the organization of innovation management is the possible adjustment of innovation management techniques.

Innovation management as a process of managing fundamental changes in the products of labor, means of production, services and other innovative activities is one of the main directions in the development of social production.

Control questions and tasks

• 1. What is the difference between innovation and innovation?
• 2. Name the functions of innovation.
• 3. Name the properties of innovation.
• 4. What is the classification of innovations for?
• 5. What are the main features of the classification of innovations.
• 6. On what key points is innovation management based?
• 7. What is the essence of strategic and operational innovation management?
• 8. Name the main actions of innovation management.
• 9. What results does innovation management provide?
• 10. Name the main stages of organization of innovation management.

Essence of innovation management

In the very general view innovation management is a system for preparing and making decisions aimed at forming, supporting and developing the innovative and technical potential of Russia as a whole, each enterprise, each organization in particular.

Innovation management is one of the forms of general, functional management, the object of which is the processes of innovation and technological development. In other words, innovation management is a system, a set of systematized modern knowledge about the methods of creating labor-intensive innovations and their effectiveness.

The founder of the system scientific management the famous English scientist Frederick W. Taylor is rightfully considered. Own principles scientific management he first published in 1911.

"Firstly. The administration undertakes to work out a scientific foundation, replacing the old traditional and crudely practical methods, for every single action in all the various kinds of labor employed in the enterprise.

Secondly. The administration makes a careful selection of workers on the basis of scientifically established criteria, and then trains, educates and develops each individual worker, while in the past the worker himself chose his specialty and trained in it as well as he could.

Thirdly. The administration is cooperating cordially with the workers in the direction of achieving the conformity of all individual branches of production with the scientific principles that it has previously worked out.

Fourth. An almost even distribution of labor and responsibility is established between the administration of the enterprise and the workers ...

This combination of workers' initiative, coupled with new types of functions performed by the management of the enterprise, makes the scientific organization so much superior in productivity to all old systems.

In his works, he formulated two main tasks of management:

• ensuring the greatest prosperity of the entrepreneur;
• improving the well-being of every employee.

At the same time, under the prosperity of entrepreneurship, which is very important even today, he understood not only the receipt of high profits, but also the further development of the business. Speaking of improving the well-being of workers, he had in mind not only their high wages in accordance with the energy expended, but also the development in each worker of the potential that is inherent in him by nature.

Principles scientific organization labor, developed by F. Taylor, later became the basis for the creation of conveyor, mass-flow production, and the foundations of scientific management were widely used both in industry and in other sectors of the economy.

Following F.U. Taylor, a logically coherent system of scientific management was created by the famous French scientist Henri Fayol (1841-1925), whose outstanding abilities allowed him not only to manage for 30 years (from 1888 to 1918) a large mining and metallurgical company in France, but also to transform it from underperforming to prosperous. After retiring in 1918, he headed the Center for Administrative Studies he had created. All these years, until his death, A. Fayol summarized and published his long-term observations. The main fruit of his observations and research was the book "General and industrial management". Let us dwell briefly on the second part of it "Principles and controls".

Revealing, A. Fayol names those that he most often had to use:

• division of labor;
• power;
• discipline;
• unity of management (command);
• unity of leadership;
• subordination of private interests to common ones;
• remuneration;
• centralization;
• hierarchy;
• order;
• justice;
• the constancy of the composition of the staff;
• initiative;
• staff unity.

Many of these management principles have not lost their relevance today.

A. Fayol, in addition to the principles, formulates the elements of management, the most important of which he considers foresight, citing the adage "To manage is to foresee." A. Fayol called the program of action the main manifestation of foresight.

The second element of management is organization, both material and social.

The third element of control is management. A. Fayol leads necessary responsibilities manager:

• have in-depth knowledge of their staff;
• eliminate the incapable;
• be familiar with the contracts existing between the enterprise and employees;
• set a good example;
• make periodic inspections of the enterprise;
• arrange meetings with their key employees to achieve unity of management and coordination of efforts; do not load your attention with trifles;
• to ensure that the spirit of efficiency, initiative and a sense of duty prevails among the staff.

A. Fayol calls the fourth element of management coordination - the coordination of all operations in the enterprise in such a way as to facilitate its functioning and success.

Particular attention is drawn to such an element of control as control, which is applicable to everything - to material values, individuals, actions.

Functions of innovation management

The most important components of innovation management are its functions:

• forecasting;
• planning;
• organization;
• motivation;
• accounting and control;
• analysis and evaluation. Let's consider them in more detail.

Forecasting

Forecast— scientifically substantiated judgment about the possible states of the object in the future, about alternative ways of development and the terms of the object's existence. The forecast in the control system is a pre-planned development of multivariant models for the development of the control object. Terms, volumes of work, numerical characteristics of the object and other indicators in the forecast are of a probabilistic nature and necessarily provide for the possibility of making adjustments.

The purpose of forecasting– obtaining scientifically based options for development trends, cost elements and other indicators used in the development strategic plans and conducting research (R&D) and development work (R&D), as well as the development of the entire management system. The most difficult thing in the management system is the forecasting of quality and costs. The main tasks of forecasting:

• choice of forecasting method and forecast lead time;
• development of a market demand forecast for each specific type of use value in accordance with the result of marketing research;
• identification of the main economic, social and scientific and technical trends affecting the need for certain types of beneficial effect;
• selection of indicators that significantly affect the magnitude of the beneficial effect of the forecasted products in market conditions;
• forecasting quality indicators new products in time, taking into account the factors influencing them;
• substantiation of the economic feasibility of developing a new product or improving the quality and efficiency of manufactured products based on available resources and priorities. Practical use A particular forecasting method is determined by such factors as the object of the forecast, its accuracy, the availability of initial information, the qualifications of the forecaster, etc.

The plan and the forecast are mutually complementary stages of management, with the plan playing the decisive role as the leading link in management.

Planning

Planning- the stage of the management process, which implies the definition of goals and objectives of the activity, the development of the necessary methods and means for their solution, the most effective in specific conditions.

Unlike the forecast, the plan contains unambiguously defined dates for the implementation of the event and the characteristics of the planned object. For planned developments, the most rational predictive option is used.

The main tasks of planning innovation activities:

• selection of a promising company strategy based on forecasts of alternative options for strategic marketing;
• ensuring the sustainability of the functioning and development of the company;
• formation of an optimal portfolio of innovations and innovations in terms of nomenclature and assortment;
• formation of organizational, technical and socio-economic measures that ensure the implementation of plans.

It is necessary to rank planning objects according to their importance for the rational allocation of resources. For example, if manufactured goods have approximately the same level of competitiveness, then it is first necessary to direct resources to increase the competitiveness of the product with the highest specific gravity(by value of sales) in the company's program.

The variability of the plan is ensured by the development of at least three options for achieving the same goal and choosing the best option that ensures the achievement of the planned goal at the lowest cost for all development and implementation.

The balance of the plan is ensured by the continuity of the balance of indicators along the hierarchy, for example, the functional model of the object, the cost model (when conducting a functional cost analysis), the balance of receipt and distribution of resources, etc.

Organization

Organization- the next function of the innovation management system, the main tasks of which are to form the structure of the organization and provide it with all necessary resources for its normal operation - personnel, materials, equipment, buildings, in cash and others, i.e. creation of real conditions for achieving the planned goals. Often this requires restructuring of production and management structures in order to increase their flexibility and adaptability to the requirements of a market economy.

Organizations are now shaping their governance structure according to their own needs.

The next important task of the organization function is to create conditions for the formation of such a culture within the organization, which is characterized by high sensitivity to changes, scientific and technological progress, and common values ​​for the entire organization. The main thing here is working with personnel, developing strategic and economic thinking in the minds of managers, supporting employees of an entrepreneurial warehouse who are prone to creativity, innovation and are not afraid to take risks and take responsibility for solving certain problems of the enterprise.

Motivation

- activities aimed at activating people working in an organization and encouraging them to work effectively to achieve their goals. To do this, they are economically and morally stimulated, enrich the content of labor and create conditions for the manifestation creativity employees and their self-development. In carrying out this function, managers must constantly influence the factors of effective work of the members of the labor collective.

Accounting

Accounting- the function of innovation management for fixing time, resource consumption, any parameters of the management system.

Accounting should be organized for the implementation of all plans, programs, tasks in terms of quality, costs, performers and deadlines. Accounting for the consumption of resources is desirable to organize for all types of resources, manufactured goods, their life cycle stages and departments. With regard to complex equipment, it is necessary to organize automated accounting of failures, operating costs, maintenance and repairs.

Accounting requirements:

• ensuring the completeness of accounting;
• ensuring dynamism, i.e. accounting for indicators in dynamics and using accounting results for analysis;
• ensuring consistency, i.e. accounting for indicators of the management system and its external environment;
• accounting automation based on computer technology;
• ensuring the continuity of accounting;
• use of accounting results in stimulating quality work.

Control

Control- the function of management to ensure the implementation of programs, plans, written or oral assignments, documents that implement management decisions.

Control can be classified according to the following criteria:

• stage of the life cycle of an object - control at the stage of marketing, R&D, OTPP, production, preparation of an object for operation, operation, Maintenance and repairs;
• the object of control is the subject of labor, means of production, technology, organization of processes, working conditions, labor, natural environment, infrastructure parameters of the region, documents, information;
• stage production process– input, operational control, control of finished products, transportation and storage;
• performer - self-control, manager, control foreman, technical control department, inspection control, state, international control;
• the degree of coverage of the object by control - continuous and selective control, etc.

Control can be defined as a continuous and structured process aimed at checking the progress of work, as well as taking corrective actions. The tasks of control are to, having received actual data on the progress of the project, compare them with the planned characteristics and identify deviations, thereby determining the so-called mismatch signals. Control can be divided into four stages:

1. monitoring and analysis of results;

2. comparison of achieved results with planned ones and identification of deviations;

• forecasting the consequences of the current situation;
• corrective action.

Depending on the required accuracy, the following technologies for assessing project performance are distinguished:

• control at the time of completion of work (method "0-100");
• control at the time of 50% readiness of work (method "50-50");
• control at predetermined points of the project (method of control by milestones);
• regular operational control (at regular intervals);
• expert assessment of the degree of work performance and project readiness.

One of the most important factors determining the effectiveness of the project is the quality of all work on its implementation. Quality project execution means meeting the customer's expectations.

Analysis

Analysis- decomposition of the whole into elements and the subsequent establishment of relationships between them in order to improve the quality of forecasting, planning and implementing a decision on the development of an object.

Exist various methods analysis.

Comparison Method allows you to evaluate the work of the company, determine deviations from planned indicators, establish their causes and identify reserves.

The main types of comparisons used in the analysis:

• reporting indicators - with planned indicators;
• planned indicators - with indicators of the previous period;
• reporting indicators - with indicators of previous periods, etc.

Comparison requires ensuring the comparability of the compared indicators (uniformity of assessment, comparability of calendar terms, elimination of the influence of differences in volume and assortment, quality, seasonal characteristics and territorial differences, geographical conditions, etc.).

Factor analysis - method of studying objects (systems), the basis of which is the establishment of the degree of influence of factors on a function or an effective feature (the beneficial effect of a machine, elements of total costs, labor productivity, etc.) in order to develop a plan of organizational and technical measures to improve the functioning of an object (system) ).

Application methods factor analysis needs a lot preparatory work and time-consuming work to establish calculation models.

Index method used in the study of complex phenomena, the individual elements of which are immeasurable. As relative indicators, indices are necessary for assessing the fulfillment of planned targets, for determining the dynamics of phenomena and processes.

The index method makes it possible to factorize the relative and absolute deviations of the generalizing indicator, in the latter case, the number of factors should be equal to two, and the analyzed indicator is presented as their product.

Graphic method is a means of illustration business processes and calculation of some indicators and registration of the results of the analysis.

Functional cost analysis (FSA) is a method of systematic research of an object (product, process, structure) used for its intended purpose in order to increase the beneficial effect (return) per unit of total costs for the life cycle of the object.

Economic and Mathematical Methods of Analysis (EMM) are used to select the best, optimal options that determine economic decisions in the current or planned economic conditions.

Many authors divide the development of scientific management in Russia into 3-4 stages. So, I.I. Semenova considers four stages in the development of management in the USSR and Russia:

• development of the theory and practice of management in the USSR in the 1920s-1930s;
• improvement of the system of economic management in the 1940s-1960s;
• restructuring of the management system in 1960-1990;
• modern concept of management and formation of the Russian management model.

The first stage is the time of building socialism in the USSR, which required the creation of a new public organization for the management of socialist production. During these years, the “general organizational science” of A.A. Bogdanova, “labor attitudes” by A.K. Gastev, creation of the theory of “socialist rationalization” by O.A. Yermansky, the theory of "any organizational activities» P.M. Kerzhentsev and others.

During the years of the Great Patriotic War and in the post-war period, the main principle of management was self-financing with the strengthening of administrative-command methods of leadership. The first reform of the economic management system took place in 1965: the territorial management system was abolished, the national economy returned to the sectoral system. For this purpose, 11 union-republican and 9 union ministries were created.

The reform of 1979 was aimed at increasing the efficiency of production, and the reform of 1986 was aimed at accelerating the socio-economic development of the country. Finally, in 1992, a transition was made to market relations, which continues to the present.

The basic principles of the Russian type of management, formulated by I.I. Semyonova, are:

• use in management of the concept of state regulation of the economy, including strategic management;
• freedom of choice concept to create optimal model management, without rejecting the established traditional methods of management;
• management based on constant innovations, despite the fact that innovations should become the most important component of Russian management;
• rejection of excessive centralization of power in domestic firms and the acquisition of opportunities for top-level managers to quickly respond to a rapidly changing external situation;
• use as managers large companies professionals with negative experience own business, but have not lost their entrepreneurial interest;
• development of a management strategy focused on constant changes both in the external environment and within the company;
• creation of a system social protection population, holding it under the slogan "welfare for all";
• introduction of indicative planning, which provides for the development long-term forecasts, medium-term plans for the socio-economic development of the country, annual plans use of the state budget;
• improvement of methods of motivation and personnel management;
• increasing the competitiveness of products and enterprises in the market, which is the main criterion for assessing the effectiveness of the management system.

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

The essence of innovation-oriented management

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

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

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

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

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

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

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

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

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

Basic elements of the IM system

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

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

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

The main objectives of management in innovation

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

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

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

Subject functions of IM

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

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

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

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

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

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

The formal side of IM

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

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

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

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

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

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

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

The role of the innovation manager and IM methods

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

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

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

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

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

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Strategic aspect of MI

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

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

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

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

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

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

Final control test for the course "Innovation Management"

1. The main practical goal of innovation management:

1. Increasing the innovative activity of the organization 2. Technological leadership in meeting the pressing

the needs of man and society as a whole 3. The growth of the creative potential of the organization

4.Creation competitive advantage through the development of new products and technologies

5. Management of innovative transformations

2. Alternative directions of innovative activity in the innovation management system:

1. Diffusion of innovations

+ 2.Product development and modification

3. Conducting exploratory research

4. Commercialization of innovations

5. R & D

3. Comprehensive characteristics of innovation activity,

+ 1. Innovative activity

2.Innovation activity

3.Innovation potential

4. Organizational and technical level of production

5.Innovation culture

4. What does not apply to elements innovation system organizations

1.Goals and innovation

2.Innovation process and its participants

3.Technology and organizational structure innovation activities

4. Resources and management mechanism + 5. Legal support of innovation activity

5. Not a component of the innovative macro environment (far environment):

1. Resource support for the innovation process 2. Legal regulation of innovation

activities 3.Investment climate

4. Demographic situation

5. State innovation policy

6. Not a component of the innovative microenvironment (near environment):

+ 1.Organizational culture

2.Consumer pressure

3. Conditions of industry competition

4. Resource support for the innovation process

5.Investors and cooperation partners

7. Not a component of the innovative internal environment:

+ 1. Infrastructure for innovation

2.Innovation potential

3. Organizational innovation culture

4.Personnel of the organization

5.Production technology

8. What is the innovative environment in the organization? strategic zones management:

+ 1.Innovative microenvironment

2.Innovative macro environment

3.External microenvironment

4.Environment friendly

5. Innovative macro and micro environments

9. Regulatory regulation of innovative activity of organizations is a component

1.External microenvironment

2.Innovative microenvironment

3.Internal innovation environment

4.Mesoenvironment

+ 5.Innovative macro environment

10. Strategies that ensure the gradual increase or stabilization of the innovative potential of the organization:

+ 1.Extensive development

2.Diversification

3.Integration development

4.Staff development

5.Intensive development

11. Strategies that provide the possibility of a sharp increase in the innovative potential of the organization:

1.Extensive development

2.Diversification

3.Integration development

4.Staff development

+ 5.Intensive development

12. What innovation strategy is used by organizations with strong market and technological positions?

1. Offensive

2.Defensive

3.Focusing

4.Diversification

5. Follow the leader

13. What innovation strategy is chosen by organizations with strong innovation potential in an attractive innovation climate?

1.Innovation leadership

2.Limited growth

3.Cut off excess

4.Copying other people's developments

5. Follow consumer interests

14. What factor has a decisive influence on the choice of an innovation strategy?

1. Top management position

2. Personnel qualification

3. The state of the material base

4. Availability of capital

5. Competitive position of the company

15. What are the names of the strategies that provide an opportunity to overcome the accumulating technological gap of the organization:

+ 1.Innovative development

2.Extensive development

3. Abbreviations

4.Integration development

5.R&D development

16. Innovation is understood as:

+ 1.New method or product

2. New method or product used in practice

2.Rethinking and radically redesigning business processes in the organization

3.Methods used to design and develop a business

4. Development of organizational structure

5. The process of mastering innovation

23. What is the name of the system of interaction between innovators, investors and producers?

1. Market of innovations + 2. Innovation sphere

3.Innovation management

4. Innovation market

5.Innovation activity

24. What are the names of companies that entrepreneurial activity with an increased risk of incurring losses?

1. Venture 2. Innovative 3. Leasing 4. Investment 5. Unitary

25. What is the name of the organizational mechanism of an enterprise that ensures the implementation of an innovative strategy?

+ 1.Innovation potential

2. Strategic potential

3.Innovation project

4.Production capacity

5.Organizational structure

26. What are the goals of the project for the development of the material and technical base of scientific research?

1. Evaluation of the state of research in this area

2. Solving the fundamental problem within the framework of this problem

3. Updating the material and technical base of scientific research

4.Building strategic capacity

5.Search for promising directions

27. What is NOT a component of the innovative capacity of the organization:

1.Scientific and technical potential

2.Production capacity

3. Marketing potential

+ 4. Strategic potential

5.Personnel potential

28. What underlies the organization of innovation activity of all subjects of the innovation process:

1. Cluster analysis

2.Simulation

3. Quantification of factors influencing the innovation process

4. Structuring the innovative goal in the form of a "goal tree"

5.Structural-logical approach

29. The possibility of diffusion of innovations is determined by:

1. Potential for commercialization of innovation

+ 2. The degree of compliance of innovations with parameters

internal and external environment of organizations 3. Conditions for the introduction of innovations 4. Features of the internal environment of the organization 5. Class of innovation

30. The period of time covering the life cycle of innovation:

1.From the creation of innovation to its consumption

2.From the beginning of the design of an innovation to the moment of mastering it in production

+ 3.From the origin of an idea with an innovator to the development and use of innovation by the consumer

4.From basic scientific research to the completion of the operating period

5.From the beginning of scientific research to the completion of the mass production period

31. The first stage of the innovation life cycle:

1. Development (implementation) of innovation

2. Consumption of innovation + 3. Creation of innovation

4.Commercialization of innovation (bringing to market)

5. Purchase of innovation by the consumer

32. Commercialization of innovations:

1. Intermediation in the intellectual property market

2. Deal for the sale of intellectual property

techniques and technologies 4. A set of marketing and organizational

activities that ensure the dissemination of innovations

in the scientific and technical field

+ 5. The process of ensuring the commercial use of innovations in the market

33. The main advantage of team innovation as an organizational form of innovation

1. Productivity growth as a result of the functional division of labor

2. Synergistic effect of combining knowledge, skills and abilities

+ 3.Combining the knowledge and competencies of specialists in related functional areas in a single creative process

4. High material interest in the results of innovation 5. Informality of the processes of planning and regulating innovation

34. Who is NOT a possible participant in the innovation process:

+ 1. Bodies of state power and administration

2.Investors

3. Researchers and developers

4. Industrialists, entrepreneurs and merchants

5.Consumers

35. What is the name of the application for the idea that has arisen anything new that requires attracting the attention of the participants in the innovation process to organize work at all stages and stages of the innovation cycle?

1.Avan project

2.Draft project

3.Business plan

4.Proactive appeal

+ 5.Innovative idea

36. What is the research function

assigned to engineering centers as organizational forms of innovation activity?

1. Search for opportunities for use in production

discoveries and inventions

+ 2.Study of fundamental regularities,

underlying engineering design of fundamentally new engineering systems

3. Development of technology for training and advanced training of engineers to ensure their broad scientific and technical outlook

4. Conducting a wide range of scientific research

37. What is the main purpose of a business incubator?

+ 1.Growing new businesses

2. Providing new enterprises with market advantages

3. Assistance to the enterprise in the conduct of planning and accounting activities

4. Promotion of products of new enterprises to the market

5. Increasing the qualifications of the company's employees

38. In what form is the management and implementation of a complex of innovative projects organized?

+ 1.Innovation programs

2.Business plan

3.Technological park

4.Strategic alliance

5.Small venture enterprise

39. How are individual innovative projects related to each other in innovative programs?

1.Functionally

2. By deadline

3. According to resource constraints

4. By goals

5. Projects don't have to be related

40. In what areas should separate innovative projects in innovative programs be coordinated with each other?

+ 1. By terms, performers and resources

2. According to the goals of the projects

3.By resources

4. According to the composition of performers

5. Consistency of projects is not required

41. What factor predetermines the occurrence of risks in innovation management?

1. Uncertainty of innovative processes 2. Many alternatives in the adoption of innovative

solutions 3. Difference in the characteristics of implementation options

innovation 4. The need to implement various functions

management 5. Subjectivism of management decisions

42. What is the uncertainty in risk management of innovative projects?

1. The impossibility of a complete and exhaustive analysis of all factors affecting the result of specific innovative projects

2. Lack of reliable information about the state of the external environment in the implementation of an innovative project

3.Influence" human factor"on the progress and results of an innovative project

4. The multiplicity of possible states of the organization

5. Unpredictability of the external environment

43. What is venture capital?

+ 1. Investments attracted in the form of share issue by venture capital companies and potentially

higher rates of market value growth compared to the average market dynamics

2. Investments attracted by the company to finance its innovative projects

3.Part of the organization's own capital allocated for fundamental research

4. Funds received in the form of gratuitous loans directed to the development of new technology

5. Own capital invested in shares of companies engaged in research activities

44. What is the discounting operation in determining the profitability of innovative projects?

1. In adjusting the economic indicators of an innovative project for inflation

2. In adjusting the economic indicators of an innovative project, taking into account project risks

3. In adjusting the economic indicators of an innovative project, taking into account possible alternative capital investments

4. In bringing the economic indicators of an innovative project to a currency equivalent

+ 5. In bringing the economic indicators of an innovative project in different time intervals to a comparable level

45. What risk model underlies the decision tree method when analyzing the risks of an innovative project?

1. A space-oriented graph that reflects the sequence of decision-making and the conditions for their implementation, evaluation of intermediate results, taking into account their conditional probability

2.Formalized description of uncertainty used in the most difficult to predict innovative projects

3. Simulation model of the project implementation, built according to experts' estimates

4. Dynamic model reflecting the characteristics of variable factors and their impact on the estimated indicators

5. Development of an optimistic, pessimistic and most probable scenario for the development of an innovative project

46. What is direct investment?

+ 1. Investments in fixed capital

2.Bills

3. Portfolio investment

4. Bonds

5. Collateral obligations

47. What is the invention?

1. The main idea, the thought that determines the content of something

+ 2. A new, inventive, industrially applicable creative solution to a technical problem

Innovation management, as a type of professional activity, connects different areas of economic activity in terms of nature and methods of management: science, production, investment, sales of products and disposal of used goods.

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

The subject of management in innovation management there may be one or a group of specialists who, through various methods and methods of managerial influence, organize the purposeful functioning of the control object.

Control object in innovation management are innovations, the innovation process and economic relations between participants in the innovation market (producers, sellers and buyers)

How science and art of management innovation management is based on the theoretical principles of general management.

How type of activity and management decision-making process innovation management is a set of procedures that make up the general technological scheme of innovation management at an innovative enterprise (IE).

Innovation management as innovation management apparatus involves the structural design of the innovation sphere.

Innovation management as a scientific discipline meets the principles of consistency, complexity, and dynamism.

The implementation of innovation management in general involves:

Purposeful search for innovative ideas;

Organization of the innovation process (development of plans and programs for innovation activities, implementation of a unified innovation policy, provision of finance, material resources and qualified personnel for the programs of this activity);

Promotion and implementation of innovations in the market.

The ultimate goal of innovation management is to ensure the long-term functioning of IP based on the effective organization of innovation processes and the high competitiveness of innovative products.

The purpose of innovation management is the implementation of the stages of the cycle "science-technology-production-sales".

Profitability and profitability of IP act in this case not as a goal, but as the most important condition and result of the implementation of innovative activities. Management is designed to ensure the efficient and coordinated functioning of all external and internal elements of the IP. This state of the innovation system is called harmony. Harmonization in the development of IP is the main target of innovation management.

The task of harmonization in relation to IP has endogenous and exogenous aspects. Endogenous harmonization means the coordination of all internal structural elements of IP, its subsystems. To ensure it, it is necessary to create a special system of intra-company innovation management, in which the following tasks are solved:

Development of a strategic innovation concept;

Determination of thematic areas of activity and the formation of innovative projects and programs;

Building an organizational structure and innovation management structure;

Planning of production processes and implementation of innovative products;

Selection and placement of personnel, effective use of the potential of IP;

Calendar distribution of work and control over their execution;

Creation of a creative atmosphere and high motivation of intellectual work.

Exogenous harmonization involves the coordination of IP with the supersystems of the external environment and is implemented through special procedures for the target orientation of innovation and taking into account the limitations of this environment.

In innovation management, exogenous harmonization involves solving the following tasks:

Formation of long- and short-term goals of innovation activity;

Organization and conduct of marketing research;

Accounting for the environmental situation and planning environmental protection measures;

Evaluation and use of progressive experience and advanced achievements of competitors (innovation benchmarking);

Organization of cooperation in innovative programs;

Accounting for consumer demand and objective trends in scientific and technical progress.