Innovation management. Innovative management in personnel management - types and functions of innovative management The main goal of innovative management

Innovation management, as a type of professional activity, connects areas of economic activity that are different in 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 adoption process management decisions 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, profitability of IP act in this case not as a goal, but as the most important condition and result of the implementation innovation 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.

Introduction

In modern conditions, innovation management is an integral part of the activity of any successful company. Innovation management is understood as a system for managing innovation, the innovation process and relationships that arise in the process of innovation.

Innovations include all changes (innovations) that have been used for the first time in an enterprise and bring it specific economic and / or social benefits. Therefore, innovation is understood not only as the introduction of a new product to the market, but also a number of other innovations.

Innovation management is a relatively new concept in scientific, technical, industrial and technological administrative area activities of professional managers. Innovation management is based on such key points as the search for an idea that serves as the foundation for this innovation; organization of the innovation process for this innovation; the process of promoting and implementing innovation in the market. Innovation management includes strategy and management tactics.

The purpose of the presented work is to consider innovation management as a system for managing innovation and the innovation process. The work tasks are as follows:

- consideration of the concept and functions of innovation management;

- characteristics of modern methods of innovation management;

- substantiation of the need to use innovative management in the activities of the enterprise;

- characteristics of the features of the organization of innovation management in small and medium-sized enterprises;

- analysis of the application of successful innovative management approaches for the development of the company;

- identifying the features of the application of innovative management in the activities of LLC Pizzeria Fenster .

The object of the work is the sphere of innovation. The subject of the work is the features of the application of innovative management in the activities of the organization.

The structure of the work includes an introduction, two chapters, a conclusion and a list of references.

In the first chapter, the author presents the concept and functions of innovation management, defines modern methods of innovation management and substantiates the need to use innovation management in the activities of an enterprise.

The second chapter reveals the features of the organization of innovation management in small and medium-sized enterprises, analyzes successful approaches to innovation management for the development of the company and presents the experience of using innovation management mechanisms in the activities of LLCs. Pizzeria Fenster .

1. Theoretical basis innovation management

1.1 The concept and functions of innovation management

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

Innovation is the object of influence from the economic mechanism. The economic mechanism affects both the processes of creating, implementing and promoting innovations, as well as the economic relations that arise between producers, sellers and buyers of innovations.

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.

Innovations include all changes (innovations) that have been applied for the first time in an enterprise and bring it specific economic and / or social benefits. Therefore, innovation is understood not only as the introduction of a new product to the market, but also a number of other innovations:

-new or improved types of products (product innovations);

-new or improved services (service innovations);

new or improved production processes and technology (process and technology innovation);

changed social relations at the enterprise (social or personnel innovations);

new or improved production systems.

These types of innovations in the practice of the enterprise are intertwined. In the conditions of modern technologies, technical, economic, organizational and social changes in production processes are generally inseparable from each other.

The following features are decisive for innovation:

-they are always associated with the economic (practical) use of original solutions. This is where they differ from technical inventions;

-provide a specific economic and/or social benefit to the user. This benefit predetermines the penetration and spread of innovation in the market;

means the first use of an innovation in an enterprise, regardless of whether it was applied anywhere before. In other words, from the point of view of an individual company, even imitation can have the character of innovation;

need creativity and are associated with risks. Innovations cannot be created and implemented in the course of routine processes, but require from all participants (managers and employees) a clear understanding of the need for them and creativity.

Innovation management is a relatively new concept in the scientific, technical, production, technological and administrative spheres of activity of professional managers.

Innovation management is based on the following key points:

-search for an idea that serves as the foundation for this innovation;

-organization of the innovation process for this innovation;

the process of promoting and implementing innovation in the market.

Innovation management includes strategy and management tactics.

The strategy defines the general direction and method of using funds to achieve the goal. After achieving the goal, the strategy as a direction and means of achieving the goal ceases to exist.

Tactics are specific methods and techniques to achieve the goal in specific conditions.

The task of innovation management tactics is the art of choosing the optimal solution and methods for achieving this solution that are most acceptable in a given economic situation.

The subject of control can be one or a group of employees who carry out the purposeful functioning of the control object.

The object of management is innovation, the innovation process and economic relations between participants in the innovation market.

Communication of the subject of management with the object of management is carried out through the transfer of information. This transfer of information is the management process.

Innovation management performs certain functions that determine the formation of the structure of the management system.

There are two types of innovation management functions:

-functions of the subject of management;

-functions of the control object.

Let us consider in more detail the functions of the subject of control.

-the forecasting function covers the development of a long-term change in technical, technological and economic condition the control object as a whole and its various parts;

-planning function - covers the whole range of measures to develop them in practice;

the function of the organization is to bring together people who jointly implement the investment program on the basis of any rules and procedures;

the control function consists in influencing the control object to achieve the state of stability of the technical, technological and economic systems in the case when these systems deviate from the established parameters;

the coordination function means the coordination of the work of all parts of the management system, the management apparatus and various specialists;

the incentive function in innovation management is expressed in encouraging employees to be interested in the results of their work in creating and implementing innovations;

the control function is to check the organization of the innovation process, the plan for the creation and implementation of innovative products, etc.

It is also advisable to consider the functions of the control object.

The functions of the control object include:

-risky capital investment;

-organization of the innovation process;

organization of promotion of innovations in the market and its diffusion.

The function of risky capital investment is manifested in the organization of venture financing of investments in the innovation market.

Investment in New Product or into a new operation is always associated with uncertainty, with great risk. Therefore, it is usually carried out through the creation of innovative venture funds.

In the world economic literature, the term "innovation" is understood as the transformation of potential scientific and technological progress into real, embodied in new products and technologies.

The term "innovation" began to be actively used in the transitional economy of Russia, both independently and to denote a number of related concepts: "innovative activity", "innovative process", "innovative solution".

The Austrian scientist I. Schumpeter identified five typical changes:

) the use of new technology, new technological processes or new market support for production;

) introduction of products with new properties;

) use of new raw materials;

) changes in the organization of production and its logistics;

) the emergence of new markets.

In accordance with international standards innovation is defined as the end result of an innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practical activities.

The innovation process is associated with the creation, development and dissemination of innovations.

Creators of innovation (innovators) are guided by such criteria as product life cycle and economic efficiency.

An innovation cannot be an innovation if it is not commercialized.

The innovation may be new order, new method, invention. From the moment it is accepted for dissemination, an innovation acquires a new quality and becomes an innovation.

Scientific and technical innovations should:

-have novelty;

-meet market demand;

bring profit to the manufacturer.

The dissemination of innovations, as well as their creation, is an integral part of the innovation process (IP).

The dissemination of innovation is an information process, the form and speed of which depend on the power of communication channels, the characteristics of the perception of information by subjects, their ability to practical use this information.

Diffusion of innovation is the dissemination of an innovation already once mastered and used in new conditions or places of application. Schumpeter considered the expectation of superprofits the main driving force acceptance of the innovation.

The subjects of the innovation process can be divided into the following groups: innovators; early recipients; early majority and laggards.

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

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

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

Lagging firms are faced with a situation where the delay in innovation leads to the release of new products that are already obsolete. All groups, except for the first, are imitators. Innovation is always a difficult and painful process for any organization.

1.2 Modern methods of innovation management

The movement of innovation is always associated with the movement of investments invested in this innovation. Therefore, all methods of innovation management are based on monetary relations that arise in the process of innovation movement in the market.

Thus, the common content of all innovation management techniques is the impact on innovation of monetary relations that arise between the producer or seller of innovation, on the one hand, and the buyer of this innovation, on the other.

The impact of innovation management techniques can be directed to the area of ​​production and / or sale of innovation. These directions are determined by the structure of the innovation process.

Innovation management techniques can be divided into the following groups.

-techniques that affect only the production of innovation;

-techniques that affect both the production and the implementation, promotion and dissemination of innovation;

techniques that affect only the implementation, promotion and dissemination of innovation.

Let's consider what methods of innovation management exist and are used.

Techniques that affect only the production of innovations have as their sole purpose the creation of a new product or a new operation (technology) with high quality parameters. These techniques include benchmarking, marketing research methods, and innovation marketing planning.

The second group of innovation management techniques covers such techniques as innovation engineering, innovation reengineering, brand strategy.

The third group includes price management technique, market fronting, merger. the main objective of all the methods of this group is the acceleration of the sale of innovations with the greatest profit and efficiency both at the current time, and with a greater return on this sale in the future.

In the work it is expedient to consider some of the methods of innovation management.

Engineering and reengineering of innovations.

The survival of organizations in modern conditions is possible only with their adaptation and constant adaptation to a changing environment. Exactly these strategic objectives and are solved when designing and developing something new in the organization.

Solving such problems in foreign literature called engineering. Engineering itself (English engineering - ingenuity, knowledge) means engineering and consulting services for the creation of new objects or large projects. Engineering activities are carried out both by the companies themselves and by numerous engineering consulting firms.

Innovation engineering is a set of works on creating an innovative project, which includes the creation, implementation, promotion and distribution of a certain innovation.

Innovation engineering has its own specific features, which are as follows:

-innovation engineering is embodied not in the material form of the product, but in its useful effect, which may or may not have a material carrier (documentation, drawings, plans, schedules, etc.) (staff training, consultations, etc.) ;

-innovation engineering is an object of sale and purchase, therefore it must have not only a materialized form in the form of property or property rights, but also a commercial characteristic;

innovation engineering, unlike, for example, franchising and know-how, deals with reproducible services, i.e. services whose cost is determined by the time spent on their production and therefore have many sellers. Franchising and know-how are associated with the implementation of new, in this moment irreproducible knowledge that have a limited number of sellers. In practice, the provision of engineering services is often combined with the sale of know-how. And sometimes this leads to confusion between the concepts of "engineering services" and "technology exchange".

Engineering includes two fundamentally different approaches, whose differences we will consider below:

-improvement (improvement of indicators by 10-50%);

-reengineering (growth of indicators by 100% and more).

In general, innovation engineering aims to obtain the best economic effect from investing in a new product and identifying promising areas of innovation.

Reengineering is a kind of engineering method.

The American scientist M. Hamler, introducing the term “reengineering” into scientific circulation, gave it the following definition: “Reengineering is a fundamental rethinking and radical redesign of business processes in order to achieve sharp, leap improvements modern indicators companies, such as cost, quality, service and pace.

Reengineering as a method of innovation management affects the innovation process, aimed both at the production of new products and operations, and at their implementation, promotion and distribution.

In innovation management, reengineering is associated with a specific goal facing innovation: with a current need or with a strategic need for innovation. Based on this, they distinguish:

-crisis reengineering;

-development reengineering.

Crisis reengineering is caused by a sharp drop in sales of an innovation due to a decrease in demand for it or due to a drop in the image of its seller.

This situation is evidence of a tendency to reduce the competitiveness of the goods on the market, and possibly to the bankruptcy of the seller. Therefore, there is a need for immediate measures to eliminate the emerging crisis.

Development reengineering is caused by a decrease in the volume of sales of a product (operation) due to the fact that the current structure of organization and management economic process the seller in terms of its level of development has already reached that certain limit, above which the sale of innovation

Bench marking

Bench-marking is the study of the activities of business entities, primarily their competitors, in order to use their positive experience in their work. It includes a set of tools that allow you to systematically find, evaluate all the positive merits of someone else's experience and organize their use in your work.

In general, benchmarking is aimed at studying the business. In relation to innovation, benchmarking means studying the business of other entrepreneurs in order to identify fundamental characteristics for developing one's innovation policy and specific types of innovation.

When applying benchmarking, it is important to overcome the "psychological complex" of managers and specialists, namely:

-complacency of the leader with the achieved results;

-unwillingness to risk money, i.e. unwillingness to spend money on the purchase of information, pay for consultations of analysts and experts, saving all types of resources and money spent on marketing research etc.;

fear that it is very difficult or impossible to do better than a competitor due to the large expenditure of all resources, incl. money.

Note that there are two types of benchmarking, which study and compare different indicators accordingly:

) General benchmarking. When conducting this type of benchmarking, it is necessary to compare the production and sales indicators of your products with the business indicators of a fairly large number of manufacturers of a similar product.

Such a comparison will make it possible to outline clear directions for innovation. To compare the characteristics of your products and those of competitors, it is possible to use various parameters that depend on the specific type of product.

) Functional benchmarking. In this case, it is necessary to compare the parameters of the individual functions of the seller (operations, processes, methods of work, etc.) with similar parameters of the most successful enterprises (sellers) operating in similar conditions.

Brand strategy.

Before moving on to brand strategy, let's find out what a brand is.

An innovation brand is defined as a system of characteristic properties of a new product or operation that forms the mind of the consumer and determines the place of this innovation in the market, as well as its manufacturer or seller.

The brand contains tangible and intangible characteristics that together make up the product and create the most complete image of innovation for the buyer.

Material characteristics include: the weight of the product, its structure, appearance, raw materials from which it is made, etc. The intangible characteristics of an innovation include: the benefits or convenience that the owner gets from using the innovation, such as duration of operation, advertising, price, etc.

The reason for the release of innovation on the market is fierce competition between business entities. The success of victory in this competitive struggle is largely determined by a properly developed brand strategy and the effectiveness of its application.

In a broad sense, brand strategy means a comprehensive study of the image of an economic entity based on the promotion of its brands on the market.

The brand strategy is based on the development and movement of the brand as an integral marketing complex to create additional competitive advantages for this entrepreneur in the market.

As an innovation management technique, brand strategy means managing the process of introducing new products and operations to the market based on the promotion of innovation brands.

Price management.

The price method of management in innovation management is a way of influencing the price mechanism on the implementation of innovation.

The price management technique includes two main elements:

-pricing factors operating at the stage of innovation production;

-pricing policy used in the implementation, promotion and dissemination of innovation.

These elements form the structure of the price control technique. Pricing factors in the production of a new product or operation are external and internal, but it is precisely external factors.

1.3 The use of innovation management in the activities of the enterprise

The need for innovative development of the enterprise imposes new requirements on the organization, content and methods of management activities.

The organization of innovation management in an enterprise is a system of measures aimed at the rational combination of all its elements in a single innovation management process.

The organization of innovation management links in single system the above elements of the innovation management process.

The process of organizing innovation management in an enterprise consists of the following interrelated stages:

-defining the goal of innovation management;

-choice of innovation management strategy;

definition of innovation management techniques;

development of an innovation management program;

organization of work on the implementation of the program;

control over the implementation of the planned program;

analysis and evaluation of the effectiveness of innovation management techniques;

adjustment of innovation management techniques.

The organization of innovation management is laid already during the creation and implementation of innovation, that is, 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.

First of all, it is necessary to determine the goal of managing a new product or operation. The goal of innovation management can be profit, expansion of a market segment, or entry into new market.

The next important step in the organization of innovation management is the choice of an innovation management strategy. The effectiveness and efficiency of innovations depend on the correctly chosen management strategy.

Approaches to innovation management techniques depend on the purpose of management, specific management tasks and can be very different.

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 innovation management program is a set of actions agreed upon in terms of timing, results and financial support to achieve the set goal.

An integral part of innovation management is the organization of work on the implementation of the planned action program, that is, the determination of certain types of activities, the volume and sources of financing for these works, specific executors, deadlines, etc.

An important stage in the organization of innovation management is also monitoring the implementation of the planned action program.

No less important is the analysis and evaluation of the effectiveness of innovation management techniques. In the analysis, first of all, it is revealed: did the methods used help to achieve the goal, how quickly, with what efforts and costs this goal was achieved, whether the methods of innovation management could be used more efficiently.

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

By and large, the program is a plan of action in the field of innovation management. In this plan, it is necessary to provide for what, when, who and with what resources should do to create and manage innovation. Therefore, the development of a program is usually a rather laborious process, for the implementation of which it is necessary:

-define goals and objectives;

-work out various options for their solution;

choose one of the options and develop a comprehensive program for its implementation;

create a mechanism for the implementation of a comprehensive program, i.e. appoint specific executors, determine their rights and obligations, allocate areas of work, etc.

The prototype of the program can be a network schedule, which is drawn up for the implementation of the developed program and clearly reflects all the work necessary to achieve the ultimate goal.

A network diagram is a so-called goal achievement model. Moreover, this model is dynamically adapted to analyze various options for achieving the goal, making any changes, optimizing processes, etc.

The network planning method is a set of certain techniques that allow using the network schedule (network model) to rationally implement the entire innovation management program.

Using the network planning method for innovation management will allow:

-visualize the organizational and technological sequence of innovation management operations and establish the relationship between them (network diagram);

-ensure clear coordination of operations of varying degrees of complexity, identify dominant operations and focus on the timely execution of each of the operations;

effectively use the necessary financial and material resources.

By applying the network planning method for innovation management, the following is possible:

-improve planning, ensuring its integrity and continuity and creating conditions for a more optimal determination of the required resources and the rational distribution of those already available;

-minimize the financing of work due to a more accurate calculation of the labor intensity and cost of work;

optimize the structure of the management system through a clear distribution of tasks, rights and responsibilities;

organize coordination and control over the progress of work, as well as evaluation of the implementation of the program.

The basis of network planning is a graphical representation of the plan (network schedule), which reflects the technological and logical relationship of all operations of the forthcoming work.

Based on the adjusted network diagram, it is possible to build calendar plan program execution.

Summing up the results of the first chapter of the work, it is necessary to draw the following conclusions.

Innovation management can be considered as an enterprise management system. From this point of view, the innovation management system consists of two subsystems: the control subsystem (subject of control) and the controlled subsystem (object of control).

The method of innovation management is a way of influence of the control subsystem (subject of control) on the controlled subsystem (object of control), which includes innovation, the innovation process and relations in the market for the implementation of innovation.

In the last quarter of the 20th century, mankind entered a new stage of its development - the stage of building a post-industrial society, where information and innovative technologies play the main role. The end result of this stage should be the creation new form organization of the economy - innovation economy.

An innovative economy is an economy of society based on knowledge, innovation, on a benevolent perception of new ideas, new machines, systems and technologies, on a readiness for their practical implementation in various fields human activity. In an innovative economy, under the influence of scientific and technological knowledge, the traditional spheres of material production are transformed and radically change their technological basis, because production that is not based on new knowledge and innovations is not viable in an innovative economy.

The most significant features of an innovative economy include the following:

-any individual, group of persons, enterprises anywhere in the country and at any time can receive, on the basis of automated access and telecommunications systems, any necessary information about new or known knowledge, innovations;

-modern information technologies and computerized systems are produced, formed and available to any individual, group of persons and organizations, ensuring the implementation of the previous paragraph;

there are developed infrastructures that ensure the creation of national information resources in the amount necessary to support the constantly accelerating scientific and technological progress and innovative development;

there is a process of accelerated automation and computerization of all spheres and branches of production and management; radical changes are being made social structures, which result in the expansion and activation of innovative activity in various fields of human activity;

there is a well-established flexible system of advanced training and retraining of professionals in the field of innovation

The introduction of innovative management in the context of an enterprise's activities means a transition to a new, more advanced way of organizing activities that ensures the growth of the enterprise's capabilities. The very fact of the introduction of innovation at the enterprise indicates a transition to a higher level of production capabilities, that is, it is an indicator of the development of the company.

2. Analysis and application of innovative management to ensure the effectiveness of the company

.1 Features of the organization of innovation management in small and medium-sized enterprises

Increasing turnover and increasing production in small and medium-sized enterprises depend decisively on innovation. A prerequisite for the survival of these companies in the market are new and improved products and services. Accelerating changes in customer demands, changing quality requirements, short product life cycles and increasing rates of product innovation mean that SMEs' manufacturing programs must change rapidly. Innovations are becoming a key strategic parameter for the development of any enterprise and the economy as a whole.

When the owner of a small or medium-sized enterprise begins to get acquainted with goods, services, production methods, etc. that are still unknown to him, he does not always realize whether what seems new to him now can become an innovation in the future. The innovativeness of something can often only be established in hindsight. This is where the chances and dangers lie. If an entrepreneur immediately perceived the idea as innovative, he would act in a completely different way than if he did not have such an innovative flair. At the source of conscious innovation management is, therefore, the ability to recognize innovations, because only under this condition can resources be used to stimulate the innovation process.

Innovation management covers all strategic and operational tasks of managing, planning, organizing and controlling innovation processes in an enterprise. In a broad sense, it should be understood as change-oriented management. Such management differs in essence from decision-making processes in other industrial areas, since innovative solutions are not routine, but require a broad understanding of the problems of the enterprise and the creativity of workers.

Recently, the corresponding systematics and tools of methods have been developed. The main element of this taxonomy is the breakdown of the innovation process into phases, as well as the use of techniques to increase its efficiency. In principle, small and medium-sized enterprises can use two alternatives to successfully implement innovative projects.

Enterprises themselves develop innovative and technical prerequisites and implement the results obtained on the market. This approach is associated with large and ever-increasing financial costs due to scientific and technological progress, and thus with enormous economic risks. This applies primarily to high quality products. technical level and great complexity. All this can be done mainly only by large enterprises.

As part of the cooperative strategy, small and medium-sized enterprises cooperate with other companies. At the same time, cooperation can be carried out at all stages of the innovation process. The cooperation of small and medium-sized enterprises in order to increase competitiveness and reduce risks is increasingly used in large-scale innovation. Collaboration can take many forms, such as strategic alliances, cooperative research, cooperative production, or cooperative marketing.

The success of innovation management depends decisively on whether the enterprise manages to create stimulating internal and external framework conditions along with the implementation, management and control of the innovative idea.

Internal framework conditions:

-position, behavior of managers (highest) level;

-personnel policy;

organization;

information and communication;

financing.

External framework conditions:

Consultations;

-financial incentives;

transfer promotion;

infrastructure services;

loans and credit assistance.

Creating a climate within the firm in which new ideas can be born and implemented is much more important than punctual intervention in the innovation process. An innovation-friendly organization should support creative processes and provide opportunities for the implementation of positively evaluated ideas up to successful implementation To the market new products. It is the field of tension "generation - implementation of ideas" that gives rise to discord in the requirements for the organizational area. Common to all innovation processes organizational form does not exist. A certain selection of organizational conditions must correspond to one or another phase of the innovation process. The most favorable effect on the development of innovative projects is the absence of bureaucratic barriers in the organization and the low degree of centralization, as well as the absence of too narrow specialization. Conversely, at the stage of implementation of the idea up to the market stage, more stringent management is considered appropriate.

In addition to organizational arrangements as an essential factor in the company's internal framework conditions, the right people are needed for the innovation process. The selection of capable and innovative people is an important task of innovation management. In addition to their abilities, these people also need an appropriate organizational environment.

A firm culture that encourages innovative behavior by emphasizing values ​​such as innovation and creativity, or tolerance for inevitable failure, can contribute to the development of an enterprise's innovative capabilities. Signs of a corporate culture that is conducive to innovation are the presence of incentive systems, open communication networks, and the encouragement of teamwork. In this regard, it must be clearly understood that a climate favorable for innovation is not created by order from above, this requires purposeful behavior, which the entrepreneur himself adheres to and which is ensured by the appropriate use of resources.

External framework conditions mainly include the use of external knowledge potential in the form of technology transfer and consultations. This gives small and medium-sized enterprises a special chance to make greater use of their very limited R&D and scarce human resources. There are several forms of transfer services:

-issuance and receipt of orders through independent and independent research organizations, institutes at universities, etc.;

-collective research and research cooperation;

use of technological databanks and services of public consulting institutions;

special literature.

A rich selection of options for supporting innovative projects specifically for small and medium-sized enterprises is offered within the framework of government programs development, for example:

-support programs for small and medium-sized enterprises in the field of technology transfer;

-providing assistance with external innovative consultations (material and non-material nature);

indirect measures to stimulate research and development (for example, tax cuts);

direct assistance in certain technological areas;

assistance in the creation of innovative enterprises.

As part of targeted innovation management, it is necessary to evaluate various assistance programs and select those that deserve attention and may be suitable for the conditions of a particular enterprise. Small and medium-sized enterprises should not be embarrassed when faced with bureaucratic barriers and a large number of different programs, but treat them as another, not very difficult stage on the way to the successful implementation of their innovative project.

A sore point for small and medium-sized enterprises in the framework of the implementation of innovative projects - the weakness of the financial base - can be resolved thanks to target planning, which is reflected in the corresponding concept of financing. Such enterprises can take advantage of government assistance or resort to forms of equity financing. Early financial planning identifying needs for financial resources through all phases of the innovation process to ensure they are the right time.

Innovation is the result of creativity entrepreneurial activity, which usually involves many departments of the company and which is increasingly influenced by external factors (state influence, environmental requirements, cooperation with other institutions, etc.).

The phases, as a rule, follow one another, but cases of some parallelism (and thus intersection) of individual phases are not excluded. Thus, evaluations and calculations of economic efficiency must be carried out not only in the phase of searching for ideas, but also in subsequent phases. Between the process of research and development and the development of new solutions in production, on the one hand, and the introduction of the product on the market, on the other, there is a repeated temporary, as well as meaningful duplication of certain tasks.

I phase: enterprise strategy and innovation.

Strategic decisions on innovation activities can and should be made only in connection with decisions in the field of overall strategy enterprise and strategic production program. At the same time, they predetermine the initial conditions of decisions regarding the subsequent process. The strategy allows you to pre-set the bar in the innovative aspirations of the enterprise. The following strategic decisions are decisive for the innovation process:

-market choice or market segment;

-approval of the applied technology;

the choice of goods and services to be produced at the enterprise;

decision regarding cooperation in development, production and marketing;

establishing the volume and speed of the process of updating goods and services.

In this case we are talking about the ideal (theoretical) process. In the practice of entrepreneurship, the opposite is also possible, i.e. innovation can have a decisive influence on the strategic direction of an enterprise's policy. In small and medium-sized enterprises, it often happens that a single innovation determines the development of the entire enterprise for a long time.

I phase: searching for ideas and evaluating them.

In this phase, the search for creative ideas for problem solutions is carried out. There are three search paths:

-development of new ideas (idea generation);

-critical review and modification of known problem solutions or defined solution options;

search for already working general or particular solutions (use of well-known scientific and technical experience and knowledge, acquisition of licenses).

When looking for new ideas, small and medium-sized enterprises are especially encouraged to turn to external sources information such as databanks, licensed resellers, fairs and research centres.

A number of methods can be used to generate ideas internally.

In the application of intuitive methods, the central point is the spontaneous creative generation of ideas by people with above-average intelligence, as well as special knowledge. As an example of the search for new ideas, we can name the methods of "brainstorming", contests, expert surveys.

The main place in analytical methods is occupied by logically structured procedures. This includes the decision tree method, morphological methods, analogy methods, scenarios, synectics, and heuristic methods.

Found ideas are evaluated: first, unsuitable ones are discarded, then the most promising ones are checked, while identifying their potential market chances. Selection result best ideas is a proposal for the production of a new product, which sets out the basis for further activities.

I phase: product decision

In this phase, the enterprise must make sure that the product idea will develop a real product that can be included in the strategic program of the enterprise and promoted to the market. All this requires comprehensive planning, which covers:

-setting goals and objectives for this product;

-drawing up a time schedule for the use of resources required within this phase;

production planning for the enterprise as a whole;

sales planning with the calculation of economic efficiency.

Such planning contains all the important tasks that are necessary for further analytical work within the framework of the research and development process until the successful introduction of the product to the market. Here the points of intersection of marketing and production are outlined; areas of contact between innovation, program planning and marketing are established.

I phase: research and development, technology transfer.

In the field of research and development, the following distinctions are made: basic research is not directly related to the product, applied research is aimed at the future application of the results obtained, and in the course of development, the main interest is a specific market result. As for this sphere in the conditions of small and medium-sized enterprises, their business is limited, as a rule, to development; research in the proper sense recedes into the background here.

Based on their goals, these enterprises can carry out the technical implementation of the product through their own developments (possibly research) or resort to cooperation with other companies. In principle, this task should be solved taking into account the following points:

-final clarification of the task and development of a fundamental solution for a new product or new service;

-constructive development of the product up to the creation of a prototype;

design and production preparation for a new product with the production and testing of a prototype, production equipment and zero series.

-exchange of scientific and technical information through participation in conferences, fairs, publication of articles;

-transfer of knowledge through the employment of employees with special training, university graduates;

joint research with other enterprises;

acquisition of patents and licenses for use in a special project;

development cooperation.

The constantly growing influence of modern technologies on the competitiveness of small and medium-sized enterprises requires the targeted use of all the opportunities for technological transfer. Even highly effective technology leaders today are rarely able to keep track of all directions of technological progress and appropriately implement the latest practical and theoretical achievements.

I phase: mastering production

Product development is considered complete when production can begin and all attention can be focused on the product in the manufacturing phase. The importance of this transitional phase within the innovation process is most often underestimated, resulting in significant time losses and losses for the enterprise. The following is important in this phase:

-adaptation of the prototype to production and technical requirements;

-familiarization of the personnel involved with technological processes, methods and new task areas;

launching machines and equipment up to the established power limits;

search for new supply channels.

For innovation management in this phase, it is important to ensure the shortest possible deployment of production, in particular through appropriate preparation and planning, as well as the flexible implementation of goals. Reducing lead times often provides market advantages ahead of competitors, and also allows you to quickly reduce costs and increase profits of the enterprise.

I phase: introduction to the market

The innovation process ends with the introduction of new products to the market. Empirical studies show that the introduction of about 1/3 of new products ends in failure, and among those introduced, only about 1/3 gives a profit above the average level, the rest can only cover costs. innovative management creative solution

The introduction of goods or services on the market is understood as checking the competitiveness of products with the help of market tests, as well as the targeted use of marketing tools. The implementation phase ends with the successful establishment of the product on the market. Long-term preparation of the market for new products should be considered as a decisive prerequisite for a successful implementation. This can be achieved through appropriate public relations, advertising, customer consultation, and through the use of additional marketing tools (eg pricing policy). At the same time, the correct calculation of the timing is important, i.e. the right choice of the moment the company enters the market with new products.

In large enterprises, before the final introduction of a novelty, the product and the market are tested, if possible, at the earliest possible stage of the innovation project. With the help of such tests, risks can be reduced, but this is associated with high costs. Therefore, both product and market testing is carried out by small and medium-sized enterprises only in rare cases. Most often, they rely here on "theoretical" judgments, as well as on the experience and intuition of the participants in the innovation process.

Each phase of the innovation process, along with time, requires quite large Money. The task of innovation management is to manage the process in such a way as to optimally use the necessary resources. Table 1 shows an approximate distribution of total costs for innovation projects in small and medium-sized enterprises. Studies show that these enterprises greatly underestimate the costs of the last phase - introduction to the market.

Table 1 Distribution of costs of the innovation process

Phase of the innovation process Content of work Share in the total costs of the innovation project, % Phases 1 - 4From the search for a product idea to the creation of a prototype53Phase 5Mastering in production26Phase 6Introduction to the market21

In conclusion, it should be noted that the innovation process cannot be seen as the result of random technical inventions or other entrepreneurial ideas. Rather, it requires strategic planning and market-oriented management. Related tasks are the object of innovation management.

2.2 Applying successful innovation management approaches to company development

The French pharmaceutical company Pierre Fabre Medicament appeared in Russia in the early nineties, although its products were on the market before that - the first registration of the company's drug in the USSR dates back to 1978.

Until 1995, the activities of the Russian division of the company were supported by state orders for well-known drugs, which provided about 90% of the turnover. The registration of a number of new medicines carried out at that time did not lead to any significant volume of their sales, since the marketing service of the Russian division of the company was in its infancy and its activities were unsystematic and undirected.

A turning point in the life of the Russian division of the company - JSC Pierre Fabre - was 1996. Due to the termination of registration of a number of old drugs of the company in France, their re-registration in Russia became impossible. It is not possible to transfer production to another country (as, for example, the Hoechst company transferred the production of the above-mentioned metamizole - baralgin - from Germany to Turkey and India), the Pierre Fabre company faced the need to develop its business in Russia without the participation of a state order - or close it altogether. Because the growth rate Russian market drugs in the mid-90s exceeded the European average, and 150 million people in Russia were widely regarded as an indicator of the huge market capacity, the first decision was made - to develop a business. As a strategic goal, the headquarters has determined the achievement of sustainable profitability of the Russian division, independent of the state order.

Realizing that the management of the Russian division of the company, which consisted of foreign specialists, still sees the only way for the company to operate in obtaining government orders, the headquarters decided on a complete change of management. A consulting firm was brought in to look for a new management team. Two expert consultants, each with their own practical experience work in the Russian pharmaceutical market, conducted the selection of candidates for positions CEO, marketing director and sales director. After being approved by the headquarters, these people began to work as deputies of the respective heads of the AO Pierre Fabre . Immediately after this, searches were begun for ways to transfer newly hired managers to the first roles and release from the old leadership; this difficult process was completed after six months.

The first priority of the new management team was the restructuring of the sales force. Within half a year, a two-tier structure with geographical division was formed, in the middle of the year, the new sales staff completed the initial training period and started working.

Another priority was the restructuring of the marketing service. A group of priority products was identified, on which the efforts of both marketing and sales were concentrated. For each of the priority products, a marketing plan was formed, while Special attention given to coordination marketing activities and sales activities.

As an immediate result, the company experienced a fivefold increase in sales in the priority product group by the end of 1997.

The tactical success achieved made it possible to coordinate another important decision with the headquarters. One of the company's older products, a joint treatment, was licensed to a major Russian manufacturer At the same time, registration in Russia of a new drug of the same therapeutic class was accelerated. At the same time, for the first time in the history of the Russian division of the company, clinical trials as part of the registration process were planned in such a way that their results would later be used in the promotion of the drug, and the specialists who conducted these trials led a group of experts on scientific support for the product. It should be noted that the segment of the market for drugs for the treatment of joint diseases has been and remains the arena of intense competition both in Russia and abroad, however, the bottom of the niches in this segment - the so-called chondroprotectors - until the end of the nineties was filled with old products with weak scientific evidence. base and questionable effectiveness.

The launch of a new drug on the market was timed to coincide with a major national convention. A month before, the new drug arrived at a customs warehouse in Moscow and began its distribution along the distribution chain - up to pharmacies. At the same time, an extensive information campaign was carried out, covering both the main target group - rheumatologists, and other target groups (general practitioners, traumatologists). The main target group was completely covered by the activities of sales staff in the form of individual conversations, for others, group communication methods and direct mailing were used.

The further strategy for the development of the drug included a consistent series of multicenter clinical trials aimed at popularizing the new product among the main target group - rheumatologists, expanding the area of ​​indications for the new drug, as well as forming a scientific base that ensures further promotion of the drug.

The result of sales of the first year was twice as high as planned. In the second year, despite the pharmaceutical market crisis of 1998-99, which was accompanied by an almost two-fold drop in sales, the turnover of the new product doubled again and amounted to a third of the company's total turnover in Russia, in the same year the drug began to make a profit . In the fifth year of sales, with their constant growth, the product occupies about 40% of the Russian turnover of the company, its annual turnover exceeds two million dollars, and Russia is its second consumer in the world after France.

Thus, this example demonstrates successful work management of the company to introduce an innovative product to a new market segment for the company. At the same time, integral components success one should recognize the active desire of both Russian and foreign management to maximally adapt the company's activities to the characteristics of the Russian market and its specific segment, decisively carry out fundamental changes in the structure of the company and the functions of its divisions, and apply successful innovative management approaches to achieve the set goals.

2.3 Innovation management in LLC activitiesPizzeriaFenster

In modern conditions, innovation management is an integral part of any successful company.

A decisive role in the effective functioning of an organization is often occupied by such a direction of innovation management as innovation and personnel management. The author in the paper considers it appropriate to consider the features of the use of innovation and personnel management in the activities of LLC Pizzeria Fenster .

Innovation and personnel management is a border zone between two areas of management science: innovation management and personnel management of an organization.

The purpose of innovation and personnel management in the analyzed organization is to ensure the effective scale and pace of updating the personnel system in accordance with the current and future interests and goals of the organization, modern patterns of personnel development, the requirements of state, market and trade union standards for the level of development human resources.

The object of innovation and personnel management is the processes of renewal and development, innovative properties, needs and parameters of personnel and personnel systems of organizations and other socio-economic structures.

The subject of innovation and personnel management are the innovative components (departments, sectors, groups, specialists) of the personnel and labor services of the organization.

Methods of innovative management in the personnel work of the enterprise under study - a set of techniques used:

-in the field of personnel training;

-in the field of recruitment and use of personnel;

in the field of staff reduction.

Functions of innovative management in the personnel work of LLC Pizzeria Fenster :

-organization and conduct of scientific and analytical work in the field of development personnel work companies;

-organization of personnel training and improvement of its qualification;

search, recruitment, selection of personnel for the organization;

business assessment of personnel;

movement of personnel within the organization, etc.

Innovative methods of selection and evaluation of personnel based on the latest achievements of world business psychology and the latest information technology, give the most accurate predictive estimate and significantly reduce the risks associated with human factor.

Application at work personnel service OOO Pizzeria Fenster innovative developments that combine psychological methods and Internet technologies, allows you to accurately and quickly assess the personnel potential of the organization. This is very important for the successful development of a business, because it is the quality of human resources that is becoming the main competitive advantage of a company today.

In order to predict the success of an employee in an LLC Pizzeria Fenster , at least four main factors are examined:

-personal and intellectual qualities;

Capabilities;

motivation and value orientation;

professional experience.

Personal-intellectual qualities are quickly and effectively determined using psychometric computer tests. To diagnose the motivational sphere, Internet scaling methods (assessment of an object according to a set of criteria), semi-projective tests, and interviews are most often used. But the most effective, according to the management of LLC Pizzeria Fenster , is the cross-estimation method ( 360 degrees ), which allows you to evaluate the employee from different angles. It is evaluated by the immediate supervisor, work colleagues and clients of the company.

Psychodiagnostic programs are successfully used online, when testing is carried out on a local computer and on the network, and the results are processed on a specialized Internet server.

Internet technologies are especially relevant for LLC Pizzeria Fenster . The work is structured as follows: in real time, company employees receive a specific task, for example, to evaluate their subordinates or managers by answering questionnaire questions. All data is collected on the same day in a single center and promptly processed.

Internet technologies are also good because they make it possible to receive more independent and objective assessments, ensuring the anonymity of the survey. Very often, people provide false information, knowing that their answers will be known. They are afraid to spoil relations with colleagues or incur the wrath of their superiors. A special technology of information processing allows avoiding socially desirable answers. The data coming to the central server is analyzed automatically. No one can interfere with this work and correct the results of the survey. All confidential information is available only to company representatives who are responsible for conducting the study.

Thus, as the analysis showed, at the present stage LLC Pizzeria Fenster

Let us sum up the main results of writing the second chapter.

Nowadays, innovations are key factor development of small and medium enterprises. The success of innovation management depends on the ability of the enterprise to create stimulating internal and external framework conditions for innovation. In addition, the innovation process requires strategic planning and market-oriented management.

Innovations have their own life cycle, starting with the emergence of a new idea and ending with the introduction and approval of a new product on the market. In this cycle, six typical phases can be distinguished with characteristic activities, decision situations and results for each.

The paper examined the positive experience of using the innovative management of the French pharmaceutical company Pierre Fabre (Pierre Fabre Medicament), which appeared in Russia in the early nineties, and found that the company under study demonstrates the successful work of management in introducing an innovative product to a new market segment. The integral components of the achieved success should be recognized as the active desire of both Russian and foreign management to adapt the company's activities to the maximum to the specifics of the Russian market and its specific segment, decisively carry out fundamental changes in the structure of the company and the functions of its divisions, and apply successful innovative management approaches to achieve the set goals.

The author in the work considered the features of the use of innovation and personnel management in the activities of LLC Pizzeria Fenster . It was found that at the present stage LLC Pizzeria Fenster we successfully implement the successful developments of innovative management in our work, thereby increasing the efficiency of the entire organization, and the use of innovation and personnel management mechanisms has a positive effect on the work of the company's employees, increasing their professional level and increasing interest in the work.

Conclusion

Innovations include all changes that have been applied for the first time in an enterprise and bring it specific economic and / or social benefits.

Innovation management can be represented by the innovation management system, the innovation process and the relationships that arise in the process of innovation movement.

Modern innovation management includes such basic elements as the search for an idea that serves as the foundation for this innovation, the organization of the innovation process for this innovation, as well as the process of promoting and implementing innovation in the market.

Innovation management can be considered as an enterprise management system. From this point of view, the innovation management system consists of two subsystems: the control subsystem (subject of control) and the controlled subsystem (object of control).

The method of innovation management is a way of influence of the control subsystem (subject of control) on the controlled subsystem (object of control), which includes innovation, the innovation process and relations in the market for the implementation of innovation.

There are innovation management techniques that affect only the production of innovation; techniques that affect both the production and the implementation, promotion and dissemination of innovation; as well as techniques that affect only the implementation, promotion and dissemination of innovation.

The introduction of innovative management in the context of an enterprise's activities means a transition to a new, more advanced way of organizing activities that ensures the growth of the enterprise's capabilities.

The very fact of the introduction of innovation at the enterprise indicates a transition to a higher level of production capabilities, that is, it is an indicator of the development of the company.

Nowadays, innovation is becoming a key factor in the development of small and medium-sized enterprises. The success of innovation management depends on the ability of the enterprise to create stimulating internal and external framework conditions for innovation. In addition, the innovation process requires strategic planning and market-oriented management.

Innovations have their own life cycle, starting with the emergence of a new idea and ending with the introduction and approval of a new product on the market. In this cycle, six typical phases can be distinguished with characteristic activities, decision situations and results for each.

Note that the innovation process cannot be seen as the result of more or less random technical inventions or other entrepreneurial ideas. Rather, it requires strategic planning and market-oriented management. Related tasks are the object of innovation management.

The paper examined the positive experience of using the innovative management of the French pharmaceutical company Pierre Fabre (Pierre Fabre Medicament), which appeared in Russia in the early nineties, and found that the company under study demonstrates the successful work of management in introducing an innovative product to a new market segment.

The integral components of the achieved success should be recognized as the active desire of both Russian and foreign management to adapt the company's activities to the maximum to the specifics of the Russian market and its specific segment, decisively carry out fundamental changes in the structure of the company and the functions of its divisions, and apply successful innovative management approaches to achieve the set goals.

It was found that at the present stage LLC Pizzeria Fenster we successfully implement the successful developments of innovative management in our work, thereby increasing the efficiency of the entire organization, and the use of innovation and personnel management mechanisms has a positive effect on the work of the company's employees, increasing their professional level and increasing interest in work.

List of used literature

1.Gokhberg L. Innovative processes: tendencies and problems // The Economist. - 2002. - No. 2. - S. 50-59.

2. Kovalev G.D. Innovative communications / G.D. Kovalev - M.: UNITI-DANA, 2002. - 424 p.

Yankovsky K.P., Mukhar I.F. Organization of investment and innovation activities. - St. Petersburg. : - PETER, 2006. - 460s.

Glazyev S.Yu. On the development strategy of the Russian economy / Scientific report. - M. : CEMI RAN, 2001. - S. 23-30.

Zavlin P.N. Features of the organization of innovative activity. - St. Petersburg. : Nauka, 2007. - S. 24.

Innovative Economics / ed. A.A. Dynkina, N.I. Ivanova - M.: Nauka, 2005. - S. 64.

Materials of the V Russian Economic Forum. The goal is an innovative economy // Russian Economic Journal, No. 3, 2000, pp. 14-16.

Tikhonov A.M. Innovation management. - K. : Nika-Center, 2007. - S. 89.

Ivanov V.V. Russian innovation system: territorial approach // Innovations, 2000, No. 9. - P. 24-30.

Valdaytsev S.V. Assessment of modern trends in the development of innovations. - M. : Filin, 2007. - 542 p.

Innovation management: Proc. allowance / ed. V.M. Anshina, A.A. Dagaev. - M.: Delo, 2003. - S. 54.

Goryunov V.A. Problems of Formation of Innovation Management at Enterprises // Innovations. - 2007. - No. 1. - P.12-14.

Leontiev L.I. On the forms and methods of stimulating innovation activity. - M. : RIC ISPI RAN, 2005. - 396s.

Dautov A.N. Strategic management firms. - M.: Exam, 2007. - 368s.

Ilyin V.A., Sychev M.F. Topical issues of the transition of an enterprise to innovative development - M .: Unity-dana. - 2006. - 464p.

Ismailov T.A., Gamidov G.S. Innovative economy - a strategic direction of Russia's development in the 21st century // Innovations. - 2007. - No. 5. - P.14-17.

Belov V.N. Innovation policy and innovative business in Russia // Analytical Bulletin of the Federation Council. - 2007. - No. 15 - S.16-19.

Livanov D.V. On the main directions of innovative activity // Report at a meeting of the collegium of the Ministry of Education and Science of Russia. - 11/17/04.

Gurkov I. Innovative activity of successful enterprises // Questions of Economics. 2007. - No. 7. - S.71-85.

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A goal is an end state, a desired outcome that any organization seeks to achieve. The goal sets certain development guidelines for a given period. On the one hand, the goal acts as a result of forecasts and assessment of the situation, and on the other hand, as a limiter for planned innovative activities.

The goals of innovation management are as follows:

1) search for a new technical solution in the field of invention;

2) carrying out research and development work (R&D);

3) organization of mass production;

4) simultaneous preparation and marketing of such products;

5) introduction of a new product to the market;

6) gaining a foothold in new markets with the help of higher quality and competitiveness of the goods.

Achieving these goals involves taking into account various factors, among which are the following:

orientation of innovations to the market;

Compliance of innovations with the goals of the enterprise;

the company's susceptibility to innovation;

the presence of creative ideas in the enterprise;

· Availability of an economically sound system for the selection and evaluation of innovative projects;

· Availability effective methods management of innovative projects and control over their implementation;

· availability of individual and collective responsibility for the results of innovation activity.

The initial principles of innovation management are reduced to the following main provisions:

· innovation is a decisive condition for the survival of the enterprise, and they must be managed accordingly;

· Resources allocated for research and development (R&D) and R&D are justified only to the extent that they lead to the achievement of the goal.

To identify the factors that ensure success, a constant analysis of completed and implemented innovations is required; increasing the efficiency of investments in research and development.

The tasks of innovation management are: ensuring the optimal functioning of the operating system of production and synchronization of functional subsystems; improvement of the personnel management system and control.

Innovation management involves the following tasks (works):

· development and implementation of a unified innovation policy;

· development of projects and programs of innovative activity;

preparation and consideration of projects for the creation of new types of products;

control over the progress of work on the creation of new products and their implementation;

· financing and material support of projects of innovative activity;

· preparation and training of personnel for innovative activity;

· Formation of target teams, groups that carry out the solution of innovative projects.

The list of tasks that can be solved in the process of innovation management is quite wide and may differ in relation to product innovations and technological innovations.

So, in relation to product innovations, the main tasks that need to be solved will be:

· research of sales markets and possible ways of realization of new products;

· research of resource markets;

prediction of features and duration of each stage life cycle new product;

analysis of the patent purity of a new product and ways to ensure it;

Determination of methods of protection of a new product;

Identification of subcontractors for the project of creating a new product;

Search for options for cooperation with potential competitors in the implementation of technically complex products and high-risk innovations;

analysis of costs, prices, taking into account the volume of production and sales of a new product to obtain a target profit;

Evaluation of the effectiveness of an innovative project and its attractiveness for investors;

· determination of ways to attract investments;

Identification of possible technical and commercial risks, their minimization, insurance methods;

definition of effective marketing strategy, the choice of the organizational form of creation, development and placement on the market of a new product;

Evaluation of ideas for creating new products;

management of personnel involved in the development and production of a new product;

· Ensuring a favorable climate and corporate culture.

Rice. 2.1 Groups of functions of innovation management

There are two groups of innovation management functions (Fig. 2.1):

1) basic functions. The main functions of innovation management are common to all types and any conditions of innovation, they reflect the content of the main stages of innovation management;

2) providing functions. They contribute to the effective implementation of basic functions.

Socio-psychological functions of management are associated with the state of production relations in the team. These include delegation and motivation. Technological ones make it possible to implement basic and socio-psychological functions and include the preparation, processing and transfer of information for the successful promotion of innovations.

Depending on the type of innovation, their goals and functions also differ (Tables 2.1, 2.2)

Table 2.1 Types and goals of innovation

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

Table 2.2 Types and functions of innovation management

The high variability of the macroeconomic, technological, and legal environment makes the problem of the survival of enterprises directly dependent on their ability to strategically navigate in unexpected situations.

Functional innovation management is aimed at effective management of the processes of development, implementation, production and commercialization of innovations.

Rice. 2.2 Main stages and functions of strategic innovation management

Strategic innovation management focuses its efforts on the analysis of macroeconomic, political and market conditions. Operational (tactical) innovation management focuses its functions on specific activities to manage the development, implementation, production and commercialization of innovations. Here the attention is directed to the short- and medium-term horizons. Operational management systems have sufficient completeness of information, are characterized by a low degree of uncertainty and are focused on the middle and lower levels of management. Without a strategic vision, the formation of development strategies and management reactions, the company does not get real development (Fig. 2.2).

A) in the management of the preparation of the production of new products;

b) in quality control of new products;

c) in reducing the risk of the firm's operation and in creating comfortable conditions for staff.

14. Object in innovation management:

a) are innovations, the innovation process and economic relations between participants in the innovation market;

b) there may be one or a group of specialists who, through various methods and methods of managerial influence, carry out the purposeful functioning of the control object;

c) both answers are correct.

15. Factor approach in innovation management:

a) considers innovation management as a set of managerial functions and managerial decision-making processes;

b) considers science and technology as one of the most important factors in the development of the country;

c) there is no correct answer among the given ones.

16. What may be the reason for the need to restructure the research organization:

a) the interests of ministries and departments;

b) trends in the dynamics of industrial production;

c) the state of market conditions;

d) there is no clear answer.

17. Innovation performs the following functions:

a) reproductive; investment; stimulating;

b) motivating, coordinating, planning;

c) all answers are correct;

d) there is no correct answer.

18. The object of management in innovation management are:

a) innovation;

b) innovation process;

c) economic relations between participants in the innovation market;

d) all of the above options are correct;

e) there are no correct answers among the given ones;

e) Options a and b are correct.

19. What is not expected in the implementation of innovation management:

a) targeted search for ideas of innovation;

b) organization of the innovation process;

c) purchase of new goods;

d) promotion and implementation of innovations in the market;

e) all of the above options are correct;

e) there is no correct answer;

g) options b and d are correct;

20. Methods of coercion are:

a) methods by which the control subsystem affects the controlled subsystem;

b) methods aimed at saving resources, improving the quality and competitiveness of goods and services in accordance with the ideology and development policy of the country;

c) research-based methods psychological portrait personality, motivation of its needs, constituting physiological, spiritual and social needs;

d) graphic-analytical methods for managing the processes of creating (designing) any systems;

e) methods based on the decomposition of the whole into elements and the subsequent establishment of relationships between them;

f) methods that allow evaluating the work of the company, determining deviations from planned indicators, establishing their causes and identifying reserves;

g) methods for obtaining scientifically substantiated variants of trends in the development of quality indicators, cost elements and other indicators;

h) all of the above options are correct;

i) there is no correct answer among the listed ones;

j) options b and g are correct.

Test 2

1. Which of the following applies to the initial stage of the life cycle:

a) development of technical specifications for research;

b) conducting R&D;

c) production preparation.

2. What can be the form of completion fundamental research:

a) scientific publication;

b) drawing development;

c) development of a prototype.

a) theoretical and experimental research;

b) development of working design documentation;

c) applied research.

4. The conservative method of choosing a new product is typical for:

a) capital-intensive industries with an increased share of special low-liquid assets;

b) for innovative projects with long-term low financial attractiveness;

c) for financially efficient product projects;

d) answers a and b are correct;

e) there are no correct answers.

5. Direct methods of financing innovative projects do not imply:

a) obtaining a non-purpose loan subject to the provision of proof of solvency;

b) obtaining a targeted loan with the provision of an innovative project;

c) self-financing;

d) purchase and lease of material and technical assets;

e) There is no correct answer among the given ones.

6. Indirect Methods financing of innovative projects does not imply:

a) acquisition of a license for the technology included in the innovation project;

b) placement of shares and other types of securities with payment in the form of deliveries;

c) attraction labor resources with payment in securities firms;

d) applying for an innovative loan for the implementation of a start-up project;

e) There is no correct answer among the listed ones.

7. The research phase is that:

8. The design stage is that:

a) an innovation from an idea "grows" to some serially applicable model;

b) a new product or new technology as a result of research search and selection, they receive their “birth” in the form of an idea;

c) the development process is fully completed (the "decline" of creative activity is coming) and the innovation is ready for mass commercialization;

d) the sample "ripens" to the finished product and can be produced on an industrial scale.

9. The conceptual stage is that:

a) an innovation from an idea "grows" to some serially applicable model;

b) a new product or new technology, as a result of research search and selection, receives its “birth” in the form of an idea;

c) the development process is fully completed (the "decline" of creative activity is coming) and the innovation is ready for mass commercialization;

d) the sample "ripens" to the finished product and can be produced on an industrial scale.

10. The distribution stage is that:

a) an innovation from an idea "grows" to some serially applicable model;

b) a new product or new technology, as a result of research search and selection, receives its “birth” in the form of an idea;

c) the development process is fully completed (the "decline" of creative activity is coming) and the innovation is ready for mass commercialization;

d) the sample "ripens" to the finished product and can be produced on an industrial scale.

What are the main economic entities operating in the commodity form of the innovation process?

a) divisions of one organization;

b) manufacturer (creator) and user;

c) investor and producer.

Non-profit (non-profit) organizations research activities relating to public and administrative functions. To which sector of science (activity) should they be attributed?

a) to the state.

b) entrepreneurial.

c) to a private non-profit.

13. An innovative enterprise is:

a) an organization within which the right to make decisions is distributed down to lower management structures.

b) a kind of organization that achieves the goals of its functioning through innovation.

c) the type of organizational structure built in accordance with the types of work performed by individual units.

d) an independent economic entity established to produce products, perform work and provide services for profit.

e) form of cooperation with partners.

e) All of the above are correct.

G) There is no correct answer.

h) Answers a and e are correct.

14. Innovator leaders are innovative organizations:

a) being the initiators of innovations.

b) aimed at creating a specific new product.

c) creating innovations based on a new way of applying previously made discoveries and inventions.

15. Innovative enterprises are called venture because:

a) are organized for the implementation of a newly launched innovation project.

b) are high risk.

16. The emergence and development of integrated systems for managing the innovation process:

a) increased the influence of market factors on the strategic positions of the firm.

b) turned the development and implementation of innovations into a continuous management process.

c) expanded the geographical scope of the organization.

17. The acquisition of an operating company specialized in the implementation of some innovative project is considered from the point of view of the investor as a way to start his venture capital innovative enterprise, because together with the acquisition of the company, the investor receives:

a) the rights to its new technology.

b) rights under contracts concluded by the firm.

c) previously assumed obligations of the firm.

d) all three first answers are correct.

e) the need to bear the cost of further investment in the promotion of new technology.

f) the prospects for the company to receive income from the commercial implementation of the technology.

h) All answers are correct.

18. In the 80s of the XX century. the rapid development of scientific and technical progress led to the transition to new system management, which includes:

a) the cycle "research - production - marketing" as a linear process.

b) allocation of management of the innovation process into an independent object of management.

c) horizontal links between R&D units, production and sales.

d) the first and second answers are correct.

e) the second and third answers are correct.

19. Financial and industrial group is:

a) voluntary association of independent industrial enterprises, scientific, design and other organizations in order to increase the efficiency of any type of activity on the basis of collective entrepreneurship.

b) organizational structure, uniting industrial enterprises, banks, trade organizations interconnected by a single technological cycle to increase the competitiveness of goods and services.

c) an organizational structure that makes it possible to create new generations of equipment and technologies on the basis of an alliance of enterprises from different industries.

20. As distinguishing feature holdings can be distinguished:

but) management company, which is at the head of the holding, forms the technological chain, determines the composition of the participants.

b) the responsibility of participants for the results of activities is only with the property that they voluntarily transferred to collective use.

c) economic lack of independence of subsidiaries.

d) excessive attention of state structures.

Test 3

1. A transnational corporation is characterized by:

a) a high level of concentration of production and differentiation of products.

b) deeply specialized production.

c) achievement of optimal transport costs for the sale of products.

d) all answers are correct.

e) the first and second answers are correct.

The process of innovation management begins with the formation of a system of goals and objectives of innovation activity (or project) for a certain period.

The goal in innovation management is the desired result of the organization's activities in the form of a certain innovation, implemented on time and with limited resources, aimed at the qualitative development of the enterprise. The goal of innovation activity, therefore, should establish certain guidelines that ensure a noticeable growth of all elements of the production and economic system of the enterprise, overcoming the formed technological gap, the acquisition of a new quality potential for a given period. The innovative goal of the organization, on the one hand, is the result of forecasts and assessment of the situation, and on the other hand, it is a limitation for the planned innovative activities. To meet this dual challenge, the innovation goal statement must meet the following requirements:

1. have a specific expression;
2. be sufficiently strictly oriented in time, i.e., set the period for the implementation of the desired results;
3. be achievable;
4. the various goals of innovation should be interconnected and consistent.

The purpose of innovation management is to ensure the long-term functioning of an enterprise, a firm based on effective organization innovative processes and ensuring high competitiveness of innovative products. The criteria for the effectiveness of innovative processes in an enterprise, in a company in modern conditions are economic parameters that make it possible to compare the costs of innovative activity with income from the sale of innovative products. Profitability, profitability is not the goal, but essential conditions and the result of the implementation of innovative activities. The implementation of innovation activities is associated with internal and external costs. Management is called upon to ensure the efficient and coordinated functioning of all external and internal elements. It is the coherence in the development of the organization that is the main task of innovation management. Internal coherence means harmonization of all internal structural elements enterprises, firms. Harmony is achieved through the creation of a special system of intra-company innovation management, which allows:

• develop a strategic innovation concept;
• determine thematic areas of activity and the formation of innovative projects and programs;
• build an organizational structure and innovation management structure;
• plan production processes and the implementation of innovative products;
• ensure the selection and placement of personnel, the effective use of the organization's potential;
• carry out the calendar distribution of work;
• create a creative atmosphere and high motivation for intellectual work.

Exogenous (external) coherence (harmonization), which involves the coordination of the organization with the supersystems of the environment, is implemented through special procedures for the target orientation of innovation and taking into account the limitations of the external environment.

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

• formation of long - and short-term goals of innovation;
• organizing and conducting marketing research;
• taking into account the economic situation and planning environmental protection measures;
• assessment and use of progressive experience and advanced achievements of competitors;
• organization of cooperation in innovative programs;
• taking into account consumer demand and objective trends in scientific and technical progress.

In terms of content and duration, the harmonization of the organization's activities has strategic and operational forms. The first contributes to the long-term survival of the enterprise, firm and is provided by strategic management aimed at the formation of strategic innovative goals and projects. The second one acts as a means of implementing the chosen development strategy and is provided by the operational management systems of the organization.

The means of achieving innovative goals is the innovative development of all elements of the production and economic system of the organization. The innovative type of development is characterized not only by the predominantly used innovation factors, but also by the innovative goods and services produced, as well as by a set of conditions that guarantee the reproduction of the innovative strategic direction of the development of the economic system on an ongoing basis. Among these conditions: a special structure of the enterprise, which includes scientific departments, their active resource support (including venture capital); formation of an entrepreneurial economic zone; new relationship with scientific institutions; special offensive development strategy; developed innovation management; the focus of labor motivation on the reproduction of innovations and their effective use.

The transition to an innovative type of development is objectively predetermined by a number of circumstances. Firstly, since the world market for goods and services is full, you can take a place in it only by forming your own market niche for a qualitatively new product. Secondly, the competitiveness of an innovative product or service, the technology of their production are the most important components of the integrated property of the economic system - economic stability in an uncertain market environment. Thirdly, the innovative type of development is most consistent with the growing global trend of individualization of needs and, consequently, consumer properties of goods. Fourthly, modern competition is in a special relationship with its opposite - monopolization. This ratio is becoming more and more dynamic, which requires a specific innovative strategy of behavior in the market and largely determines the stability of an economic entity in it.

The innovative type of development is characterized by the interaction of various stages of a single scientific and reproduction cycle "science - production - market - consumption" in their specific sequence and proportional relationship in order to meet the ever-changing effective demand.

The innovative type of development leaves a special imprint on management, its goals, functions, forms and methods, sources of capital, structure, forming an autonomous core in its composition - innovative management, which directs and regulates the entire set of innovative and investment processes in the economic system, providing a complex integration of science. , production and market.

Hence the conclusion: the innovative type of development is characterized by the continuous complex predominant use by managers of systemic scientific and technological innovations as the main factors for ensuring the sustainability of the life of economic entities, the reproduction of innovative goods and all initial conditions on a continuous basis.

The management of economic systems that are moving to an innovative type of development is designed to solve a number of tasks, sometimes contradictory and, at first glance, even mutually exclusive:

• constant updating of the range of products;
• update and creation production systems;
• increasing the efficiency of production and marketing activities, primarily increasing labor productivity, creative impact and activity of personnel, reducing all types of costs;
• development and implementation of strategies and tactics for the struggle for leadership based on the concentration of efforts and resources on the most promising areas of development of equipment, technologies, needs, niches and market segments;
• subordination of the activities of all divisions of production systems to the regime of a complex reproductive innovation conveyor;
• combining the flexibility and adaptability of small-scale production with high efficiency, low costs and high labor productivity in mass production.

A coordinated solution of these tasks by managers ensures the progressive, proportional, effective development of the organizational system, its economic stability and security. At the same time, as the analysis of foreign experience shows, managers focus their efforts on four priority areas:

1. transformation of the technical and technical base, including the use of integrated mechanization and automation of production and management;
2. formation of new personnel potential, including advanced training, creative activity of each employee;
3. renewal of all forms and methods of management, including the organization of labor and production;
4. creation of an effective motivational atmosphere in work with personnel, ensuring loyalty to the firm, corporation, region of each participant in the reproduction process.

Considering innovation management at the micro level, i.e. at the level of the organization, we can distinguish the following main work stages:

1. development of scientific and technical policy and innovative strategy of the enterprise;
2. research and development (development of new and modernization of products, technical re-equipment of production, development of rationalization proposals);
3. complex preparation of production;
4. organization of the release of innovative products or the exploitation of technical innovations.

The main criterion for the effectiveness of innovation management as an integral part general management serves as an improvement overall indicators financial and economic activities.

Particular criteria for various stages innovation management can be:

• consistency of the innovation strategy with the corporate and business strategy of the enterprise;
• reduction of time and costs for research and development and complex preparation of production;
• growth in sales volumes, profits and profitability of production in the organization of commercial activities.