Subject approach to the management of innovation processes. Modern approaches to the management of innovative activities of an enterprise

Today, in the conditions of globalization of the market economy and fierce competition, no enterprise can survive without the use of various kinds of innovations in its activities. Influence of innovations on dynamics economic development has long been the subject of scholarly attention. The works of N.D. Kondratiev, J. Schumpeter, B. Twiss, G. Mensch and others. So, N.D. Kondratiev showed that during the period of crisis and the emergence of a new cycle, prerequisites are created for the development of scientific discoveries and major technical inventions that make it possible to overcome crisis phenomena and reach new frontiers of technological and economic development. J. Schumpeter analyzed "new combinations" of changes in the development of economic systems. He singled out five typical changes that can be made in companies: the use of new technology, new technological processes or a new market supply of production (purchase and sale); introduction of products with new properties; use of new raw materials; change in the organization of production and its logistics; emergence of new markets.

On the machine-building enterprises it is necessary to form modern system management, ensuring the effectiveness of innovation. It is obvious that innovation activity at Russian machine-building enterprises is developing slowly and is used less than in other industries. This is due, firstly, to the lack financial resources and, secondly, the lack of real interest on the part of the owners and managers of enterprises.

In our opinion, by applying the methodology of process management in the context of an innovative business development strategy, company leaders will be able to create a platform for business development and survive in an economic downturn.

The process approach to the innovative activity of an enterprise is based on three main principles. First, the enterprise is seen as a number of processes aimed at the realization of a certain goal, and not as a certain number of people who perform individual functions. Secondly, the organization of these business processes is being optimized in the direction of minimizing time, financial and other costs. Thirdly, a key role in the coordination of business processes is assigned to information technologies, which become the axis of enterprise management, which allows you to quickly and adequately respond to market dynamics, minimize enterprise costs, maintain and deepen the competitive advantages achieved by the enterprise.

According to Prahalad K.K. and Krishnan M.S. A business process is the link between business strategy, business models, and current operations. Business processes define the essence of the logical dependencies between the activities performed in the company, as well as relationships with consumers. Business processes influence technical (information and communication systems) and social architecture (organizational structure, decision-making rights, performance management) and, in turn, depend on them.

The business process on the one hand is determined information technology. Therefore, it is necessary to pay attention to databases, applications, computers and servers. On the other hand, in order for business processes to be effective, it is necessary to carefully monitor vocational training all staff and develop the necessary skills and abilities.

The process approach forces the manager to determine the sources and systems for obtaining information about the process, the rules for working and making managerial decisions, the resources that the manager manages and closes the chain feedback for best results. To implement the process approach, the manager needs a program of actions. The program for building a network of processes and managing them is set out in clause 4.1 of MS ISO 9001:2000. Let's look at this program of action in more detail:

1. Determine the types of activities that it is advisable to consider as a process, and their relationships;

2. Identify each of the processes in order to imagine how it is carried out, who needs its result (output), what indicators of quality, effectiveness, efficiency should be used to manage the process, who from the staff is involved in it, what expendable resources and production infrastructure are needed for process, what costs it requires;

3. Analysis of identification results and search for opportunities to improve processes, i.e. improve their effectiveness and efficiency;

4. Development and implementation of activities to improve processes based on the results of the analysis;

5. Analysis of the results of the implementation of activities;

The process approach is a new way of doing business and achieving goals, providing the highest level of customer satisfaction. It covers every aspect of an organization's activities, from technology to sales organization, from the way employees perform tasks to motivation and rewards for work.

Literature

1. Morozov S.I. Ways to intensify innovation activity in the region. / Problems of the modern economy. 2011. - No. 1. - from. 214-216

2. Ruposov V.L., Chernyshenko M.S. Control innovation processes[text]: study guide. Irkutsk: Publishing house of ISTU. 2010. 148 p.

3. Ustinova L., Grishin A. Reengineering of pharmacy business processes as a basis for sustainable competitive advantage [text] / Russian pharmacies, 2003 - No. 7-8

4. Prahalad K. The space of business innovation: Creation of value together with the consumer / K.K. Prahalad, M.S. Krishnan: Per. from English. – M.: Alpina Publisher: Yurayt Publishing House, 2012. – 258 p.

5. Efimov V.V. Process management: tutorial/ V.V. Efimov, M.V. Samsonov. - Ulyanovsk: UlGTU, 2008, - p. 222.

Abroad, the role and approaches to innovation management are constantly changing and developing. The evolution of approaches to innovation management in Western management schools is shown in fig. 1.28.

Rice. 1.28.

Approaches to the organization of innovation management at enterprises have also changed. At first, innovations were considered as separate functional areas of the enterprise. (functional approach), and the processes of organizing and managing innovative activities were concentrated in separate functional units engaged in research, design, design and technological preparation of production. This model provided for high specialization, which increased the technological level of developments, contributing to the improvement of quality and improvement of products and technologies. However, in the process of mastering the production of new products and technologies, conflicts constantly arose between functional services. For example, technologists demanded to simplify the design of a future product or replace materials taking into account the existing technological base, which ultimately worsened the structural properties of the product.

As a result, there was a change in the paradigm of innovation management from functional to design approach. Management of innovative projects began to be separated into separate "cross-functional" projects, and enterprise management structures began to transform from linear-functional into matrix, or project-based, program-targeted (Fig. 1.29). The presence of horizontal connections, a common vision of the final result among all project participants helped to avoid conflicts. In addition, the project approach made it possible to concentrate resources, control the timing of the implementation of individual works and stages, and increase the effectiveness of innovative projects. However, this approach poorly took into account the needs of consumers, the dynamics market conditions, achievements of competitors, etc.

As a result, it is now becoming more and more common process approach, which considers innovative activity to be complex, covering all departments of the enterprise and representing a complex of business processes for the creation, development, promotion and maintenance of innovations. On the one hand, the in-depth specialization of the participants in the innovation process, which is characteristic of the functional approach and ensures a high technological level of development, remains, on the other hand, business processes ensure the integration of participants and the concentration of resources, and their regulation, as in the project approach, ensures compliance with deadlines and the possibility of coordination. actions in the process of innovation. In addition, the process approach assumes that innovation activity becomes a permanent form of enterprise development and does not end with the implementation of individual projects. However, for individual innovations or small innovative enterprises successfully finds its application project approach to the management of innovation.

Stages of innovative activity at the enterprise

Innovative activity at enterprises includes the following stages (according to the typical life cycle of a product or technology), which determine the level of innovation maturity.

Rice. 1.29.

  • 1. Research work, as a result of which scientific documentation is formed (as a rule, a report on the results of R&D). On the basis of the documentation created in the process of research and development, the Terms of Reference (TOR) for experimental design development (R&D) and the design of documentation for technological preparation of production (TPP) are formulated. An independent result of R&D is protected intellectual property objects with high commercial potential, which can be transferred to other enterprises on a commercial or non-commercial basis under a transfer agreement (license agreement). For marketing and organizational innovations, this stage can be transformed into the development of organizational projects. The organization of research and development is regulated by the GOST 15.101-98 standard "System for the development and production of products. The procedure for performing research work." The following stages are distinguished as part of the R&D:
    • development of technical specifications for research (patent research, analysis of scientific and technical information, analysis of the problems of society and the patterns of its development, assessment of the scope and timing of research);
    • development of a technical proposal (sources and research tools, methods and requirements for research results, including the composition of reporting documentation);
    • carrying out theoretical and experimental research (hypothesis, experiment planning, experiment, theory and methodology development);
    • registration of research results;
    • acceptance and delivery of R&D, including the defense of scientific results.
  • 2. Development work in the process of design preparation for production(KPP), as a result of which a set of working documentation is formed (draft and detailed designs of the product), as well as pilot and industrial samples of products are made, on the basis of which the TOR for the Chamber of Commerce and Industry is formulated. An independent result of R&D is protected intellectual property objects with high commercial potential, which can be transferred to other enterprises on a commercial and non-commercial basis under a transfer agreement (license agreement). For marketing and organizational innovations, this stage can be excluded. The organization of ROC is regulated unified system design documentation (ESKD). The main stages of the checkpoint are:
    • technical task(product purpose, main performance indicators, demand assessment, production and consumption efficiency assessment);
    • technical proposal (opportunity and ways to meet the requirements of the TOR, limitations and additional terms production, updated assessment of efficiency);
    • preliminary design ( circuit diagrams functioning of the product, specifications, layouts, clarification of performance indicators and performance indicators);
    • technical project (design documentation of individual components and parts, strength calculations, assessment of achievement of target performance indicators);
    • development of working documentation (for the manufacture of a prototype, trial series, serial production).
  • 3. Technological preparation of production, as a result of which a set of technological documentation is formed (including technological maps, working documentation for non-standard equipment, tools and fixtures, layout industrial premises equipment placement, etc.). An independent result of the Chamber of Commerce and Industry are protectable intellectual property objects with high commercial potential, which can be transferred to other enterprises on a commercial and non-commercial basis under a transfer agreement (license agreement). For marketing and organizational and managerial innovations, this stage can be excluded. The organization of the Chamber of Commerce and Industry is regulated by the Unified System of Technological Preparation of Production (USTPP) standard and in accordance with the Unified System of Technological Documentation (ESTD).
  • 4. Mastering production, during which the necessary construction and installation work is carried out, purchased / manufactured, installed, adjusted and put into operation technological equipment, supplies of raw materials, materials, components, tools and equipment, auxiliary Supplies, production regulations are introduced (project for the production of works (PPR), technological standards, etc.), additional workers are recruited and (or) they are trained, other work is performed that is necessary for the production of a new product and (or) the application of new technology1. For marketing and organizational and managerial innovations, this stage can be transformed into the development of new methods and approaches to the organization of product promotion and support, production management and product sales.
  • 5. Sales and support of production and operation (consumption) product / technology, which involves the development of a set of measures to ensure rhythmic (in accordance with the product delivery schedule) production, marketing support, logistics, interaction (including training and consulting) with the consumer, organization of warranty and post-warranty repairs and maintenance of the product. This stage can be a stand-alone enabling innovation or standalone marketing or organizational innovation.
  • 6. Organization of activities for the disposal of the product(processing, burial, etc.). The stage may be absent for intangible products or services, as well as for marketing and organizational and managerial innovations. It can be stand-alone enabling innovations or standalone marketing or organizational innovations.

The stages of innovation activity can be implemented both within one enterprise and distributed among several participating enterprises, depending on the configuration of the innovation activity process. If the composition of enterprises participating in the process of innovation activity is predetermined and strictly limited, then there is closed innovation model. If the composition of enterprises in the process of innovation is unknown and unlimited in advance, then the model open innovation.

Introduction

1. Innovative activity

3. Scientific approaches to innovation

Conclusion

List of used literature

Introduction

Modern development world community is characterized system integration economies of states, the international concentration of capital, the integration of world markets and globalization economic activity companies. Its most important factors are scientific and technical progress and intellectualization of the main factors of production.

The economic and technological dominance of the United States, Japan and the countries of the European Commonwealth is based on knowledge-intensive and high-tech industries and provides these countries with political dominance in the world.

Realizing the importance and exceptional significance of the innovation sphere, the governments of these states have moved to an aggressive innovation policy through state support and special government programs. This will make it possible to make a powerful technological breakthrough for companies based in these countries, and will provide an even greater gap in all macroeconomic indicators in these countries compared to others.

Due to this strategic importance public policy acquires the innovative activity of companies, the content of which is the development and launch of new products on the market, the development and implementation of new technologies, the creation and application of new knowledge.

The structural and organizational specificity of the innovation process in its implementation is largely determined by the uncertainties of all levels. Uncertainties in the innovation process lead to a limitation of the use of optimization management methods, necessitating the use of adaptive approaches.

Significant progress in the management of innovation activities has been achieved by a number of large foreign companies. Studying them practical experience in the field of solving problems of innovation management can be very useful for Russian companies.

Despite the variety of research interpretations of the problem of innovation management, issues related to the integrated integration of the innovation management system in the process of forming the goals and development strategies of Russian companies operating in a competitive market environment remain not fully understood.

However, at the microeconomic level, the analysis of innovations, as a separate section of economic science, began to develop much later. The development of the evaluation of innovations abroad took place within the framework of assessing the effectiveness of investments and financial management of enterprises, and is associated with the names of Brian T., Valent F., Drury K., Kleinknecht A., Koire A., Cooper J., Mensch G., Mansfield E. ., Knight K., Santo B., Savage L., Twiss B., Fischer I., Friedman P., Freeman K., Schumpeter J., Jancha E. et al.

In our country, the issues of assessing the economic efficiency of innovation industrial enterprises are reflected in the works of such scientists as Abalkin L.I., Valdaitsev S.V., Glazyev S.Yu., Gokhberg L.M., Zavlin P.N., Ilyenkova S.D., Kazantsev A.K., Kelle V., Kondratiev N.D., Kovalev V.V., Krylov E.I., Mindeli L.E., etc.

The purpose of the work is to consider scientific approaches to innovative activity.

Realization of the set goal necessitates the solution of the following tasks: identification of the specifics of the innovation process; analysis of modern tools, and scientific approaches to R&D management.

1. Innovative activity

Innovation is the end result of introducing an innovation in order to improve the object of management and obtain an economic, social, environmental, scientific, technical or other type of effect. Innovation is the formalized result of fundamental and applied research, development or experimental work in any field of activity to improve its efficiency.

Innovations can take the form of: discoveries; inventions; patents; trademarks; rationalization proposals; documentation for a new or improved process; organizational, production or other structure; know-how; concepts; scientific approaches or principles; document (standard, recommendations, methodology, instructions, etc.); results of scientific, marketing or other types of research. Investing in the development of innovation is half the battle. The main thing is to introduce innovation, to turn innovation into a form of innovation, that is, to complete innovation and get a positive result. Then continue diffusion (widespread) innovation.

The process of strategic marketing, R&D, organizational and technological preparation of production, production and design of innovations, their implementation (or transformation into innovation) and distribution to other areas (diffusion) is called innovation activity.

Structural sources of economic development of society are: factors of production (natural resources, production assets, labor resources); investments; innovative activity. In the structure of sources of economic development in industrialized countries, priority is given to innovation, and in developing countries - to factors of production. Development based on the intensification of innovative activity should be carried out in the field of basic knowledge-intensive sectors of the national economy, which ensure the improvement of the quality of objects and resource saving in terms of their life cycle stages. At present, the efficiency of resource use in Russia is two to three times lower than in industrial developed countries, specific gravity products competitive in the foreign market is about one percent. Labor productivity in sectors of the national economy Russian Federation 4-10 times lower than in industrialized countries. In terms of quality of life, Russians are approximately in 60th place in the world. In addition to the above reasons for such a decline in the Russian economy, I would also like to note the meager funding for education and science from the state budget (50-100 times less than in industrialized countries, per capita).

To get Russia out of the systemic crisis, it is necessary to develop targeted comprehensive programs in various areas of the economy (to increase competitiveness, improve management systems, including management, intensify innovation, etc.). It is necessary to correctly use such a huge competitive advantage as the size of natural resource reserves (according to this indicator, Russia ranks first in the world, ahead of the United States by about four times). Russia still has some competitive advantages in the field of the education system, personnel qualification, scientific potential, cultural factors. However, due to the weak organization of innovation activity, the political instability of the economy and other reasons, the stabilization of the Russian economy has not yet begun.

2. Content of the innovation management system

To organize the process of managing innovation activity, it is necessary to clearly formulate the goal of management (implementation of an idea, solution of a problem, etc.), assess its capabilities, strengths and weak sides, management methods, develop organizational and production structure and solve a number of other issues. In our opinion, the main one is the construction of the structure of the innovation management system, which is shown in Figure 1.

Conventions to Fig.1:

1.1 - scientific approaches to innovation management;

1.2 - management functions;

1.3 - management methods;

2.1 - formation of a portfolio of innovations;

2.2 - formation of a portfolio of innovations:

3.1 - legal support;

3.2 - methodological support;

3.3 - resource provision;

3.4 - information support;

4.1 - strategic marketing;

4.2 - R&D on innovations and innovations;

4.3 - organizational and technological preparation for the production of innovations and the introduction of innovations;

4.4 - production of innovations;

4.5 - innovation service;

5.1 - personnel management;

5.2 - development management decision;

5.3 - coordination of the implementation of innovative projects.

Consider the content of the system components

"Exit" system.

The analysis of the system begins with its "output" - the goods produced by the company (products, services, innovations, etc.). The main requirement for "exit" is to ensure the competitiveness of goods in the external (domestic) market and, through this, to achieve the profitability of the company's operation. The main condition for ensuring the potential competitiveness of the "exit" of the system is the high quality of strategic marketing research.

Costs at subsequent stages of the product life cycle are growing at a high rate. For example, R&D costs are ten times higher than strategic marketing costs. The costs of organizational and technological preparation of production are 2–5 times higher than the costs of R&D. The materialization of the R&D object in production requires even greater costs. The larger the program for the release of objects, the smaller the share of pre-production costs in the total costs for life cycle object. The cost of using (exploiting) durable goods (more than one year) is several times higher than the price of the object. For example, the cost for 10 years of operation Vehicle, machine tools, mining equipment, agricultural machinery 10 - 20 times their price. Operating costs include the costs of: energy: fuel; spare parts; auxiliary materials; depreciation of fixed production assets used in the course of Maintenance and repair of equipment; wages for maintenance and repair personnel; contributions for social needs, etc.

    Essence and features of the project approach to innovation management

    Mechanism for selection of innovative projects

    Project planning system

    Organization of implementation of innovative projects

    Management of the implementation of innovative projects

Question 1. Essence and features of the project approach to innovation management

The management of innovative activities of enterprises at the tactical level is in most cases implemented on the basis of a project management system. Innovative project management ensures the specification of the selected innovative strategies and their direct implementation in the production and economic activities of the enterprise. At its core project management represents purposeful systemic process of developing and implementing management decisions covering all stages of a specific development and aimed at its successful implementation within the established time, budget and resource constraints.

The key elements of the project management system for the innovative activity of an enterprise are individual innovative projects. Innovation project represents a non-repeating set of activities (scientific, technological, industrial, organizational, financial and commercial) performed in the established sequence, mutually related to each other in terms of resources, deadlines and performers, and aimed at achieving a single ultimate goal - the creation of a specific innovation.

As an object of management, any innovative project has the following characteristics: signs:

    Specific targeting. This feature means that any innovative project is organized and carried out not to test abstract scientific ideas, but is focused on creating a predetermined product intended for transfer to a specific customer, introduction to specific market segments or for implementation in a specific area of ​​the production process within the enterprise itself.

    Limited implementation time. In accordance with this sign, any project is an urgent event that has a strictly established time frame. If the deadlines for its implementation are exceeded, the project loses its attractiveness for investors and may come into conflict with both the dynamics of market requirements and the dynamics of the developer's own strategic directions of development.

    Limited amount of attracted labor and material resources. This feature means that any changes in the progress of the project can only be made within the allocated resource limits. In cases where the project does not fit into such limits, it is either closed or a review of the original goals of its implementation is carried out. The resource limitation of projects is the initial prerequisite for the formation and implementation of their diversified portfolios, as well as for reserving resources as a means of compensating for the risks of innovation activity.

    Having a well-defined individual budget. In accordance with this feature, any innovative project is planned and implemented as a separate business with its own structure of income and expenses, drawn up in the form of an appropriate budget. The presence of separate project budgets provides an opportunity for business planning of projects and creates conditions for current control and coordination of their cost parameters.

    Uniqueness and novelty for the enterprise-developer. This feature means that any project is not an element of routine activities. divisions of the enterprise, contains a certain novelty and is carried out once. As a result, the implementation of each of the projects requires the acquisition of specific knowledge and skills by personnel, the involvement of new specialists and the establishment of new relationships with contractor organizations.

    Organizational isolation. In accordance with this sign, any project is such an event, the implementation of which requires the formation of a specialized team of specialists, whose activities are focused only on the implementation of this development and which in some cases can be assigned the status of a separate structural unit of the enterprise.

    Simultaneous isolation and interconnectedness with other projects of the enterprise. The isolation of projects is a consequence of their internal novelty and resource limitations. An expression of the isolation of projects from each other is the specialization of project teams, as well as the possible competition of projects for the resources provided. The isolation of projects provides the possibility of their diversification, and also creates conditions for a clear distribution and efficient use of enterprise resources. At the same time, innovative projects implemented by the enterprise should be logically interconnected, which ensures the receipt of synergistic effects and the continuity of the intellectual potential of project team members.

Any project has its own life cycle, consisting of four basic stages: the stage of formulation and selection of the project, the stage of its development, the stage of implementation and the stage of completion (see Figure 4.1.1).

At the first stage of the life cycle, the specification of the project idea is carried out, the structure of its goals is determined, a preliminary assessment of the amount of resources necessary for the implementation of the project and the expected effect from its implementation is carried out. Based on the results of the assessment, a feasibility study or a business plan for the project is developed, on the basis of which the project passes the competitive selection procedure, under which it,

Rice. 4.1.1. The structure of the life cycle of an innovative project

together with alternative project options, they are subjected to an examination according to a set of various evaluation criteria. If the selection result is positive, a decision is made to include the project in the appropriate portfolio and the search for potential investors begins (if the project is initially carried out on the order of a specific client).

At the second stage of the life cycle, the formation of a set of tasks and activities interconnected in time, resources and performers to achieve the project goal is carried out. At this stage, a detailed plan for the implementation of the project is developed, the optimal structural form of its implementation is selected, members of the project team and external contractors are selected, and the necessary contract documentation is drawn up.

At the project implementation stage, its main product is directly created, the implementation of established schedules and allocated resource limits is monitored, deviations are corrected and the development progress is promptly regulated.

At the project completion stage, the created product is handed over to the customer (or brought to target markets), contracts are closed and the resources of the project are redistributed, during which the released equipment and personnel are transferred to other projects of the enterprise.

Project management covers all stages of its life cycle and is implemented by the joint efforts of project managers and managers at the corporate level. The specific distribution of functions between these two levels of management in each organization has an individual situational character and is determined by the complex influence of the following main factors:

    type of the organizational structure of management operating at the enterprise;

    the level of novelty of the project and the uncertainty of its main parameters;

    the degree of priority of the project as a portfolio element for the respective SBA.

In the general case, the distribution of management functions between the project and corporate levels of management is implemented according to the following scheme. At the corporate level, projects are selected, deadlines are set for the completion of their development and implementation, plans for the allocation of resources between the stages of project implementation are approved, and the implementation of each of the integrated stages is monitored. At the project management level, project plans are prepared for their subsequent transfer to the corporate level, current control of the project implementation, coordination of the actions of the project team members and compensation for deviations from the established plans are carried out.

In general, the project approach to managing the innovative activity of an enterprise has the following main Benefits:

    the targeted nature of innovative developments, ensured by simultaneously linking each of the ongoing projects with the innovative strategy of the enterprise in a particular SZH and with all other projects of the corresponding portfolio;

    clear coordination of investment flows aimed at ensuring the innovative activity of the enterprise through the development and control of the implementation of individual budgets for each of the projects;

    ensuring the possibility of operational control and regulation of the implementation of each of the projects through the development of their individual detailed time and resource plans;

    creating conditions for the most efficient use of enterprise resources through the use of competitive schemes for selecting projects and delegating significant powers and responsibilities to project managers;

    providing conditions for the rapid curtailment of projects, the implementation of which significantly deviates from the time and budget plans drawn up.

Main restrictions The application of the project approach is the presence of a sufficient number of initiative managers of the middle and lower levels of the hierarchy (managers-generalists), a high level of qualification and mobility of the personnel of the enterprise, as well as the presence of a developed organizational culture that provides support for constant changes in the activities and structure of the enterprise.

Share with friends:
Similar posts