The subject and method are the basic concepts of innovation management. Innovation management

Innovative transformations permeate all spheres economic activity and the functioning of society. According to the concepts of innovative development, each new generation of innovations in engineering and technology expands its sphere of influence in social life. Thus, from the standpoint of technological determinism, early industrial development carried out under the slogan "freedom of enterprise". For the modern post-industrial period of development, another slogan is applicable - "freedom of innovation". These radical changes testify not only to the innovative orientation economic development, but also about a significant transformation of the factors that determine it. As never before, the role and importance of managing these processes is growing, i.e. the role of innovation management.

The concept of "management" is interpreted as the impact on the object with the aim of streamlining, improving and developing it. In English, management is "management", it is understood as a way of managing, directing, coordinating and controlling, as well as using resources with maximum efficiency. Structurally, management can be represented (in the general case) in the form of main components, blocks (Fig. 1.4).

Rice. 1.4.

Similarly, innovation management can be represented as a specific management.

The science of management, originating in the 19th century, has gone a long and difficult path from disparate views and experience to scientific schools of management. F. W. Taylor is rightly considered to be the founder of the management school. The subsequent development of management theory is closely connected with an expanding set of scientific, technical and socio-economic factors. At a certain stage, management theory began to be considered from two positions - open and closed systems (first) and rational and social factors of management (second). The science of management (management) is on the rise today, being interdisciplinary research using various methods sociology, psychology, mathematics, cybernetics and other technical and mathematical sciences. The main stages in the development of the science of management and the classification of concepts in innovation management are shown in fig. 1.5, 1.6.

From fig. 1.5 and 1.6 it is obvious that the content of the concepts and approaches is different, which means that the weight of each of them is not equivalent. However, without belittling the role of other approaches, let us dwell on the systems approach as a fundamental, general scientific approach.

Rice. 1.5.

Rice. 1.6.

A systematic vision in innovation management allows the most complete study of innovation processes, to carry out full-scale not only analysis, but also synthesis. One of the basic concepts systems approach is the concept of "system". There are several different definitions of this concept. One of the most common is the following: a system is an objective unity of objects, phenomena, and knowledge about nature and society that are naturally connected with each other. The systems approach is based on the following basic principles.

1. System integrity. It consists in its qualitative certainty and is expressed in the presence of its specific or integral properties, which are not the sum or combination of the properties of its components, unite the parts of the system into a single whole, and determine the appearance of new properties in it as a result of connections between the components. Integrity presupposes the presence of a conditional system boundary that separates it from other objects that exist outside of it. The totality of such objects that affect the system or are under its influence is called external environment. System integrity is sometimes called a special term - "emergence".
2. Hierarchy. It means that at any vertical or horizontal levels of the system, hierarchical interaction between components and elements (stages, stages of the technological chain, departments, individual workers, etc.) must be ensured.
3. Adaptability. This is the adaptability of the system to changes, for example, the adaptability of the production apparatus to new equipment, technology, the adaptability of personnel to innovative, organizational and other changes.
4. Controllability. Means the ordering of information and material flows, the regularity of the performance of functions at the command of the control link (control subsystem), as well as the absence of failures and downtime in the operation of equipment, the synchronism of various stages and production processes.
5. Optimality. This is the most important property of the system, meaning its ability to the best way implement the tasks and functions assigned to it based on the concentration of efforts of all its elements. The implementation of this property of the system is possible if all the listed principles are observed.

For innovation management, the concept of " open system". Being in close interaction with the external environment, it experiences numerous influences of environmental factors. Simultaneously with external influences, the elements of the innovation system are also influenced by the internal environment.

Despite the variety of organizational forms (types) of innovation management systems, any of them must contain the following components (components):

objects of innovation (phenomena, processes, types of economic activity, etc.);
innovative resources (material and non-material);
internal environment;
management of the innovation process (management), carried out by a team of specialists in the field of economics, finance, marketing, management, sociology, technology and a number of other fields of knowledge. Through the efforts of these specialists, work is carried out in accordance with the current methodology of innovation management.

Considering the innovation management system (structural diagram), it is necessary to take into account the following elements that ensure its functioning:

Given the above main components, inputs and outputs typical structure innovation management systems can be represented in fig. 1.7.

When considering the block diagram should dwell in detail, given their role and weight, on the following elements: system input, output, external and internal environment, management. At the same time, the last element

Rice. 1.7.

ment requires a separate approach, a more detailed study. The external environment affects the innovation management system directly and indirectly, i.e. has direct and indirect effects. The main environmental factors that have a direct impact are state legislative and executive bodies, trade unions, sources of resources, scientific and production organizations, conjuncture of the general and innovative markets, etc. Factors of indirect impact include international political and economic, environmental, the state of science and technology, the attitude of society to the new, etc. The internal environment of an innovation system largely determines the state of its elements, types and forms of management of ongoing processes, and affects the efficiency of the system as a whole. The main internal factors are the psychological climate of the organization, infrastructure, staff qualifications, the state of scientific and technical potential, etc. The system is formalized using a model that reflects the relationship between input and control actions, as well as output parameters (effect). The outputs of the systems can be new processes, products, services, profits and other performance indicators of economic activity, public benefit, social effects, etc. The complexity of the model directly depends on the composition of the system and the relationships between its components. An innovation system (even its lowest level) is quite complex and hierarchical. Methods of analysis and synthesis known from systems theory are applicable to it. However, using the general methodology of the system approach, we formalize the task of innovation management, the basis for this is the introduced designations.

A complex, large innovation system is presented in the form of subsystems (components): managing, managed, providing, scientific. Consider briefly the control system. It is the highest level of the hierarchical structure of a large system and is itself a complex system that includes the following elements (Fig. 1.8).

Rice. 1.8.

Planning is one of the main functions of innovation management. The planning process is a very complex and multifaceted process, penetrating almost all areas of innovation. In market conditions, planning, as a rule, is not directive. Nevertheless, it allows you to clearly define the development strategy, evaluate the expected effect through socio-economic indicators, develop ways and directions (tactics) to achieve the desired result both at individual stages and for the entire innovation process as a whole. Despite the diversity of management, which is due to the different nature and a large number of types of innovations, any management includes the following mandatory components: analysis and synthesis. The components of these components (elements) are shown in fig. 1.9.

Operational management involves primarily adjusting earlier decisions taken, which is necessary and caused by changes in factors of both external and internal environment. The adjustment is aimed at parrying negative trends through the development of additional control actions (managements), leading even in changed conditions to the planned result. Adjustment basically contains elements of both control and management, i.e. in fact, this is also management, but only tactical.

Rice. 1.9.

Control in innovation management is its main component, which is a system of measures aimed at ensuring the planned results (effects). Control is a process feedback: the score of the output processes correlates with the score of the input processes. Control has different types and characteristics and depends on many factors. The main types and characteristics of control are shown in fig. 1.10.

Rice. 1.10.

Thus, on the basis of the foregoing, applying the elements of a formalized description, we determine what the organization of management should be like, what should be the management of a complex process implemented by the innovation management system.

To the previously introduced designation of input information add the following notation:

Vector external factors that have an impact on the innovation management system,

The time during which the implementation of innovation management is carried out, including the current time,

Control U in the general case will depend on the object of innovation management, the flow (array) of input information, external and internal factors, resources, states, results of innovation management, time T. However, to simplify the notation, we will assume that the selected methods fully correspond to the control object, the preparedness of the performers, the possibilities technical means provide control. Then you can write: . In turn, the output effect, the results (return from innovation and from the entire innovation process as a whole) will be completely determined by the quality of the organization of innovation management, i.e. management. It should ensure the best possible fulfillment of the goal that is set for the innovation management system. The system will be optimal (we are talking about all the components of the system) if the control is optimal.

Speaking of optimality, one should choose an optimality criterion. This is a rather complex independent task, depending on many conditions. As a criterion, as a rule, the objective function of the system is chosen. A whole range of tasks is set for the innovation management system, but one of them is the main one - to ensure the required (given) effect. It is obvious that the system will be effective if the costs of implementing control are significantly less than the effect obtained from it. In connection with the foregoing, either the minimum cost or the maximum efficiency can be taken as optimality criteria. Let's denote the criteria as follows:

Taking into account the introduced notation, we write in general view formalized optimal control problem:

where is the optimality criterion ( or ).

It is really necessary to take into account the various restrictions that are imposed on the control itself (),

where is the area of possible management implementation), as well as the fact that management (innovation management), even in the simplest implementation options, is a costly mechanism. Management costs should also have limits (). Thus, the formalized problem of optimal innovation management, taking into account the restrictions on control and costs, will have the form

where the vertical bar means the condition, and the task itself refers to the tasks of the conditional extremum.

The criterion is universal, since all the costs of innovation management can be calculated and expressed in monetary units. However, it must not be forgotten that main goal is obtaining or achieving the desired (required) effect. The formalized optimal control problem in this case will look like:

Solving such problems is a complex process, a detailed consideration of which is not included in the program of this course (discipline). The solution will become much more complicated if they are considered in a stochastic setting, but in this case the tasks will fully reflect the actual state of the innovation management system, which changes under the influence of random factors (external and internal environment). Reducing the problem to a deterministic form is a simplified approach.

In this way, innovation management – a special type of management aimed at achieving specific innovative goals, optimal results through the rational use of scientific, labor, material and financial resources. It is based on a set of principles, methods, strategies.

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Introduction

Modern trends in the world economy show that the level of development of the country and the well-being of the population are largely determined by the ability of the economy to adapt to the rapid pace of scientific and technological development. The effectiveness of the NTP in to a large extent is determined by the effectiveness of innovations, that is, the effectiveness of innovations in the form of the introduction of new products and technologies in the enterprise. The main reason forcing industrial enterprises to invest in the development of the achievements of scientific and technical progress millions of dollars, is a fierce competition. To this end, it monitors and predicts the situation on the market, the behavior of the main and potential competitors, the emergence of new scientific and technological breakthroughs. This process is influenced by external and internal factors. It includes a certain range of problems, the solution of which, for the most part, is dealt with by innovative management.

1. Content and essence of innovation management

1.1 Definition, goals, objectives and functions of innovation management

In our time, in the face of fierce competition, the company determines for itself a range of problems and tasks that will help it become a leader in the market. These include: the strengthening of intensive factors in the development of production, which contribute to the use of scientific and technical progress in all spheres of human activity; the decisive role of science in improving the efficiency of development and implementation new technology and technology; the need for a significant reduction in the time of creation, development of new equipment and technology; raising the technical level of production; the need to develop mass creativity of inventors and innovators; the specifics of the process of scientific and technical production (the ongoing uncertainty of costs and results, the pronounced multivariance of research, the risk and possibility of negative results); increase in costs and deterioration of economic indicators of enterprises in the development of new products; rapid obsolescence of equipment and technology; the objective need to accelerate the introduction of new equipment and technology, etc.

The priority in solving these problems belongs to innovation management. Below are three definitions of innovation management.

Innovation management - managerial activity, focused on obtaining in production a new positive quality of various properties (product, technological, informational, organizational, actually managerial, etc.) as a result of the development and implementation of extraordinary management decisions.

Innovation management is a set of principles, methods and forms of management of innovative processes, innovative activities, organizational structures engaged in this activity and their personnel.

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

So, from all three, rather similar definitions, we see that innovation management is, first of all, an innovation management system in which all organizational structures are involved in order to obtain a specific new product.

The purpose of innovation management is to establish the main vectors of scientific, technical and production activities companies in the following areas:

* development, improvement and introduction of new products (actually innovative activity);

* further modernization and development of old cost-effective industries;

* closure of old factories.

The main task of innovation management is the management of innovation processes at any level through their qualitative and quantitative changes as a result of the application of organization and management methods that ensure the unity of science, technology, production and consumption, i.e. satisfaction of public needs in an innovative product.

A necessary condition for improvement economic mechanism management of innovative activity in the conditions of formation market economy is the development of innovation management.

Innovation management is based on:

1) targeted search for ideas that serve as the foundation for innovation;

2) organization of the innovation process for this innovation (which involves carrying out an organizational and technical complex of works to turn the idea into a new product ready for promotion on the market);

3) the process of promoting and implementing innovation in the market.

The subject of management in innovation management can be one employee or a group of employees (specialists in marketing, finance), who through various techniques and methods managerial influence carry out purposeful functioning of the control object. The object of management in innovation management is innovation, the innovation process and economic relations between participants in the innovation market (producers, sellers, buyers).

Innovation management performs certain functions: forecasting; planning; organization; regulation; coordination; stimulation; control. Generally speaking, they help to identify directions for change, trends in scientific and technological development and changes in consumer demand; contribute to the development and implementation of planned targets; establishing relationships between the structural divisions of the organization for the implementation of the investment program; contribute to the regulation of technical and technological and economic systems; coordinating the work of the links of the management system; checking the organization of the innovation process, the plan for the creation and implementation of innovations.

Conclusion: innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: worker (group of workers). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on the development, modernization, development and elimination. Tasks - management at all levels through qualitative and quantitative changes.

1.2 Innovation and the innovation process as objects of innovation management

As we have already found out, the objects of innovation management are innovation and the innovation process.

Consider the first object of innovation management - andinnovation process. It is a process of creation, development, dissemination and use of innovation.

In relation to a product (goods), the innovation process can be defined as a process of successive transformation of an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales.

There are three logical forms of the innovation process:

1) simple intra-organizational (or natural) - involves the creation and use of innovation within one organization, innovation in this case does not take a commodity form;

2) simple interorganizational (or commodity) - innovation acts as a subject of sale. This form of the innovation process means separating the function of the creator and producer of innovation from the function of its consumer;

3) extended - is manifested in the creation of new producers of innovation, in violation of the monopoly of the manufacturer, which contributes through mutual competition to the improvement of the consumer properties of the manufactured goods.

The course of the innovation process, like any other, is due to the complex interaction of many factors. Thus, the results of activities in the innovation sphere not only affect society, but also experience its reverse impact, and in a variety of aspects: scientific, technical, organizational, social, etc.

To characterize the innovation process, a category is used that denotes its most important internal component - the concept of diffusion of innovations.

Diffusion of innovation - the process by which an innovation is transmitted through communication channels between members social system in time. Innovations can be ideas, objects, technologies, products that are new for the respective economic entity. In other words, diffusion is the spread of an innovation once mastered and used in new conditions or places of application. As a result of diffusion, the number of both producers and consumers increases and their qualitative characteristics change. The continuity of innovation processes determines the speed and boundaries of the diffusion of innovations in a market economy.

It should be emphasized that diffusion is not always a consequence of innovation - reverse situations are also possible.

In the innovation process, it is advisable to distinguish the following stages:

Achievements of fundamental science;

applied research;

Experimental design developments;

Primary development (implementation);

Widespread implementation (actual distribution of innovation);

Usage;

obsolescence of innovation.

The subjects of the innovation process can be divided into groups:

1) innovators;

2) early recipients;

3) early majority;

4) lagging behind.

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.

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.

In a market economy, taking into account a number of factors, conditions and reasons (complication of social needs, rapid updating of innovations, their knowledge intensity), there is a need for additional influence on the innovation process - its management.

The essence of innovation process management is the impact on the process of research, design and development work and the development of innovations, so that ultimately economic efficiency enterprises.

Management of the innovation process is carried out both on the basis of general and on the basis of specific principles management. Specific principles include the principles of flexibility, consideration of the time factor, complexity, accounting for uncertainty innovative work taking into account their creative nature.

The principle of flexibility is due to the cyclical nature of scientific and technological progress, it is difficult to predict the results scientific research. The principle of flexibility requires the use of special types of planning and forms of financing, affects the composition of scientific and technical personnel and the choice of management methods.

The principle of taking into account the time factor is due to the significant duration of the innovation cycle, the uneven time period for the implementation of its individual stages and stages. This principle is connected with the need to take into account the long-term consequences of managerial decisions.

The principle of complexity implies the technical, economic, organizational and informational unity of all links, at all stages and stages of the innovation process.

The principle of taking into account the uncertainty of innovative work and their risky nature is manifested in forecasting and planning, financing and methods for assessing the effectiveness of innovations. It requires, for example, the creation of insurance reserves to eliminate possible negative consequences or adjust the timing of the implementation of individual innovative works.

The principle of taking into account the creative nature of innovative work has an impact on the innovation process management system: it determines the structure of management bodies, the mode of operation and leadership style, and the assessment of the effectiveness of innovative work (especially when stimulating the work of employees).

Let's move on to the next object of innovation management - innovation. For the first time, the term "innovation" appeared in the scientific research of culturologists back in the 19th century. and literally meant "the introduction of certain elements of one culture into another."

Only at the beginning of the 20th century began to study the economic laws of innovation. In the 1930s, the Austrian economist Joseph Schumpeter, based on his work "The Theory of Economic Development", introduced the concept of innovation, interpreting it as a change with the aim of introducing and using new types of consumer goods, new production and Vehicle, markets and forms of organization in industry. Sometimes innovation is considered as a process system, thereby recognizing that innovation develops over time and has a distinct staging.

In modern world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress (STP) into a real one, embodied in new products and technologies.

The Universal Internet Encyclopedia provides the following definition:

Innovation is an implemented innovation that provides a qualitative increase in the efficiency of processes or products demanded by the market. It is the end result of human intellectual activity, his imagination, creative process, discoveries, inventions and rationalization. An example of innovation is the introduction to the market of products (goods and services) with new consumer properties or a qualitative increase in the efficiency of production systems.

That is, we see: innovation is an implemented product of human intellectual activity.

It should be noted that the term "innovation" is closely related to the concepts of "invention" and "discovery". Under the invention understand new devices, mechanisms, tools created by man. By discovery is meant the process of obtaining previously unknown data or the observation of a previously unknown natural phenomenon. Unlike innovation, discovery is usually made at a fundamental level and is not intended to be profitable.

Conclusion: the innovation process is the process of consistently turning an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, lagging behind. The management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, taking into account their creative nature. Innovation is an introduced product of human intellectual activity. There is a close connection between the term "innovation" and the concepts of "invention" and "discovery".

1.3 Classification of innovations

Considering that the novelty of innovations is assessed by technological parameters, as well as from market positions, we present the following classification of innovations.

By type: innovation management innovation potential

1) logistics. Includes product and technology innovations. Grocery Innovation enables profit growth by increasing the price of new products or modifying old ones (short term) and by increasing sales volume (long term). Technological innovation enables profit growth through improved training source materials and process parameters. Technological innovations appear either as a result of a single innovation process, or as a product of independent special technological research.

2) social. Social innovation refers to new strategies, concepts, ideas and organizations that meet any social need - from working conditions and education to community development and health care, contributing to the expansion and strengthening of civil society.

In terms of innovation potential, there are:

1) basic innovations. They include the creation of fundamentally new types of products, technologies, new management methods that form a new industry or sub-sector. They allow you to perform previously inaccessible functions or already known, but in a qualitatively new way (new generation products). Example: management technology "team building";

2) modifying innovations, lead to the completion of the original structures, principles, forms, i.e. contain a relatively low degree of novelty. Each of the improvements is risk-free and increases the consumer value of the product, reduces the cost of its production.

Example: cassette recorder, after tape recorders played reels for many years. The principle of sound reproduction remained the same - "magnetic head - magnetic film", however appearance significantly changed, the product has become more convenient and practical.

3) pseudo-innovations. insignificantly change the basic or modifying ones. The questionable degree of demand by the consumer is characteristic. Such innovations appear quite often, despite the fact that there is no objective market need for such an innovation. Example: teapot with two spouts.

According to the principle of relation to the predecessor, innovations are divided into:

1) replacing (involving the complete displacement of an obsolete product by a new one);

2) canceling (exclude the performance of any operation or the release of any product, but do not offer anything in return);

3) returnable (imply a return to some initial state in case of detection of insolvency or non-compliance of innovation with new conditions of use);

4) opening (create means or products that do not have comparable analogues or functional predecessors);

5) retro-introductions (reproduce at the modern level methods, forms and methods that have long been exhausted).

Depending on technological parameters:

1) grocery (include the use of new materials, new semi-finished products and components; obtaining fundamentally new products);

2) process (associated with the creation of new organizational structures within the enterprise).

According to the type of novelty for the market, innovations are divided into:

a) new to the industry in the world;

b) new to the industry in the country;

c) new for this enterprise (group of enterprises).

According to the place of innovation in the system (at the enterprise), we can distinguish:

a) innovations "at the entrance" of the enterprise (changes in the choice of raw materials, materials, machinery and equipment, information, etc.);

b) innovation "at the exit" of the enterprise (products, services, technologies, information, etc.);

c) innovation of the system structure of the enterprise (management, production, technology).

Depending on the depth of the changes introduced, innovations are distinguished:

a) radical (basic);

b) improving;

c) modification (private).

The Research Institute for System Research (RNIISI) has proposed an extended classification of innovations, taking into account the areas of activity of the enterprise. According to this feature, innovations are divided into: 1) technological; 2) production; economic; 4) trading; 5) social; 6) in the field of management.

Conclusion: the classification of innovations allows you to systematize knowledge about the types of innovations, their manifestations and positions in the company's system.

Conclusion on the first chapter: Innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: worker (group of workers). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on the development, modernization, development and elimination. Tasks - management at all levels through qualitative and quantitative changes. The innovation process is the process of consistently turning an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, lagging behind. The management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, taking into account their creative nature. Innovation is an introduced product of human intellectual activity. There is a close connection between the term "innovation" and the concepts of "invention" and "discovery". The classification of innovations makes it possible to systematize knowledge about the types of innovations, their manifestations and positions in the company's system.

innovation management innovation rationalization

2. Innovation management at the enterprise level

2.1 Motives and economic interests of the enterprise in innovation

Innovation is one of the most effective ways increasing the competitiveness of manufactured products, maintaining high rates of development and profitability. Therefore, enterprises, overcoming economic difficulties, begin to conduct developments in the field of product and technological innovations on their own. The main advantages of introducing innovations are:

Advantages of a strategic nature: creation of a favorable business reputation in the eyes of consumers, potential partners, investors; growth of production efficiency due to modernization and renewal of production facilities; ensuring the development of the enterprise by expanding sales markets and diversifying activities;

Increasing the profitability of the enterprise due to the temporary monopolization of the market and the possibility of obtaining excess profits from the sale of radical new products; improving the quality and competitiveness of products; increasing the share of the product in the market;

Reducing the costs of economic activities due to the restructuring of activities; reduction of unproductive expenses; saving energy and raw materials through the introduction of saving technologies; decrease in the number of marriages;

Special benefits and privileges: informational and legal support from the state and private structures; preferential taxation and crediting .

The nature of certain innovative introductions depends on organizational structure firms. Among them, a special role is given to small firms, whose mobile staff can quickly perceive and generate new ideas. For example, in the US in the field of research and development (R&D), approximately 90% of all companies are small firms. Based on 1 dollar. US invested funds such firms create 24 times more innovation than giant concerns. Large companies tend to focus on creating incremental innovation in areas where the company has made significant progress. The transition to a radically new technique and technology is undesirable for large firms, since this depreciates the accumulated production potential. At the same time, from an economic point of view, innovation is more profitable than risk. Small firms have no chance to compete in the marketplace without risky radical innovation. In the event of a project failure, a small company goes bankrupt, while large ones always work "with insurance", since they usually develop several projects in parallel, which allows them to compensate for losses.

Conclusion: Both small and large firms innovate in order to become more competitive, consolidate their position in the market, create a positive image in the eyes of consumers, and increase the profitability and profitability of the firm. Small firms, as a rule, are focused on radical risky innovative introductions, large firms - on improving innovations.

2.2 Drivers of innovation in an organization

The ability of an organization to create and commercialize innovations depends primarily on its susceptibility to innovations.

Susceptibility to innovation is the own initiative continuous renewal of production factors and the range of products (works, services) with a fairly high intensity.

In order to understand what specifically determines the susceptibility or immunity of an enterprise to certain innovations, we will consider the factors that determine the possibility of introducing innovations in an enterprise.

V.M. Tsytsarova in her book "Innovation Management" identifies external and internal factors, where external factors include: competition, demand, and production and technical factors. In turn, the internal ones include:

The attitude of the company's management to innovations (the degree of innovative commitment of the leader is important);

Simplicity and absence of barriers in the relationship between departments and employees (eliminating the barriers under consideration will, firstly, ensure cooperation in the development of innovations by various departments; secondly, create the possibility of so-called cross-pollination, when the ideas of some employees are used in the development of others; in- thirdly, it becomes possible to achieve a synergistic effect, which manifests itself in obtaining a new result as a result of combining the efforts and ideas of various departments and employees);

The importance and prestige of actions that go beyond existing organizational structures;

The degree of independence of internal divisions (a significant part of innovations at most enterprises is implemented directly in production or management divisions, where employees of grass-roots divisions have a clear idea of all the necessary innovations related directly to technology or production organization);

* the presence of economic interest of divisions and individual employees: interest in the introduction of innovations of divisions and employees contributes to more successful implementation projects;

* the degree of development of scientific and technical infrastructure (the development of scientific and technical information services, exhibitions and conferences, libraries creates the prerequisites for the timely entry of scientific and technical ideas into the company, the possibility of their discussion and exchange of opinions). The structure of the scientific and technical infrastructure should also include services designed to organize expert discussions of problems arising in the organization, including brainstorming. In fact, this helps to strengthen the "innovative spirit" in the organization, the emancipation of the innovation initiative;

* the presence of a system of post-innovation rehabilitation, i.e. taking measures to eliminate the negative consequences of the introduction of innovations (by reducing jobs, releasing production process workers of certain specialties and professions, the closure of shops and enterprises). In this case, it is important to create conditions for a "painless" perception by employees of the negative results of innovations.

Conclusions: Allocate external and internal factors of generating innovative ideas. External: competition, demand and production and technical factors. Internal: the susceptibility of the authorities to innovations, the degree of independence of internal divisions, the presence of economic interest of divisions, the degree of development of scientific and technical infrastructure, the presence of a system of post-innovation rehabilitation.

2.3 Innovative capacity of the organization

Through capacity development, the organization develops, its structural divisions, as well as all elements of the production and economic system. The choice and implementation of an innovative strategy depends on the state of the innovative potential, and therefore its competent assessment is very important.

The innovative potential of an organization is the degree of its readiness to perform tasks that ensure the achievement of the set innovative goal, i.e. the degree of readiness for the implementation of an innovative project or a program of innovative transformations and the introduction of innovations.

Also, the innovative potential of an organization is understood as a set of characteristics of an enterprise that determine the company's ability to carry out activities to create and practically use innovations.

The elements of the innovative potential of the company include:

Material and technical resources;

Financial resources;

Organizational and managerial resources;

Human Resources;

Socio-Psychological Factors.

Let us briefly describe some of the elements.

Material and technical resources include fixed assets, expendable materials and other components necessary for the implementation of research and development, their information support, organizational management all works, and reflects the volume and qualitative composition of these components. A measure of the intensity of the receipt of these resources is the amount of funding for R&D (or the financial component of NTPL). At the same time, part of the funding is spent on replenishing the elements of the scientific and technical system, part of the funding goes to the functioning of the system, and part - to its development.

Organizational and managerial resources include a set of methods and methods for organizing the use of all components of the organization's innovative potential through the specialization of labor, the optimal combination various kinds labor, management, planning and support of the labor process, and reflects the links that unite all resources and elements into a coherent system. The effectiveness of such an important component as scientific and technical activity is largely determined by the level of its organization. Many factors interact in the organizational process, the interweaving of which gives uniqueness to each scientific and scientific-technical team, as a result of which the concepts of scientific and technological progress cannot be reduced to a simple set of resources.

Human resources are the most important specific component of NTPL. This is determined by the special role of living creative participation in scientific and scientific and technical activities. It is the personnel that are the link for the remaining elements of the potential.

The personnel component of the NTPl is all types of scientific and technical personnel capable of developing and implementing new scientific and technical ideas and finding new areas of application of scientific and technical results, performing scientific, pedagogical, organizational, informational work, and reflects both the number and qualifications of these frames. Training costs are not seen as labor costs, but as long-term investments necessary for the prosperity of the enterprise.

To assess the innovative potential of a company, the following indicators can be used: scientific and technical potential (number of employees with a degree; the number of rational proposals per employee; the number of patents, etc.); commercialization indicators (the share of new products in the total volume of manufactured products; the number of license agreements, etc.); the duration of the work performed (the value of the innovation lag); characteristic of the innovativeness of the control system (forms of stimulating innovative activity at the enterprise; participation in the implementation of innovative projects of top management; the level of freedom provided to participants in innovative activity).

Both small and large firms innovate in order to become more competitive, consolidate their position in the market, create a positive image in the eyes of consumers, and increase the profitability and profitability of the firm. Small firms, as a rule, are focused on radical risky innovative introductions, large firms - on improving innovations.

Allocate external and internal factors for generating innovative ideas. External: competition, demand and production and technical factors. Internal: the susceptibility of the authorities to innovations, the degree of independence of internal divisions, the presence of economic interest of divisions, the degree of development of scientific and technical infrastructure, the presence of a system of post-innovation rehabilitation.

The innovative potential of an organization is the degree of its readiness to perform tasks that ensure the achievement of the set innovative goal.

The elements of the innovative potential of the company include: material and technical resources, financial resources, organizational and managerial resources, human resources, socio-psychological factors.

Conclusion

Innovation management is an innovation management system in which all organizational structures are involved in order to obtain a specific new product. Subjects: worker (group of workers). Objects: innovation, innovation process. Functions: forecasting; planning; organization; regulation; coordination; stimulation; control. The goals are focused on the development, modernization, development and elimination. Tasks - management at all levels through qualitative and quantitative changes. The innovation process is the process of successive transformation of an idea into a product through the stages of fundamental and applied research, design development, marketing, production, and sales. Subjects of the innovation process: innovators, early recipients, early majority, lagging behind. The management of the innovation process is carried out on the basis of such specific management principles as the principles of flexibility, taking into account the time factor, complexity, taking into account the uncertainty of innovative work, taking into account their creative nature.

Innovation is an introduced product of human intellectual activity. There is a close connection between the term "innovation" and the concepts of "invention" and "discovery". The classification of innovations makes it possible to systematize knowledge about the types of innovations, their manifestations and positions in the company's system.

List of sources used

1. Grinev, V.F. Innovation management: textbook. allowance / V.F. Grinev - 2nd ed. - K.: MAUP, 2001. - 152 p.

2. Dorofeev, V.D. Innovation management: textbook. allowance / V.D. Dorofeev - Penza: Penz Publishing House. state un-ta, 2003. - 189 p.

3. Innovative activity of MP [Electronic resource]. - 2011. - Access mode: http://www.dist-cons.ru/modules/innova/section1.html. - Date of access: 12/13/2011

4. Innovation management [Electronic resource]. - 2011. - Access mode: http://lib.web-malina.com/getbook.php?bid=5697&page=3. - Date of access: 12/20/2011

5. Innovation [Electronic resource]. - 2011. - Access mode: http://ru.wikipedia.org/wiki/Innovation. - Date of access: 12/10/2011

6. How to assess the innovative potential of an organization [Electronic resource]. - 2011. - Access mode: http://www.bizezucation.ru/library/management/innov/5/potential.htm. - Access date: 12/12/2011

7. Classification of innovations [Electronic resource]. - 2011. - Access mode: http://innovation-management.ru/vidy-innovaczij. - Date of access: 11/12/2011

8. Morozov Yu.P. Innovation management: textbook. allowance for universities / Yu.P. Morozov - 2nd ed. revised and additional - M.: UNITI-DANA, 2003. - 471 p.

9. The role of innovation in the process of forming an enterprise strategy [Electronic resource]. - 2011. - Access mode: http://www.stplan.ru/articles/practice/statya12.htm. - Date of access: 12/16/2011

10. Tsytsarova, N.M. Innovation management: textbook. allowance / N.M. Tsytsarova - Ulyanovsk: UlGTU, 2009. - 195 p.

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Functions of innovation management

The most important constituent parts innovation management are its functions:

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

Forecasting

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

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

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

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

Planning

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

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

The main tasks of planning innovation activities:

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

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

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

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

Organization

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

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

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

Motivation

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

Accounting

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

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

Accounting requirements:

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

Control

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

Control can be classified according to the following criteria:

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

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

1. monitoring and analysis of results;

2. comparison results achieved with planned and detection of deviations;

forecasting the consequences of the current situation;
corrective action.

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

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

One of critical factors that determine the effectiveness of the project - the quality of all work on its implementation. Quality project execution means meeting the customer's expectations.

Analysis

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

There are various methods of analysis.

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

The main types of comparisons used in the analysis:

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

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

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

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

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

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

Graphic method is a means of illustrating business processes and calculating some indicators and reporting the results of the analysis.

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

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

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

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

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

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

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

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

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

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According to various characteristics, innovations can be classified as follows.

By type of innovation allocate logistical and social.

From point of view impact on the achievement of the economic goals of the organization, logistical innovations include product innovation and technological innovation. Product innovation allow you to generate profit growth both by increasing the price of new products or modifying old ones (in the short term), and by increasing sales volume (in the long term).

Technological innovations make it possible to improve economic performance by improving the preparation of starting materials and process parameters, which ultimately leads to a reduction in production costs, as well as to an increase in product quality; increase in sales due to the productive use of existing production capacities; the possibility of mastering commercially promising new products that could not be obtained due to the imperfection of the production cycle of the old technology.

Technological innovations appear either as a result of a single innovation process, i.e. close relationship R&D on the creation of a product and the technology of its manufacture, or as a product of independent special technological research. In the first case, innovation depends on design and technical features new product and its subsequent modifications. In the second case, the object of innovation is not a specific new product, but a basic technology that undergoes transformations in the process of technological research.

By innovative potential allocate:

- basic innovations;

- modifying innovations;

- pseudo-innovations.

Basic innovations include the creation of fundamentally new types of products, technologies, new management methods that form a new industry or sub-sector. The potential results of the basic innovation are to provide long-term advantages over competitors and, on this basis, a significant strengthening of market positions. In the future, they are the source of all subsequent improvements, improvements, adaptations to interests. individual groups consumers and other product upgrades.

The creation of basic innovations is associated with high level risks and uncertainties: technical and commercial. This group of innovations is not widespread, but the return from them is disproportionately significant. An example basic innovation can be considered a tape recorder that reproduces laser discs, after many years of sound reproducing technology worked on the principle of "magnetic head - magnetic tape."

Modifying innovations lead to the addition of the original structures, principles, forms. It is these innovations (with a relatively low degree of novelty contained in them) that are the most common type. Each of the upgrades promises a risk-free boost customer value products, reducing the costs of its production and therefore must be implemented.

An example of this type of innovation would be the introduction of the cassette recorder, after years of tape recorders playing reels. The principle of sound reproduction remained the same - “magnetic head - magnetic film”, however, the appearance has been significantly changed, the product has become more convenient and practical.

A subjective approach to decision-making on the part of officials who, as a rule, do not have sufficient knowledge of the actual need for funds or are not directly involved in the implementation of their decisions;

Slowdown of the research process due to the bureaucratic nature of the application process;

The concentration of allocated funds in the largest monopolies;

Unacceptability for private business of government intervention in making investment decisions.

Indirect Methods built into market mechanism, which itself is uniquely positioned to identify and meet R&D needs. The essence of indirect regulation is to create a general favorable innovation climate, encourage organizations focused on innovation, in measures to form a high social status in public opinion and prestige of education and science. At the same time, the state does not control specific scientific projects.

One of the main normative documents that regulate the state innovation policy in the Russian Federation are the "Fundamentals of the Policy Russian Federation in the field of development of science and technology for the period up to 2010 and further perspective". Transition to innovative development countries is defined in this document as the main target public policy in the field of science and technology development. And as one of the most important directions of state policy in the field of science and technology development - the formation of the development of the national innovation system.

The main tasks that the federal target program is designed to solve:

a) determination of priorities in the field of science and technology and their implementation;

b) development of a system of scientific and technical priorities, mechanisms for creating and building public-private partnerships;

c) development of infrastructure activities, i.e. building an innovation infrastructure in Russia;

d) assistance in strengthening the material and technical base of the scientific activities of universities, improving the regulatory framework for science and innovation, etc.

Priorities have been formed for six main scientific and technical areas:

1) nanoindustry and advanced materials;

2) energy saving technologies and alternative energy sources;

3) technologies of living systems;

4) information and telecommunication systems;

5) ecology and rational nature management;

6) security and counter-terrorism.

Measures of the state innovation policy can be implemented through budgetary and non-budgetary funds, such as: the Fund for Assistance to the Development of Small Forms of Enterprises in the Scientific and Technical Sphere (www.facie.ru); Russian Fund for Technological Development (RFTD) or Russian Fund fundamental research (RFBR).

RFTR is an extra-budgetary fund, which is formed from the deductions that enterprises, exempting these deductions from taxes, send to industry funds, extra-budgetary R&D funds and head organizations that coordinate their activities. It is formed at the expense of 25% of deductions from the funds collected by sectoral funds. Funds are directed to support serious scientific, technical and innovative projects.

The purpose of the RFBR is to support research in all areas of fundamental science, to promote the improvement of the scientific qualifications of scientists, to develop scientific contacts, including support for international scientific cooperation in the field of fundamental research. Funding of the Fund is carried out at the expense of funds federal budget(currently - 6% of the funds allocated for science). It is allowed to accept voluntary contributions from organizations and individuals for use for statutory purposes.

To achieve the main goal of the Fund:

Conducts selection of projects on a competitive basis;

Develops and approves the procedure for consideration of projects submitted for the competition, the procedure for the examination of projects and proposals;

Provides funding for selected projects and activities, and controls the use of allocated funds;

Supports international scientific cooperation in the field of fundamental scientific research, including the financing of joint research projects;

Prepares, publishes and distributes informational and other materials on the activities of the Fund;

Participates in the development of proposals for the formation of the state scientific and technical policy in the field of fundamental scientific research.

RFBR holds competitions for grants for Russian scientists to carry out fundamental scientific research in the following areas of knowledge:

1) mathematics, computer science and mechanics;

2) physics and astronomy;

4) biology and medical science;

5) earth sciences;

6) sciences about man and society;

7) Information Technology and computing systems;

8) fundamentals of engineering sciences.

All decisions on supporting projects in the RFBR are made based on the results of the examination. Each application undergoes an independent multi-stage examination at the RFBR. After registration, the application is reviewed by two or three experts working independently and anonymously. An RFBR expert can be a recognized authoritative specialist of the highest qualification with a doctoral degree (generally) or a candidate of sciences (as an exception) from among actively working scientists. In total, the Fund's experts include more than 2 thousand people.

After the initial examination, its results and the applications themselves are submitted to the Expert Council section (5-15 people), which is assigned from 4 to 7 narrow scientific directions in this area of knowledge. The final recommendations for the Council of the Foundation are made by the Expert Council (70-100 people).

Lineups expert advice approved by the Board of the Fund for three years. Annual scientific and financial reports on ongoing projects and final reports on completed projects also undergo an examination, the results of which are taken into account when making decisions on the continuation of project financing and when considering subsequent applications from the same authors.

In total, during the year, the Foundation conducts about 65-70 thousand examinations of applications for all types of competitions.

Questions for self-examination:

What is the state innovation policy?

List the main directions of the state innovation policy.

What tax benefits are provided for R&D enterprises?

What is RFTR?

How is the expertise of projects carried out by the Russian Foundation for Basic Research?

Literature:

1) Ermasov S.V. Innovation management / Ermasov S.V., Ermasova N.B. — M.: Higher education, 2008.

2) Innovation management / ed. S.D. Ilyenkova. — M.: UNITI-DANA, 2007.

3) Innovation management: textbook. allowance / ed. L.N. Ogolevoy. — M.: INFRA-M, 2006.

4) Medynsky V.G. Innovation management / Medynsky V.G. — M.: INFRA-M, 2007.

5) Fatkhutdinov R.A. Innovation management / Fatkhutdinov R.A. - St. Petersburg: Peter, 2009.

The subject and method are the basic concepts of innovation management. Innovation management

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Introduction

1. Content and essence of innovation management

1.1 Definition, goals, objectives and functions of innovation management

1.2 Innovation and the innovation process as objects of innovation management

1.3 Classification of innovations

2. Innovation management at the enterprise level

2.1 Motives and economic interests of the enterprise in innovation

2.2 Drivers of innovation in an organization

2.3 Innovative capacity of the organization

Conclusion

List of sources used

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Essence of innovation management

Functions of innovation management

Forecasting

Planning

Organization

Motivation

Accounting

Control

Analysis

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According to various characteristics, innovations can be classified as follows.

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