Sections of the site
Editor's Choice:
- Innovations in enterprise management
- Analysis of the material flow management system of the production enterprise OJSC Ares
- Electronic signature medium
- Presentation "Table Tennis" (6th grade) in physical education - project, report
- Download work on the topic: Geographical envelope
- Open Library - open library of educational information Relative release of working capital as a result of acceleration
- Topic "Measuring the length of a segment
- Nuclear energy Download presentation on nuclear energy
- Construction of business centers: business plan, project, estimate, paperwork
- Peer-reviewed online journal “Current Endocrinology” Men and hormonal imbalance: causes of endocrine disruptions
Advertising
| Management innovations in the management system. Innovations in enterprise management |
|
– systematic and technologically advanced production and management innovations – stages of the method of system technology of innovative production management – compliance with the Principle of Systematic Management – compliance with the Law of Systematic Management – compliance with the Law of Development of Management Systems – compliance with the Principles of Management Systems Development Systematic and technologically advanced production and management innovations. Innovation, as is known, is difficult to perceive in contrast to traditional methods of extensive or intensive development, despite the fact that innovation contributes to the rapid development of production as a whole or part of production. The main reason is usually innovations are low-tech and unsystematic for established production and for generally recognized trends in its development. Unlike innovation, traditional methods of extensive or intensive development are technological and systemic for existing production. In its turn innovation is technological and systemic for some other production, which will become the production of the future for a certain production system of the present time when this innovation is introduced. Creating innovation projects during the engineering process without taking into account these qualities can lead to devastating consequences for the production system of the present. Therefore one of key problems of innovation implementation, which holistic engineering is designed to resolve, is the lack of consistency and manufacturability for the combination of “production of the present – innovation – production of the future.” The key task of innovation management is creating relationships between consistency and manufacturability in the aggregate “production of the present – innovation – production of the future.” Solving this problem will be the key to the construction and implementation of projects for advanced development of this production. It is quite obvious that solving this problem requires the involvement of management innovations, which can be developed based on the system technology method. As already noted, the system technology method is a general model of integrity for the triad of system models “innovative production management, advanced development of production, innovative potential of the production system.” Stages of the method of system technology of innovative production management. Let's consider the method of system technology of innovation management aimed at the production and implementation of innovations in the production system. As a rule, with holistic engineering, this method can be recommended for the practical implementation of innovations in any production systems - information, material, financial, energy, educational and others. Stage 1 the original version of the problem, task, result, strategy, missionary and own goals of the innovation system . Stage 2 working version of the problem, task, result, strategy, missionary and own goals of the innovation system . Stage 3. Development for this innovation management system the original version of the management system principle Stage 4. Selection for a given innovation management system of one system model or a certain set of system models corresponding to the innovation system for description working version of the control system principle . Stage 5. Development for this innovation management system initial versions of the rules of the Law of Systematic Management Stage 6. Selection for a given innovation management system of one system model or a certain set of system models corresponding to the innovation system for description working versions of the rules of the Law of Systematic Management . Stage 7. Development for this innovation management system initial versions of the rules of the Law of Development of Management Systems , corresponding to the innovation system. Stage 8. Selection for a given innovation management system of one system model or a certain set of system models corresponding to the innovation system for description working versions of the rules of the Law of Development . Stage 9. Development for this innovation management system initial options for the principles of development of management systems , corresponding to the innovation system. Stage 10 working options for systems development principles , corresponding to the innovation system. Stage 11. Development for this innovation management system the original version of the system control technology method , corresponding to the innovation system. Stage 12. Selection for a given innovation management system of one system model or a certain set of system models for description working version of the system technology method , corresponding to the innovation system. Stage 13. Development for this innovation management system control system technology project to solve a specific problem, management task, to achieve a specific management goal corresponding to the system of innovation. Stage 14. Practical use project of system management technology in this innovative management system. Stage 15. Adjustment stages 1 – 14 based on the results of the practical application of system management technology in this innovative management system. Just as in the general case of using the method of system control technology, in this case you can apply key procedure“from the initial formula through finding the general model of the system to the working formula”: 13) development for this innovation management system original formula a component of a systemic philosophy corresponding to the system of innovation, the production and implementation of which is intended to be managed by this innovation management system, 14) formulation and solution for this innovative management system of the problem of finding general model system component of a systemic philosophy corresponding to the system of innovation, the production and implementation of which is intended to be managed by this innovation management system, and, further, 15) development and application for this innovation management system working formula a component of a systemic philosophy corresponding to the system of innovation, the production and implementation of which is intended to be managed by this innovation management system. Compliance with the Principle of Systematic Management. Let us formulate the general rules and principles of methods for constructing innovative management, using the Principles and Laws of systemic philosophy. We will consider the following set of systems: the idea of advanced development production – a systemic principle of the production structure of the future (or part of it), implemented with the help of a certain system of innovation; innovation system– a system of developmental influences on production, formed and implemented by innovation management in order to implement a certain idea of accelerated development; general idea of advanced development production - a general system of ideas for advanced development, designed for the creation and implementation of many systems of innovation in production; system-subject innovation management – part of systemic production management, designed to implement the idea of advanced development using a certain system of innovation; innovative production management– a systemic process carried out by the system-subject of innovation management; system-object innovation management – production of the present, as a system-object of innovation; result system innovative management – production of the future, in which the idea of advanced development is implemented; triad innovative management – “system-subject, system-object, system-result of innovative management”; production innovation management system– triad of innovation management. According to The principle of systematic management: “the general and specific ideas of advanced development must be represented by a general model of the system” and “to form and implement an innovation system, the innovation management system must develop and apply a general model of the system, corresponding to the idea of advanced development, to describe the totality of “production of the present - system of innovation - production of the future” and each part of this totality.” The remaining conditions for ensuring systematic innovation can be formulated in an obvious way if we use these conditions and the Principle of systematic management as a basis. Compliance with the Law of Systematic Management. According to the rule of the triad model of the Law of Systematic Management: “the triad of innovative management is formed and implemented in the operating environment of a certain set of triads of management systems. At least one of the models of the triad of management systems of the specified set is the best, in the sense of compliance with the general idea of advanced development, as a general model of the triad of innovative management.” According to rule of the system model of the Law of Systematic Management: “Each system of the innovation management triad – system-object, system-subject, system-result, is formed and implemented in its inherent operating environment of a certain set of management systems. At least one of the models of management systems of the specified set is the best, in the sense of compliance with the general idea of advanced development, as a general model of a certain system belonging to the triad of innovative management.” According to the rule of interaction between internal and external environments of the Law of Systematic Management: “Each system of the innovation management triad – system-object, system-subject, system-result, is formed and implemented as a set of ways and means of implementing the ordered interaction of ideas of the internal environment of a given system with ideas of the external environment of a given system in the sense of compliance with the general idea of advanced development. Ideas of the internal environment are ideas of advanced development inherent in parts of a given innovation management system. Ideas of the external environment are ideas of advanced development inherent in innovation management systems that are not part of this system. The innovation management triad, in turn, is formed and implemented as a set of ways and means of implementing ordered interaction, in the sense of compliance with the general idea of advanced development, ideas of the internal environment of a given triad with ideas of the external environment of a given triad. The ideas of the internal environment of the triad are the ideas of advanced development of the subject system, the object system and the result system. Ideas of the external environment are ideas inherent in control systems that are not included in this triad.” According to the rule of expanding the boundaries of the Law of Systematic Management. “the ideas of the internal environment and the ideas of the external environment of the innovation management triad have a mutual influence on each other through interaction channels that are outside the boundaries of the sphere of influence of this innovation management triad. This circumstance forces the innovation management triad to expand the boundaries of its sphere of influence and influence, in the sense of compliance with its inherent idea of advanced development, on the formation and implementation of ideas for advanced development of systems not included in this triad, for the purpose of its own survival, preservation and development. In turn, the ideas of the internal environment of the elements and the ideas of the external environment of each system of the innovation management triad (system-subject, system-object, system-result) mutually influence each other through interaction channels located outside the boundaries of the sphere of influence of this system. This circumstance forces each system of the innovation management triad to expand the boundaries of its sphere of influence and exert influence, in the sense of compliance with its inherent idea of advanced development, on the formation and implementation of ideas for advanced development of systems not included in this system, for the purpose of its own survival, preservation and development.” . According to the rule of narrowing the permeability of the Law of Systematic Management: “The triad of innovation management is a kind of “permeable shell”: through it, the mutual influence of ideas of advanced development of the internal and external environments of the triad is carried out within the boundaries of the sphere of influence of this triad, both regulated and unregulated during its formation and implementation. The presence of unregulated mutual influences of the ideas of advanced development of the internal and external environments leads to a distortion of the idea of advanced development inherent in this triad of innovation management, in the sense of compliance with the general idea of advanced development. This forces this triad of innovation management to narrow its permeability to ensure that its idea of advanced development is consistent with the general idea of advanced development. In turn, each system that is part of the triad of innovation management (system-object, system-subject, system-result) is also a kind of “permeable shell”: through it the mutual influence of the ideas of accelerated development of the internal and external environments of a given system is realized. within the boundaries of its sphere of influence, both regulated and unregulated during its formation and implementation. The presence of unregulated mutual influences of the ideas of advanced development of the internal and external environments leads to a distortion of the idea of advanced development inherent in a given system, in the sense of compliance with the general idea of advanced development. This forces this system to narrow its permeability to ensure that its idea of advanced development is consistent with the general idea of advanced development.” According to life cycle rule of the Law of Systematic Management: “the ideas of advanced development inherent in the systems that make up the external and internal environment of innovation management, as well as the ideas of advanced development inherent in the triad of innovative management and the ideas of advanced development inherent in each of its systems, can be at different stages of their life cycles - from conception to aging and withdrawal from the sphere of use (operation), regardless of the stage of the life cycle of a given innovation management system.” According to the rule of “reasonable egoism” of the Law of Systematic Management: “each system of innovation management (and each part of it) pursues the goals of its own survival, preservation, development (its own goals), which differ from those goals of innovation management for the achievement of which the environment forms the system of innovation management (missionary goals). The idea of an innovation management system (as well as the idea of each of its parts) must be represented by the DNIF model of the mind in order to ensure the implementation of the idea of advanced development. Going beyond the DNIF model of the mind (beyond reasonable egoism) leads to the destruction of the innovation management system or its element due to the corresponding reaction of the environment.” According to the rule of the three triads of the Law of Systematic Management: “The idea of advanced development, inherent in any system of innovation management, contains the idea of a result system, since it is a product of the activity of some system that designs and implements this system of innovation management. The idea of advanced development, inherent in any system of innovative management, contains the idea of a system-object, since it produces and sells the products of its management activities in the form of innovative management decisions, projects, programs, policies. The idea of advanced development, inherent in any production system of innovative management, contains the idea of a system-subject, since it affects at least one other system. Consequently, when forming and implementing the idea of advanced development inherent in each system of innovative management, it is necessary to use models of ideas of advanced development inherent in at least three triads of management systems, in the sense of compliance with the general idea of advanced development.” Compliance with the Law of Development of Management Systems. According to the rule of unity of generations of the Law of development of management systems: “the ideas of advanced development inherent in the previous, present and future generations of the innovation management system are described by one general model of the idea of accelerating development of the national idea. This rule applies to the innovation management system as a whole, as well as to each of its parts.” According to Rule for the development of internal potential of the Law for the Development of Management Systems: “The idea of accelerated development, inherent in the innovation management system, has internal potential - the potential to influence the survival, preservation and development of the innovation management system. For the survival of the innovation management system, it is necessary to maintain the internal potential of the idea of advanced development inherent in this innovation management system at a certain level. To preserve the innovation management system, it is necessary to develop the existing internal potential of the idea of advanced development inherent in this innovation management system to a higher level. To develop an innovation management system, it is necessary to create a qualitatively new internal potential for the idea of accelerated development inherent in this innovation management system. Models of preservation, development and qualitatively new internal potentials of the idea of advanced development inherent in this system of innovation management must correspond to the general idea of advanced development.” According to the rule of harmony of development of the Law of development of management systems: “the idea of advanced development, inherent in each generation of the innovation management system, should be represented by a model of a harmonious DNIF system that describes the production potential of the future as a harmonious combination of spiritual, moral, intellectual, bodily potentials, mental and physical health potentials based on the priority of spirituality and morality of the complex potential of the production system." According to rule for the development of external potential of the Law for the development of management systems: “the idea of accelerated development inherent in the innovation management system has external potential - the potential to influence the survival, preservation and development of the environment of the innovation management system, of which this system is a part. For the joint survival of the innovation management system and the environment, it is necessary to maintain the external potential of the idea of advanced development inherent in this innovation management system at a certain level. To jointly preserve the system of innovation management and the environment, it is necessary to develop the existing external potential of the idea of advanced development inherent in this system of innovation management to a higher level. For the joint development of the innovation management system and the environment, it is necessary to create a qualitatively new external potential for the idea of accelerated development inherent in this innovation management system. Models of preservation, development and qualitatively new external potentials of the idea of advanced development inherent in this system of innovation management must correspond to the general idea of accelerating development of the production system.” According to Law of technologization Law of development of management systems: “to develop the potential of the innovation management system, it is necessary to technologize the processes of implementing the idea of accelerated development inherent in this innovation management system. Technologization is, in this case, the transformation of the creative processes of the formation and implementation of a system of innovations aimed at implementing the idea of accelerated development, the implementation of which is available to a few, into the technology of formation and implementation of a system of innovations aimed at the implementation of the idea of rapid development, accessible to everyone, as well as having properties of mass character, certainty, effectiveness.” According to The law of non-decreasing diversity The law of development of management systems: “for the survival of the idea of advanced development inherent in a given system of innovation management, the diversity within the types of ideas of advanced development corresponding to the general idea of accelerating development of the production system should not decrease. To preserve the idea of advanced development inherent in a given system of innovation management, the diversity within the types of ideas of advanced development corresponding to the general idea of accelerating development of the production system must increase. Development of the potential of the idea of advanced development inherent in a given system of innovation management is possible only if the diversity within the types of ideas of advanced development corresponding to the general idea of accelerating development of the production system is qualitatively updated.” Compliance with the Principles of Management Systems Development. According to the principle of unambiguous correspondence between “goal and process” – structure" of system management: “for the purpose of systemic formation and implementation of a certain idea of accelerated development inherent in a given system of innovation management, the process of formation and implementation of an innovation system must be implemented, which clearly leads to the implementation of this idea of accelerated development, as well as the structure of the formation and implementation of an innovation system that clearly ensures the implementation of this process . Innovative management of the systemic formation and implementation of a certain idea of the rapid development of a production system is described by a holistic developing set of such correspondences “goal - process - structure of the holistic formation and implementation of an innovation system.” The one-to-one correspondence “goal – process – structure of the holistic formation and implementation of an innovation system” must correspond to the general idea of the rapid development of the production system.” According to principle of system management flexibility: “in accordance with the requirements of the external and internal environments of the innovation management system, regulations for the optimal restructuring of the correspondence “goal - process - structure of the holistic formation and implementation of the innovation system” should be formed. This regulation must contain rules for the optimal transition, if necessary, from one correspondence “goal - process - structure of the holistic formation and implementation of an innovation system” to a given other correspondence. At the same time, optimal (in the sense of a system of criteria for compliance with the general idea of advanced development) costs of time resources, as well as material, information and other resources of the innovation management system and the environment of the innovation management system, must be ensured.” According to the principle of non-degrading system management communications: “communications carried out during the implementation of the correspondence “goal - process - structure of the holistic formation and implementation of an innovation system”, in time (warehouse) and in space (transport) should not degrade the quality of implementation of the idea of accelerated development in the sense of compliance with the general idea of accelerated development of the production system or may degrade the specified quality within specified acceptable limits.” According to the principle of technological discipline of system management: “Firstly, there must be a technological regulation for each correspondence “goal - process - structure of the holistic formation and implementation of an innovation system”, optimal in the sense of a system of criteria for compliance with the general idea of accelerating development of the production system. Secondly, control must be exercised over compliance with technological regulations for each correspondence “goal - process - structure of the holistic formation and implementation of an innovation system” in the sense of compliance with a system of criteria for compliance with the general idea of accelerating development of the production system. And thirdly, there must be a system for making changes to the technological regulations in accordance with “goal - process - structure of the holistic formation and implementation of an innovation system”, optimal in the sense of a system of criteria for compliance with the general idea of accelerating development of the production system.” According to principle of enriching system management: “implementation of the correspondence “goal - process - structure of the holistic formation and implementation of the innovation system”, as well as each of its parts, should impart new useful properties (and/or form, and/or state), in the sense of the idea of accelerated development, to the production system as a whole , as well as parts of the production system." According to the principle of monitoring the quality of system management: “it is mandatory to establish criteria for the functioning of the correspondence “goal - process - structure of the holistic formation and implementation of an innovation system” in the sense of a system of criteria for satisfying the idea of accelerating development of the production system. Monitoring (analysis, assessment and forecast) of the quality of compliance “goal – process – structure of the holistic formation and implementation of an innovation system” in the sense of these criteria is also required. The qualities of all correspondences “goal – process – structure of the holistic formation and implementation of an innovation system” should be monitored in the sense of a system of criteria for compliance with the general idea of the rapid development of the production system.” According to the principle of manufacturability of system management: “the innovation management system must form and implement management decisions (projects, programs, policies) of such transformations of the innovation system and the production system of the present, as a result of which innovation systems become technologically advanced, i.e. ensuring the most effective (in the sense of implementing the inherent idea of accelerated development) use of the potential of the production system and the system-subject of innovation management.” According to principle of system management typification: “The production system of innovation management must implement management decisions (projects, programs, policies) aimed at reducing each of the possible diversity within the types of innovation systems (ideas for advanced development of the production system) to a limited number of standard innovation systems that are reasonably different from each other. This condition also applies to the variety of elements, processes, structures, subsystems, systems, triads of systems, and all other parts of the innovation management system that can be used in the correspondence “goal - process - structure of the holistic formation and implementation of the innovation system.” According to principle of system management stabilization: “it is necessary to find and ensure the stability of the most effective modes of processes and structures in accordance with the “goal - process - structure of the holistic formation and implementation of the innovation system.” Such modes provide the most effective (in the sense of a system of criteria for compliance with the model of the idea of advanced development of a production system) use of the potential of the system technology method for high-quality production and implementation of innovation systems.” According to the principle of human release in system management: “due to the implementation of the correspondence “goal - process - structure of the holistic formation and implementation of a system of innovation” by computers and other machines, mechanisms, robots, automata, organisms, it is necessary to free up a person to produce innovations in the field of development of spirituality, morality, intellectual level, mental and physical health potential of the production system." According to the principle of continuity of system management: “the productivity of the correspondence “goal - process - structure of the holistic formation and implementation of the innovation system” must correspond to the capabilities of the production system for the effective use of innovation in the sense of a system of criteria for compliance with the idea of advanced development. Consumer capabilities of the correspondence “goal – process – structure of the holistic formation and implementation of the innovation system” must correspond to the capabilities of the production of intellectual property objects by the external environment of the innovation management system.” According to principle of system management balance: “resources spent on the formation and implementation of the correspondence “goal - process - structure of the holistic formation and implementation of an innovation system” over a certain period of time should not exceed the increase in resources in the external environment resulting from the implementation of the idea of accelerated development inherent in this system of innovation management , for the same period of time in the future." According to the principle of environmental friendliness of system management: “the impact of production, technological, social, natural and other systems on each other, resulting from the implementation of the correspondence “goal - process - structure of the holistic formation and implementation of a system of innovation”, should lead to the sustainable progressive development of each type of these systems and their combinations.” According to the principle of coordinated development of system management: “the development of correspondences “goal - process - structure of the holistic formation and implementation of a system of innovation” and the types of elements, processes, structures, other parts of these correspondences must correspond to the evolution of problems, intentions and goals of the external and internal environments in connection with which the idea is formed and implemented advanced development inherent in this system of innovation management. The development of the idea of accelerated development inherent in a given system of innovation management should be based on coordinated management, in the sense of the general idea of advanced development, by the project of the idea of accelerated development inherent in this system of innovation management and the projects of ideas of accelerated development inherent in the external and internal environments of this system of innovation management." . In this section, as well as in the previous sections, on the basis of such a methodology as the method of system technology, part of the general regulations of holistic engineering is built for the construction of scientific theory and practical projects of innovation management, in this case. Using the components of this regulation when carrying out holistic engineering, it is possible to propose specific methods of innovation management for a specific production system. Chapter 11. Holistic engineering (fifth and sixth stages). Law of systematic production system This chapter is devoted to the regulations for the implementation of stages 5 and 6 of holistic engineering, i.e. regulations for constructing working rules of the Law of Systematicity based on the results obtained in , as well as in previous chapters. The regulations proposed in this chapter are intended for the development of methods for theoretical research and practical construction of projects for system technology of production and management activities. The law of systematic activity is formulated in general form in . The formulation of each rule of the Law of Systematic Activity (Chapter 2) is considered as the initial formula of this rule in relation to some production system of activity. A key holistic engineering procedure must be applied to this production system. One of the system models (Chapter 4) is then applied to the original rule formula to find a working formula for the rule. The use of the working rule formula is carried out using system models of the process and structure of activity (Chapters 5 and 6). As a result of these procedures, each rule of the Law of Systematic Production Systems is formed and implemented using holistic engineering: “The 5th and 6th stages of holistic engineering plus the key procedure “from the initial formula of the rule of the Law of Systematicity through the task of choosing an appropriate model of the general system to the working formula of this rule of the Law of Systematicity of production and management activities.” Using the regulations for constructing the working rules of the Law of Systematicity proposed in this chapter during holistic engineering, it is possible to construct the corresponding parts of the system technology project for the production system. The results of the procedures for applying the rules of the Law of Systematicity are formed as parts of the general “design project” of the system technology of production activities, created in the process of engineering the production system. Management decisions are the most important tool in the management process of any organization and company. Decisions are studied at the level of managerial work, and their adoption at the level of processes leading to the appearance of the product. The decisions made by company managers contribute to effective functioning and real opportunities to achieve goals. Innovative management decisions are considered the most complex decisions in the field of management. They are adopted most often when it is impossible to solve problems for which previously known methods were used. Innovative management decisions can be made effectively if managers pay great attention to detail and use completely new approaches. Every manager must find the ability to solve unpredictable problems that require innovative approaches with the ability to think creatively. In modern conditions, situations arise that often require new techniques and technologies to form innovative solutions. Classification of management decisionsManagement decisions are classified according to various criteria. In accordance with the resources used, decisions can be made in the material, technical, financial, personnel, and information spheres. Depending on the use of authority and power, management decisions include volitional ones, supported by authority and power (decisions made by formal leaders in their field), and volitional ones, not supported by authority and power (activities of informal leaders or decisions made by leaders outside their sphere of authority ). Depending on the number of options for possible actions, solutions can be divided into standard, binary, multi-option and innovative. Innovative management solutionsInnovative management decisions are made under conditions in which it is practically impossible to predict certain options for action in advance, while the situations themselves are characterized by novelty and uncertainty. In these situations, management needs to formulate a completely new, unparalleled, creative solution. Innovative management decisions are decisions that facilitate the introduction of new technologies into the production process. But sometimes, when applied to management decisions, the concept of “innovative” will not mean the introduction of technical or technological innovations. Such innovations are introduced using a different type of decision, for example, by selecting one new technology from several possible ones after conducting a detailed technical and economic analysis. Features of innovative solutionsInnovative management solutions are often innovations in management technologies and business processes. At the initial stage, the enterprise’s innovative management decisions included the introduction of a process approach in the field of quality management, a method of comprehensive feedback in the field of employee performance assessment, the transition to managing production and logistics processes on the “just in time” principle, etc. Innovative management solutions are the defining approach to solving new and already known problems. Developing an innovative solution always requires managers to use their existing creative potential. Sometimes, to develop innovative management solutions, an enterprise attracts experts who are specialists in the relevant functional areas of the company’s activities, creative individuals. A distinctive feature of innovative management solutions is their synergy, that is, high efficiency with low expenditure of resources, including money, time, and number of employees. Examples of problem solving
The introduction of an innovative development department into the organizational structure of an enterprise is very necessary and important in relation to the further development of the innovative activity of the enterprise. According to the staffing table, the structure of the department for innovative development should include: specially trained personnel consisting of 3 people - 1 head of the department, performing the duties of a manager for innovative development, and 2 specialists in innovative development with clearly defined responsibilities. Structure of the innovation department The main responsibilities of the department head are: development of management decisions; organization of ID planning in all areas; improving the forms and methods of work of the department; making contacts with the external environment; consideration of proposals for innovative activities, after which he can: reject the proposal, send for additional examination, postpone the proposal, implement the proposal. The main responsibilities of innovation development specialists are: formation of a portfolio of novelties and innovations; participation in the preparation of thematic reviews, exhibitions, symposiums; keeping records of the effectiveness of the use of information and innovative materials at the enterprise; preparation of reports on the work of the innovative development department; receiving and processing rationalization proposals; registration of innovative personnel Managing the activities of an organization means striving to achieve maximum performance results. Undoubtedly, the main assistant in the field of management will be a specialist in the field of management, that is, the innovation development department will be headed by an innovation manager, who will report to the chief engineer. Based on the analysis of various literature, we can propose a new system of motivation for innovative workers: Organization of stimulation of creativity, that is, encouragement of rationalization proposals that find application. Organization of “payment for qualifications” for wide-profile specialists who have managed to make some contribution to the scientific and technical development of the enterprise. You can also tie the salaries of some managers to the number of new products they introduce. You can also reward employees depending on the complexity and riskiness of the proposed inventions. As you know, anything that helps strengthen a person’s sense of self-esteem can serve as a means of motivation: ) you can use vacation banks that combine paid vacation days and sick days; ) designers should not limit the scope of their professional activities to the framework of a separate enterprise, even providing them with a significant package of material benefits; ) it is advisable to send leading workers on foreign business trips, internships, short-term courses to improve the knowledge of leading workers; ) you can introduce a system of competitions at the enterprise. The winners need to be given promotions, certificates, salary increases and bonuses before the next competition. Both moral and material incentives must be enshrined in special documents at the enterprise. Moral encouragement should not be separated from material rewards. To ensure the normal functioning of the department. Project costs include capital (one-time) and current costs: Table 11 — Costs for creating an innovative development department Go to page: Introduction………………………………………………………………………………3 1. The role and influence of innovation in the life of society…..……….………….4 2. Classification of innovations………………..……………………………..6 3. Characteristics of innovation……………………………………………7 4. Stages of the innovation process……………………………………..8 5. Concept, types and results of innovative activities…………10 Conclusion………………………………………………………………………………..….12 List of references…………………………………………………………….13 Introduction Innovation — This is an introduced innovation that provides a qualitative increase in the efficiency of processes or products that is in demand by the market. It is the end result of a person’s 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. The innovation process involves many participants and has its own infrastructure. It is carried out at the state and interstate levels, in regional and sectoral areas, and local (municipal) formations. All participants have their own goals and form organizational structures to achieve them. Innovation, being a powerful engine of social progress, has many positive effects, but, nevertheless, it is not without negative aspects in environmental and social terms. Innovation forces society to change its way of life. And the greater their specific gravity, the stronger and more noticeable the changes they cause. Therefore, the role of innovation must be considered in all its diversity. The role of innovation in society Currently, the world does not stand still; it is constantly evolving. Today, a modern person can no longer imagine his life without a telephone, computer, car, household appliances, namely, without innovations that have become familiar to us. Most scientists believe that innovation is the main driving force of economic and social development. Innovative activity has led the world community to a new, higher stage of development. Innovation has a huge impact on the economy. It is even impossible to cover the entire breadth of their application. The most basic points of influence of innovation are identified: 1. Innovation affects the quality of products; completely new or improved products appear that can most fully satisfy human needs. 2. Innovation contributes to economic growth, new sectors of the economy and a single market are created (for example, the Internet). 3. Thanks to innovation, the share of competent specialists increases. 4. The impact of innovation on people's living standards - they improve human living conditions. 5. Innovation helps reduce production costs. New technologies are being invented that can reduce the consumption of electricity, water, etc. d. Innovation helps increase profits. Products of higher quality are created, the number of products produced increases in the same amount of time. 6. Innovation affects the competitiveness of an individual or organization. J. A. Hobson opined that true competitive advantage lies in the ability to find new markets, produce new products, and invent new ways of making products. If a company has an innovation that is in demand in the market, then this will be its competitive advantage until new ones are created that have greater advantages. The priorities of the state innovation policy of the Russian Federation include federal target programs: “National technological base”, “Development of electronic technology in the Russian Federation”, “Development of civil aviation equipment”, “Informatization of the Russian Federation”, “Dual-use technologies”, “Development of industrial biotechnology”, "Restructuring and conversion of the defense industry." It is necessary to highlight the main cost items associated with the innovative development path: 1. Expenses for various types of scientific development. 2. Internal research and development costs. Positive changes are taking place in the structure of the information technology market. The software and services sector is growing faster than the hardware sales sector. Demand is growing from not only large but also medium-sized companies. An important indicator is also the growth rate of the number of Internet users. It clearly demonstrates the degree of literacy and activity of the population in the field of information technology and determines the dynamics of the country’s socio-economic progress. The number of Internet users is increasing year after year. In the future, there should not be a single settlement left that does not have a telephone, that does not have access to the Internet, or access to information resources. 123Next ⇒ Date of publication: 2015-11-01; Read: 3460 | Page copyright infringement Studopedia.org - Studopedia.Org - 2014-2018 (0.001 s)… Organizational aspects of innovation managementTo ensure an effective innovation process, it is necessary to build and implement all its elements - from strategic planning of innovations to their implementation As markets globalize and government influence increases on the attitude of Russian state-owned companies to innovation, the demand for the real results of innovative activities of enterprises increases. However, in practice, investments in innovation are not often effective investments. Why does this happen and what can be changed in the organization so that new products and approaches are profitable? This was discussed in the speech of Andrey Andrusov, a partner at Branan, at the “Big Consulting’11” forum in St. Petersburg. Definitions First of all, it is necessary to introduce the basic concepts with which we will operate. We will understand the term “innovation” in a broad sense in accordance with the methodology adopted by the Organization for Economic Co-operation and Development (OECD). That is, innovations can be both global (unique at the world level) and local, limited to a specific market or enterprise. In addition, innovation involves not only the invention and implementation of completely new products, technologies and business processes, but also the borrowing (adaptation) of existing ones. We will also consider the innovation process in an expanded version: it includes four elements, each of which is important and requires separate consideration:
Problems of the innovation process Before moving on to solving the problem of the efficiency of the innovation process, we list the most common difficulties associated with the introduction of innovations and management of the innovation process in Russian companies. 1. Lack of necessary elements of the innovation process. We are talking primarily about the gap between the investment program and the R&D plan (the element of “creating demand for innovation” is missing); as a result, a large number of useless developments are created, while the investment program is based on old, ineffective solutions. In addition, the innovation process often ends with the R&D stage (the “implementation of innovation” element is missing), which leads to a waste of the budget. 2. Lack of motivation to improve efficiency. The reasons for this can be sought in the Soviet legacy or in the pricing system (especially in regulated industries), but it is not the causes that are important, but the consequences: the creation of innovations for show, the “mastering” of the R&D budget, the implementation of truly interesting inventions by the authors outside the enterprise. 3. Lack of organizational support. If innovation is a slogan not supported by appropriate organizational decisions, then everyone and no one is responsible for innovation, there are no clear processes for implementing employee proposals, R&D departments do not receive tasks and feedback from production and marketing structures. This dampens the enthusiasm of innovators. 4. Low entrepreneurial culture and the problem of intellectual property (IP) protection. Much has already been written about the objective and subjective problems of intellectual entrepreneurship in Russia. We just want to emphasize that it is difficult to build a normal innovation process in an environment where initiative is punishable, an entrepreneur is a dirty word, people don’t trust each other and no one really knows what intellectual property is and why it is necessary to pay for it. Five components of success in innovative development In order to remove or at least reduce the influence of the above factors on the innovation process, it is necessary to work simultaneously in five directions:
Organizational decisions for each element of the innovation process 1. Determining priorities for innovative development It is obvious that the company’s clearly outlined and declared strategic goals allow it to concentrate efforts and resources on key areas of innovation and avoid financing non-core ones. Already at the strategy development stage, a list of requirements for the economic efficiency of projects should be formed and a range of possible sources of financing should be outlined. It is important to take into account that in Russia there are currently a number of development institutions (RUSNANO, RVC, Skolkovo Foundation, VEB) that are ready to co-finance investment-attractive innovative developments of manufacturing enterprises. The requirements of co-investors can influence not only the requirements for projects (payback period, internal rate of return, amount of financing), but also the choice of strategic priorities. Organizational support for the process of strategic planning for innovation may include: a) the appointment of a manager responsible for innovative development, b) the creation of a unit that forms proposals for choosing directions for innovative development, c) the formation of a collegial body that makes appropriate decisions (innovation committee, board, scientific and technical council). The last two mechanisms make it possible to improve the quality of decisions made, and the first one is to ensure the implementation of the decisions made. Thus, according to a PricewaterhouseCoopers (PwC) study, just appointing a responsible top manager increases the likelihood of introducing innovative products and technologies by 15 percentage points. Formation (identification) of demand for innovations Once the strategic development priorities of the company have been identified, you can move on to creating demand for innovation. This phase will result in structured and, where possible, public requests for innovation. They must be consistent with the priorities of innovative development and contain requirements for the result (for example, properties of materials, percentage of cost reduction) and a quantitative assessment of the expected effect, which determines the maximum cost of the sought solution. For example, at Cisco, marketers determine requirements for future products (stage 1), and technologists, based on these requirements and understanding of the existing level of technology, formulate a development request (stage 2). In practice, this stage is often absent, and any innovative ideas are considered. The initiators of innovative projects, as a rule, are scientific rather than production departments of the enterprise. As a result, the research conducted does not always correspond to the company's strategic priorities and market needs. Possible structural solutions include: — development and implementation of a process for implementing methods for identifying needs for innovation; in this case, various tools can be used: brainstorming, interviewing and questioning technical specialists, technology audit; — formalization and implementation of procedures for filtering requests based on the degree of compliance with strategic priorities, requirements for investment attractiveness, and requirements of co-investors; — creation of information platforms for publishing and discussing requests for innovations. 3. Search/generation, selection and refinement of solutions In response to a request for innovation, solutions must be found that meet the requirements. To do this, processes must be established and built for searching and generating ideas, filtering (selecting) them and refining them to the level of a ready-made solution. The result should be solutions that are ready for execution, economically feasible and consistent with strategic priorities (in particular, those in demand by the market). It is at this stage that R&D departments (present in most large companies) or external developers become involved. These units perform the function of a generator of ideas, a creator of an acceptable solution. The problem is that it may not be optimal. There may already be a number of ready-made solutions on the market, which are cheaper to buy than to develop. But it’s more common to load “our” developers. Our scientists will always find something to do to keep themselves busy so that funding for their development does not decrease. And as a result, huge resources are spent on refining unnecessary, unpromising or non-priority ideas, and even in large Western companies only one out of ten patents is successfully implemented. 1 How are these problems solved organizationally? First, it is necessary to integrate analysis of existing solutions into the solution search process. It is important here to go beyond formal patent keyword searches. Secondly, channels for attracting new ideas can be developed. In particular, to create communication platforms for publishing requests, holding competitions of ideas, and collecting ideas. You can use ready-made Internet platforms. In any case, it is necessary to proceed to ordering research only after less expensive sources of solutions have not yielded results. Thirdly, it is necessary to create procedures for analyzing, screening and finalizing ideas, as well as units that professionally carry out this work, or attract external contractors for this. 4. Introduction of innovations Ultimately, the result of the innovation process should not be reports, but real changes in the product line, technologies or processes that provide the company with a competitive advantage. In practice, the process of introducing innovations is often either not carried out at all or is insufficiently controlled, as a result of which developments are not used, changes do not occur, the budget is wasted, and no one is responsible for it. And if it is possible to achieve the desired result, this is perceived by management as the necessary minimum, and the initiators and performers are left without well-deserved encouragement. The following structural solutions to these problems can be identified: — appoint results-motivated people responsible for the implementation of innovations (possible option: create a project office); — formalize procedures for monitoring the implementation of innovations and constant feedback; — formalize the bonus system for all participants in the innovation process. A PwC study showed that using an employee incentive system increases the likelihood of introducing innovative products and technologies by 29 percentage points. Key organizational decisions So, to ensure an effective innovation process, it is necessary to build and implement all four of its elements - from strategic planning of innovations to their implementation. But first of all, it is necessary to make a decision on the following organizational issues: 1) appointment of a manager responsible for the innovation process (stages of strategic planning, generating requests for innovation and their implementation); 2) selection/creation of a development center (stage of searching/generating ideas); 3) selection/creation of an analytical center (stages of screening and finalizing ideas); 4) selection/creation of a project management center (implementation stage).
There is no universal answer to these questions: the answers depend on the specifics of the enterprise. We will give just a few factors that in practice influence the adoption of relevant decisions. The choice of the person responsible for innovation is determined by the personal characteristics of managers and their teams, as well as the degree of importance of innovation for the business - responsibility can be assigned to an existing manager (for example, director of strategy or IT, chief engineer, etc.) or a special position can be created (for example , director of innovative development). The development center can be in-house or external. According to PwC, 55% of large Russian companies have their own R&D departments, and only 20% of companies use external contractors. This is because many companies view research as a source of their main competitive advantage, and therefore subcontracting it out is detrimental to the business. At the same time, the concept of “open innovation” is becoming increasingly widespread abroad, the essence of which boils down to the phrase of Henry Chesbrough (an active supporter of this concept) “Not all smart people work for us,” which implies the need for active use of external research resources . Analysis, selection and refinement of solutions can be carried out by our own analytical center, external consultants or, in some cases, by specialized expert councils. The choice depends entirely on the complexity of the tasks, the availability of the necessary competencies in the company and outside it, as well as the economic feasibility of outsourcing. Project management can be carried out in a central project office or delegated to project managers at the production unit level. This is due to the necessary degree of centralization of innovation functions and business diversification. The forces of attracted specialists can also be used here. Conclusion It is impossible to provide a complete and detailed description of the innovation process in a short article. We tried to structure it and highlight those organizational measures that help make investments in innovation more effective. There is no ideal system for managing the innovation process at enterprises: it depends on the characteristics of the functioning of the enterprise, the industry, the number and qualifications of personnel and many other factors. Our experience in the development and implementation of management systems allows us to conclude that through structural changes and process optimization it is possible to achieve very high innovation efficiency: reduce the number of unpromising developments and concentrate efforts and resources on the highest priority areas and ultimately lead the company to success through innovative development. Notes: 1 Procter and Gamble data for 2002 Andrey ANDRUSOV, Anton RYAPOSOV Arutyunova Topic 1. Innovations as an object of innovation management1.1. Definition of innovation and innovation. Criteria for innovation.In a competitive environment, it is necessary to constantly modernize products, expanding product lines, which will make it possible to achieve high profit margins for a long time and defend leadership positions in the market. Some aspects of innovation management: 1. Innovation as an object of management identified in post-industrial society. At previous stages of the development of society, innovation was not considered as one of the factors of competitive success, and accordingly was not singled out as a separate subject of research and management. 2.Interaction between strategy and innovation. Currently, the directions of strategic and innovation management are complementary and, therefore, they need to be considered in a complex: strategy is focused on innovation, and innovation underlies the results of strategic management. Currently, there is no generally accepted terminology in the field of innovation. The key concepts are scientific and technical progress, innovation, innovation, innovation, which, as a rule, are identified. It is generally accepted that the concept of “innovation” is the Russian version of the English word innovation. The literal translation from English means “innovation.” In the theory of innovation, there are 3 fundamental terms: novelty (novation), innovation, innovation. (rice)
Innovation(innovation) is a formalized result of fundamental, applied research, development and experimental work in any field of activity to improve its efficiency. Innovation is close to the concept of “invention”, because is a specific result of the development of a new scientific idea, in the form of a sample, differing from previously used qualitative characteristics that allow increasing efficiency. Innovations can take the form of: discoveries, patents, trademarks, innovation proposals, documentation for a new or improved product, technology, management or production process, organizational, production or other structure, know-how, concepts, scientific approaches or principles, document, results of marketing research. So innovation - this is new or updatedproduct anyone's creative activities proposed consumers for further conversion and use. The process of introducing an innovation to the market is usually called the commercialization process. The period of time between the emergence of an innovation and its implementation into an innovation is called the innovation lag. Innovations act as an intermediate result of the scientific and production cycle and, as they are practically applied, they turn into scientific and technical innovations - the final result. The development of innovations is the implementation of a commercial (entrepreneurial) idea to satisfy the demand for specific types of products, technologies, and services as goods. The presence of demand indicates their competitiveness, which is an important result of innovation. Innovation(English: “innovation”) means innovation as a result of the practical (or scientific and technical) development of an innovation. There are many definitions of innovation in the literature. — B. Twiss defines innovation as a process in which an invention or idea acquires economic content. — F. Nixon believes that innovation is a set of technical, production and commercial activities that lead to the appearance on the market of new and improved industrial processes and equipment. — B. Santo: innovation is a socio-technical-economic process that, through the use of practical ideas and inventions, leads to the creation of products and technologies that are better in their properties. If an innovation is focused on economic benefit, then its appearance on the market can bring additional income. — J. Schumpeter interprets innovation as a new scientific and organizational combination of production factors, motivated by the entrepreneurial spirit. Analysis of various definitions of innovation leads to the conclusion that the specific content of innovation is change, and the main function of innovation activity is the function of change. The Austrian scientist I. Schumpeter identified five typical changes (1911): 1. The use of new technology, new technological processes or new market support for production (purchase and sale). 2. Introduction of products with new properties. 3. Use of new raw materials. 4. Changes in the organization of production and its logistics. 5. Emergence of new markets. Later (1930), he 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 transportation means, markets and forms of organization in industry. Innovation- this is the final result of introducing an innovation with the aim of changing the control object and obtaining economic, social, environmental, scientific, technical or other type of effect, i.e. profitable use of innovations in the form of new technologies, types of products and services, organizational, technical and socio-economic decisions of a production, financial, commercial, administrative and other nature. In management, innovation is defined as the creation and introduction of products or services that offer benefits to consumers that are perceived by customers as new or improved. Thus, consumers do not always need a new product, but solutions that offer new benefits. Features of the definition of innovative activity: Often the term "innovation" is used as a synonym for the word "invention". Specialists in the field of technology often use phrases such as, for example, “innovative developments,” which rather corresponds to the terms: technology, business process, business idea. There is a common misconception that innovation occurs in the high-tech sector. In fact, innovation is happening in everything from bread baking to oil production. There are simply companies that prefer an innovative development path, that is, they constantly reinforce their industry or market leadership with technical innovations. They allocate significant funds for R&D, employ a large staff of specialists, and are not afraid to outsource the development of new products and processes. Innovation helps companies get ahead of competitors, gain additional profits by reducing costs, increasing productivity, creating new products and new markets, etc. The most fertile soil for the birth of innovation is competition. It is competition that forces us to constantly improve, reduce costs, and look for new markets. And innovation represents a very significant competitive advantage. And often innovation is a chance for small companies to make a qualitative leap, leaving behind larger market participants. Innovation must have target. Having a goal can improve the quality of innovation—which means more effective new developments, often without increasing investment. However, having a goal does not guarantee increased sensitivity to market changes. In any case, to succeed, you must first make a decision about where to move next. And what is the goal to pursue? Innovative activity is synonymous with entrepreneurial activity. For the convenience of analysis, companies should be distinguished by volume: large ones - in which there are entire departments of innovative development and small ones - in which the main role is played by an innovative entrepreneur. To succeed, it is necessary to expand the scope of perception. But while entrepreneurs have no problem with this, large corporations, looking at the market through the prism of the reports of their marketing departments, often find themselves unable to innovate effectively unless they define the goals of the development and research process. Having a goal also provides a certain stability that allows innovators to remain open to ideas and opportunities longer. In this regard, an innovator is identical to an entrepreneur. It is necessary to evaluate the effect not only from the position of the seller, but also from the position of the consumer, and also take into account the negative consequences of the development of innovations. A new product becomes a successful innovation if it meets the following four criteria. 1.Importance . A new product or service must provide benefits that are perceived as meaningful by consumers. 2.Uniqueness . The benefits of a new product must be perceived as unique. If consumers believe that existing products offer the same benefits as a new product, it is unlikely to be highly rated. 3.Sustainability . A new product may offer unique or important benefits, but if it is easily imitated by competitors, its prospects for market penetration are dim. Patents are sometimes a barrier to competition, but in most industries, the most effective means of ensuring sustainable innovation is a company's nimbleness in the marketplace and strong supplier brands." 4.Liquidity . The company must be able to sell the created product, and for this it must be reliable and effective; must be sold at a price that consumers can afford to pay; To deliver and support the product, the company must develop an effective distribution system. Using the criteria, it is possible to explain the phenomenon of innovation, which ensures economic growth, as the final result of the innovation process, expressed in a new commodity high-tech product, in demand by the market, protected as intellectual property or oriented towards a positive effect. In accordance with international standards innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced into the market, a new or improved technological process used in practical activities, or a new approach to social services . Therefore, the properties of innovation from the company’s position are: Scientific and technical novelty, Manufacturing applicability Commercial feasibility (acts as a potential property, the achievement of which requires certain efforts). The commercial aspect defines innovation as an economic necessity realized through the needs of the market. Let's pay attention to two points: — “materialization” of innovation into new types of products, means and objects of labor, technology and organization of production; - “commercialization”, turning them into a source of income.
Sometimes innovation is seen as a process. This concept recognizes that innovation develops over time and has distinct stages. The terms “innovation” and “innovation process” are close, but not unambiguous. The innovation process is associated with the creation, development and dissemination of innovations . From the above it follows that innovation must be considered continuously with the innovation process. Barmashova L.V., associate professor of the department. Management and Economic Analysis, Ph.D. VF GOU MGIU In order for enterprises to overcome the crisis, in order to ensure sustainable development, a priority role should belong to their innovative activities, which will ensure the continuous updating of the technological and technical base of production, the development, development and release of new competitive products and access to world markets for goods and services. All this requires reforming the activities of the enterprise, including labor potential. In the nineties of the 20th century, the country entered a new stage of its development - the stage of building a post-industrial society, which is the result of the socio-economic revolution taking place in the modern world. Post-industrial society has its own specific technologies, production and technological systems and production relations. In them, the main role is played by information technologies, high production technologies, which are the result of new physical, technical and chemical-biological principles, and innovative technologies and systems based on them, innovative organization of various areas of the enterprise. The end result of the activity should be the creation of a new form of organization of the enterprise economy - an innovative economy. By the innovative economy of an enterprise we can understand that this is an economy that is based on knowledge, innovation, on the friendly perception of new ideas, new machines and equipment, systems and technologies, on the readiness for their practical implementation in various fields of activity. At the same time, the special role of knowledge and innovation possessed by the enterprise’s labor resources is highlighted. In the innovative economy of an enterprise, under the influence of scientific and technological knowledge, traditional spheres of material production are transformed and radically change their technological basis. Information technologies, computerized systems and high production technologies are the basic systems of the innovative economy of an enterprise. In their development, they radically transform all means of receiving, processing, transmitting and producing information, and radically technologize intellectual activity. The main features of an innovative enterprise economy include: Today's actively developing economy dictates conditions to firms and organizations in which, in order not to be left behind in progress and business, they are forced to constantly evolve. The changes taking place in society are so global that this time it is no longer possible to get by with a simple reorganization of labor. Today, in order to meet the times, its norms and trends, entrepreneurs must be able to interest a potential client, attract him with a new product or service, and retain him. Not all enterprises are able to take on this challenge. One of the main reasons for this is the lack of established and established traditions of doing business - something that developed countries are so proud of. This circumstance turns out to be a significant obstacle, especially in the long term. A certain degree of spontaneity is still present in the activities of both economically developed organizations and start-up companies. If in the West the implementation of any project has a fairly strict, proven algorithm, then in Russia, most often, they act “with their own mind,” relying on their own experience and intuition, which, by the way, are not always sufficient to replace scientifically based and proven business methods. It is these issues of development and implementation of new projects from the point of view of organizational management that innovative management deals with. This relatively young discipline has already shown itself to be the only possible way to accumulate and systematize knowledge and experience in introducing innovations in enterprises. Innovation management helps to effectively manage innovation processes related to the creation, development, production, and distribution of new, progressive products and services to consumers. Techniques of innovation management can be divided into the following groups.
Let's look at what innovation management techniques exist: Rice. 1. Let's look at some of the techniques of innovation management. 1. Innovative marketing. The innovative marketing complex includes the development of an innovative strategy, market analysis and operational marketing. It will be discussed in detail in the next section. 2. Benchmarking Benchmarking is the study of the activities of business entities, primarily their competitors, with the aim of using their positive experience in their work. It includes a set of tools that allow you to systematically find and evaluate all the positive advantages of other people's experience and organize their use in your work. The concept of benchmarking comes from the English word benchmark - benchmark, reference point, comparison base. The common spelling of the word with a dash - bench marking - is acceptable, but not entirely correct. In general, benchmarking is aimed at studying business. In relation to innovation, benchmarking means studying the business of other entrepreneurs in order to identify fundamental characteristics for developing their own innovation policy and specific types of innovation. 3. Engineering. The survival of organizations in modern conditions is possible only with their adaptation and constant adaptation to the changing environment. It is these strategic tasks that are solved when designing and developing something new in an organization. The solution of this kind of problems in foreign literature is called engineering. Engineering itself (English engineering - ingenuity, knowledge) means engineering and consulting services for the creation of new facilities or large projects. Engineering activities are carried out both by the companies themselves and by numerous engineering consulting firms. Innovation engineering is a set of works to create an innovation project, including the creation, implementation, promotion and dissemination of a certain innovation. Innovation engineering has its own specific features, which are as follows: innovation engineering is embodied not in the material form of the product, but in its beneficial effect, which may have a material carrier (documentation, drawings, plans, schedules, etc.), or may not have (staff training, consultations, etc.) ; innovation engineering is an object of purchase and sale, therefore it must have not only a materialized form in the form of property or property rights, but also a commercial characteristic; innovation engineering, unlike, for example, franchising and know-how, deals with repeatable services, i.e. services whose cost is determined by the time spent on their production and therefore have many sellers. Franchising and know-how are associated with the implementation of new, currently irreproducible knowledge that is available to a limited number of sellers. In practice, the provision of engineering services is often combined with the sale of know-how. And sometimes this leads to confusion between the concepts of “engineering services” and “technology exchange”. Engineering includes two fundamentally different approaches: improvement (improved performance by 10-50%); reengineering (growth of indicators by 100% and above). To carry out innovation engineering, the following must be done: Conduct preliminary market research and select a promising market segment for innovation. Set goals for financial changes in the market and identify challenges facing innovation. Conduct a feasibility study of an innovative project. Determine the amount of costs of all types of resources and the number of workers required to create the project, as well as determine the time frame for completing the work on the project and its economic efficiency as a whole. Prepare an innovative project in the form of a document. Consult performers on all aspects of this project. In general, innovation engineering aims to obtain the best economic effect from investing in a new product and identify promising areas of innovation. 4. Reengineering. Reengineering is a type of engineering method. The American scientist M. Hamler, introducing the term “reengineering” into scientific circulation, gave it the following definition: “Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic, step-change improvements in modern company performance indicators such as cost, quality, service and pace.” Reengineering as a technique of innovation management affects the innovation process, aimed both at the production of new products and operations, and at their implementation, promotion and distribution. In innovation management, reengineering is associated with a specific goal facing the innovation: a current need or a strategic need for innovation. Based on this, they distinguish: crisis reengineering; development reengineering. Crisis reengineering is caused by a sharp drop in sales of an innovation due to a decrease in demand for it or due to a decline in the image of its seller. This situation is evidence of a tendency towards a decrease in the competitiveness of the product in the market, and possibly towards bankruptcy of the seller. Therefore, there is a need for immediate implementation of measures to eliminate the emerging crisis. The main reasons for this crisis can be considered: customer dissatisfaction with the profitability and other attractive qualities of this innovation; change in buyer policy. In particular, the turn of buyers from immediate financial gain to receiving income in the long term from investing capital in innovation; inconsistency of the organization and management of the economic process with the requirements of the time and market situation (largely due to the personal shortcomings of the manager); inefficiency of the business process of innovation. The business process of innovation represents the actions of management personnel in the economic process and is expressed by many types of organizational and managerial activities within the enterprise, each of which has its own input and output. In other words, the business process of innovation is an ordered set of works in time and space, indicating their beginning and end:  Rice. 2. The figure shows that the innovation business process in a simplified form includes three private business processes: 1) Business process of an application for innovation. Begins with a clear statement of the idea behind the innovation and ends with a list of specific requirements that the new product or new operation must meet. 2) Business process for producing innovation. Begins with the receipt of an order specifying the specific characteristics of a product or operation and ends with the appearance of the product or operation itself in materialized form as a thing ready for sale. 3) Business process for implementing innovation. It begins with putting it up for sale and ends with the sale itself, and in some cases with after-sales service. Development reengineering is caused by a decrease in the sales volume of a product (operation) due to the fact that the current structure of the organization and management of the seller’s business process, in terms of its level of development, has already reached a certain limit above which the sale of innovation is impossible. Development reengineering is designed to introduce innovation for the long-term restructuring of a business process and involves a transition from a business process to business process reengineering. Business process reengineering is the optimization and management of a business process and can be carried out using the following methods: 1) Orientation to the entire process. Here, an effective result when restructuring a business process is achieved by reorganizing the entire process as a whole, and not by solving individual tasks and aspects of this process. 2) Focus on a qualitative leap. In this case, the business entity, when restructuring the business process, sets as its goal not the elimination of some individual shortcomings in the work, but a revolutionary breakthrough (leap) in the technology of production and sale of the product. 3) Elimination of complexities in business. The use of this method involves the abandonment of established work rules, the previously unshakable principles of conducting the business process and the transition to new business technologies. 4) Use of effective technologies in business. This method is aimed at using more effective forms of advertising and media that correspond to new work goals in modern conditions and in a specific situation. This may include the use of the Internet, consultations in the media, mini-conferences on innovation (at the enterprise, on television, on the radio), etc. Based on international experience, the following company reengineering participants are identified for the implementation of a medium-sized project: The project leader is a member of the company's senior management who leads the organization and implementation of reengineering. Process owners are managers responsible for updated processes. The chief methodologist is a company specialist responsible for the development of methods and tools to support reengineering, as well as coordinating the implementation of various projects within the framework of this campaign. A reengineering team is a group of specialists (company employees, as well as experts and developers invited from outside) to carry out reengineering of the selected process. Observers Committee. Formed from representatives of the company's senior management. The main goal of the committee is to determine the overall reengineering strategy and monitor the implementation of the project. To date, approximately half of reengineering projects have failed. The causes of failure and the factors that contribute to success are constantly being researched. Researchers note such success factors as: project motivation, interested and competent management; employee support, clearly defined roles and responsibilities; understandability (transparency) of the project, tangible results and acceptable risk; focusing on priority goals and an autonomous project budget; technological support and consulting support. 5. Brand innovation. An innovation brand is defined as a system of characteristic properties of a new product or operation that shapes the consciousness of the consumer and determines the place of this innovation in the market, as well as its manufacturer or seller. The reason for innovation entering the market is fierce competition between business entities. The success of winning this competition is largely determined by a properly developed brand strategy and the effectiveness of its application. In a broad sense, brand strategy means a comprehensive study of the image of an economic entity based on the promotion of its brands on the market. The basis of a brand strategy is the development and promotion of a brand as an integral marketing complex to create additional competitive advantages for a given entrepreneur in the market. As an innovation management technique, brand strategy means managing the process of implementing new products and operations on the market based on the promotion of innovation brands. The competitive advantages that come from developing and using an effective brand strategy are as follows:
The price management technique in innovation management is a way of influencing the price mechanism on the implementation of innovation. Price management technique includes two main elements:
The pricing factors in the production of a new product or operation can be external and internal, but it is the external factors that are decisive. External pricing factors reflect the influence of the external environment in relation to the manufacturer or seller of innovations. Such factors include the optimal (most realistically realized) buyer demand for a specific innovation and the solvency of these buyers. This makes it possible to establish the maximum level of demand for a given innovation and take it into account when changing various characteristics of the innovation, etc. Internal pricing factors reflect the financial and production activities of the innovation manufacturer or its seller. Such factors include the cost of certain types of product that have a material form, the seller’s costs for selling the innovation, the amount of revenue (or profit) that needs to be received from the sale of the innovation, etc. Pricing policy is a system of basic principles and rules used to set prices. A well-thought-out pricing policy plays an extremely important role in promoting and disseminating an innovation. When developing a pricing policy, it is necessary to take into account the influence of external and internal factors. External factors of pricing policy include: changes in customer demand, their interests and habits, the activity of competitors in the market, changes in the economic policy of the state and in the policy of local authorities regarding taxes, fees, rates and rental conditions, etc. Internal factors pricing policy include the desire not so much to increase your income as to raise your image and rating (i.e. work for the future), the enterprise’s desire to avoid accusations of monopoly in the market, his interest in increasing his market share, increasing cash flow from the implementation of innovations, desire to avoid bankruptcy, etc. When developing a pricing policy, you must: Determine the goals of the pricing policy for a specific innovation. Assess the demand for innovation in a given period of time and in the future, taking into account changes in the conditions of the economic situation. Analyze and evaluate the production and economic potential of the enterprise. Study the work of competitors, their prices, product characteristics, etc. Examples of directions of pricing market strategy in relation to the implementation of innovation: Do not reduce prices for a specific innovation below the total cost of its production, sales and the optimal level of profitability. The desire to provide prices below competitors' prices for a similar product. Focus on competitors' prices. Increasing the volume of sales of innovations due to lower prices or better conditions for investing capital in them by buyers of innovations, etc. 7. Fronting the market. Market fronting or fronting (from the English front - “to go to”) is an operation to capture the market of another business entity or a foreign market. 8. Merger. Merger is the takeover of one company by another, in which the latter loses its corporate status. This does not create a new company. Innovation is the object of influence from the economic mechanism, influencing the processes of creation, implementation and promotion of innovations, and the economic relations that arise between sellers and buyers. Innovations can be divided into technological, product, organizational and administrative. Organizational and administrative innovations in almost all cases take place during the introduction of both technological and product innovations. There is also a classification based on such characteristics as continuity, degree of novelty, prevalence, etc. The influence of the economic mechanism on innovation activity is carried out by certain techniques and special management strategies in the management system. Together these techniques and strategies represent innovations in the management system. The objectives of such a management system are: Planning the organization's activities in the field innovations in the management system. A mission is formulated, that is, the organization’s activities are aimed at innovation; Organization of activities in the field of innovation; Motivating participants in this activity; Systematic evaluation of results. Innovative management lies in management strategy and tactics. Strategy decides the general direction and methods of applying means to achieve certain goals. Tactics are specific methods for achieving certain goals under given conditions. The objects of management and development in the management system are the innovation process and economic relations between buyers and sellers. Functions of innovation management can be of two types: functions of the subject of control and functions of the control object. The first include forecasting, planning, organization, regulation, coordination, stimulation and control. The second includes risky investment of capital, organization of the innovation process and promotion of innovations on the market. The organization of innovation management is a system of measures that are aimed at the ideal combination of all its elements in the process of controlling innovation. The elements of such a process are objects and tools and technologies of an innovative quality management system. Tools of labor are all kinds of technical means. For example, devices that are designed to collect, store, analyze and transmit information. The subject is command information. Technology is a set of methods for implementing an information product. The organization of innovation management combines the elements listed above into one functioning system. The first stage innovations in the management system is an innovation process that serves as the foundation of strength and the effectiveness of using management system techniques depends on it. The second stage is determining the management goal. The goal may be to attract funds, profit, increase the market segment, etc. One of the important stages is the choice innovation management strategies. The choice of innovation management techniques depends on the correct choice of strategy. Usually, when choosing a strategy, a certain stereotype is used, which consists of experience and existing knowledge, information received, and the results of evaluating this information. Another important stage is the development of an innovation management program and the organization of activities to carry out the work. A management program is a set of actions of performers, which are agreed upon in terms of timing, results and financial support, to achieve certain goals. Also, the innovation management system includes monitoring the implementation of the planned program, analyzing and evaluating the effectiveness of innovation management techniques and adjusting innovation management techniques. Currently, innovation management is the formation in large organizations of unified scientific and technical complexes that combine production and research into one process. |
New
- Analysis of the material flow management system of the production enterprise OJSC Ares
- Electronic signature medium
- Presentation "Table Tennis" (6th grade) in physical education - project, report
- Download work on the topic: Geographical envelope
- Open Library - open library of educational information Relative release of working capital as a result of acceleration
- Topic "Measuring the length of a segment
- Nuclear energy Download presentation on nuclear energy
- Construction of business centers: business plan, project, estimate, paperwork
- Peer-reviewed online journal “Current Endocrinology” Men and hormonal imbalance: causes of endocrine disruptions
- Presentation: "Great Britain", 11th grade presentation for a geography lesson (11th grade) on the topic
