In industrialized countries, industrial R&D over the past decades has become the largest component of national scientific potential and the most important source of competitive advantage. In industrial companies, science, as the main and practically inexhaustible source of innovation, has combined with a specific consumer of innovation. According to the company management Direct Group there is a need to actively expand R&D within the industrial sector. The correctness of this position is confirmed by the fact that through the production and sales of products, the results of scientific research are already being commercialized and satisfying the real needs of society.

Another feature of managing the development of R&D in commercial education, based on the example of the development of innovation management of which this work was written, is the reliance on the collective organization of work, headed by a scientist - innovator and organizer.

Innovative activity is characterized by a high degree of uncertainty and risk, especially when performing fundamental and applied research. When choosing an innovation project and making decisions, the element of risk is also very large; it depends on the completeness of information, the quality of the proposed project, methods and approaches to decision making. Uncertainty is minimal when mass producing a new product. But when an innovation enters the market and the diffusion of innovations, the elements of uncertainty and risk increase again, decreasing with a stable sales volume and high competitiveness of the innovation. Let us trace the features of innovation management at different stages of their life cycle.

Many creative ideas are not the result of a logical process of increasing knowledge and traditional ways of thinking. For-profit innovative organizations such as Direct Group, will always depend on spontaneous creative acts. In conventional, traditional enterprise operations, “methods and approaches leave very little room for chance, but the success of entrepreneurial projects remains largely dependent on the quality of the ideas or concepts on which they are based,” writes renowned innovation management expert Brian Twiss. Twiss B. Management of scientific and technical innovations. - M.: Economics, 2012. P. 163.

At the stage of scientific research in Direct Group An unconventional management approach is valued. At the same time, it is necessary to combine the freedom of creative individuals, the discrepancy between personal, group and entrepreneurial interests with the task of effective search and selection of a project.

The role of the research director in Direct Group goes beyond simple selection of creative workers, setting strategic goals and operational control. He is required to create a creative moral and psychological climate, stimulate risk, ensure broad contacts between scientists and a high level of their awareness, create conditions for free creativity, tolerance and criticism.

Among the methods of creative problem solving, scientist B. Twiss names analytical and morphological, as well as non-analytical methods, among which “brainstorming”, methods of associations, analogies and synectics occupy an important place. These methods are in service with our organization.

Synectics tries to organize the creative process on the basis of overcoming orthodox thinking. The operational control of the creative act is explained on the basis of fundamental logical and psychological processes.

In R&D management, two areas of decision making are most important: project selection and development completion. At the same time, applied research is characterized by a fairly high level of consistency and focus. Projects are selected to ensure a balanced portfolio; it is formed in order to solve the strategic objectives set by the company simultaneously with the optimal use of resources.

R&D costs range from 3% to 5% of sales.

As follows from the analysis of costs by stages of R&D in Direct Group, the largest share is made up of documentary and organizational and technical support for the development of a new model. This suggests the growing influence of technical and technological innovations and the desire to have our own scientific reserve and a developed R&D network.

The innovative orientation of the group is clearly manifested in the fact that R&D is viewed as a long-term perspective, relatively little dependent on short-term changes in market conditions. This approach is not unique. Most of the world's leading industrial companies spend from 5% to 7% of total sales on R&D.

The development of innovative activity in countries where government participation in research and development is limited and the role of budgetary allocations in R&D expenditures actually seems to be the only option for the development of the national economy, where active research and development work of commercial enterprises comes to the rescue. The situation in Russia is aggravated by the difficult state of the academic sector and the insufficient productivity of university science.

The virtual absence of a project finance market in Russia, the unsatisfactory state of the intellectual property market, the lack of an established practice of technology transfer, as well as restrictions on the import of new technologies bring the tasks of developing R&D in large companies to the forefront.

The renewal of production can be carried out in various ways: through the acquisition of patents, licenses and know-how, conducting in-house research in the company’s functional R&D departments, and creating in-house venture units for the development and commercialization of innovations.

The company faces various alternatives for acquiring R&D - through the acquisition of small firms with a high level of scientific development, through inter-firm research and production cooperation, through the creation of joint ventures, etc. The company creates a risk capital fund to finance small innovative businesses with the establishment of control over it or subsequent acquisition.

The effectiveness of the update is influenced by: the quality of the innovation - product, the quality of the technological solutions used and the characteristics of the organizational and technical conditions of the project. The factors that determine the quality of a product or new product being mastered are the technical level of the product, its manufacturability, resource intensity, degree of unification and standardization, comparative technical and economic efficiency of the old and new models.

Indicators of innovation quality can be any parameters and properties of a product. For the most comprehensive idea of ​​the technical level of innovation, indicators are divided by properties, method of measuring them, stages of production and operation. To complete the characteristics, both absolute indicators of properties in physical or value terms and relative ones are used.

Central management, designed for fixed production factors and a deterministic type of production and product, is irrevocably a thing of the past. In a market economy, any individual independently determines its innovation strategy and organizational structure, chooses the type of technology used, selects the necessary technological equipment and brings into circulation the required quantity and quality of material and intangible resources.

Organization of activities Direct Group in the field of using innovations is a very complex procedure, consisting of individual stages that affect the life of the innovation as a whole. The project approach is based on consideration of the entire scientific and production cycle, which is understood as the process of development, creation, implementation and dissemination of innovations, right up to the decommissioning of the product.

Original document?

Introduction
1.1 The concept of innovation, R&D
1.2 R&D management
2 Marketing of innovations
2.1 Types of innovative marketing
2.2 Strategic and operational marketing of innovations
3 Formation of competitive advantages
3.1 Types of competitive advantages
3.2 Managing the formation and retention of competitive advantages
Conclusion
List of sources used

Introduction

A significant transformation in the nature of economic development, the need for constant support for competition at the proper level of goods and services, has developed an urgent need to expand scientific research and development in organizations of various forms of ownership, which especially concerns industrial and manufacturing enterprises. The basis for managing the organization is the policy of technological renewal of the innovation strategy and the activation of various forms of R&D.

Freedom of innovation inevitably entails a wide range of changes in the main directions of science and scientific knowledge, in technology and production technology, as well as in the emergence of many social, organizational and managerial innovations.

Properly structured management of the development, implementation and creation of innovations will allow any organization to increase not only the efficiency of its activities, but also to reach a qualitatively new level among its competitors. To properly present innovations, it is also necessary to pay attention to marketing and the formation of competitive advantages.

The purpose of the test is to familiarize yourself with the range of patterns and practical skills in organizing and managing innovative activities, namely, considering the management process of development, implementation, creation of innovations, studying the basics of marketing innovations and the formation of competitive advantages.

Based on the set goal, the following tasks must be solved:

- consider the concept of innovation, R&D, study R&D management, consider the management of the creation and implementation of innovations;

- study the types of innovation marketing, highlight the basics of strategic and operational marketing of innovations;

- study the types of competitive advantages, consider the processes of managing the creation and retention of competitive advantages.

1 Management of development, implementation and creation of innovations, R&D

1.1 Concept of innovation

In most cases, innovation is understood as the fact of novelty that is present in a particular object, event or phenomenon, for example, a new order, laid down method, etc. On the other hand, this concept is interpreted as a component through which it is possible to create a product that would have consumer value and would be in demand among consumers. Some experts understand that innovation is defined as a “documented development based on the results of previously conducted research.” That is, innovation is the result of stage 1 of developing a new idea into practice.

Analyzing these opinions, we can highlight that the main meaning of the concept of innovation is the fact that certain characteristics of an object, noted at the current moment in time, differ from the same characteristics that were inherent in it in the past. And the fact of creating a new object is also an innovation.

Based on the foregoing, certain new characteristics of an existing object, as well as the appearance of a new object, represent innovation. It is necessary to keep in mind that, regardless of the nature of the appearance of an object, it can be at various stages: idea, development, planning, implementation, result, just as innovation goes through this path - from an idea to the result of the practical implementation of this idea.

It is worth noting that the creation of innovation is not complete without R&D.

Research and development work is a set of works aimed at obtaining new knowledge and practical application in the creation of a new product or technology. R&D includes :

The two areas of decision making that are most important in R&D management are project selection and development completion.

When considering applied research, they are characterized by high systematicity and purposefulness, along with an element of uncertainty. Projects are selected that make it possible to have a balanced portfolio, it is developed in order to solve the strategic objectives set by the organization, along with the optimal use of resources.

R&D costs in modern practice typically range from 3 to 5% of sales. The distribution of costs by stages of work carried out as part of R&D by the average innovative business organization is shown in Figure 1. Since this is not so common in Russia, and is currently only gaining momentum, statistics on the distribution of costs by stages within R&D are given on average for the USA and Japan (as for countries where this action is very developed).

Figure 1 - Relative importance of various types of R&D, on average for organizations in Japan and the USA, %

Classification of research and development in modern organizations is made into three groups:

- fundamental research in the field of new technologies;

Figure 2 - Integral indicator of the technical level of innovation

To analyze fundamentally new projects and forecast fundamental and applied research, methods are used based on the construction of the so-called goal tree, or forecast graph (construction and analysis of a goal tree).

1.3 Management of the creation and implementation of innovations

Organizing the activity of an enterprise in the field of using an innovation is a rather complex procedure, which consists of individual stages that affect the life cycle of the innovation as a whole. The project approach is based on consideration of the entire research and production cycle, which is understood as the process of development, creation, implementation and dissemination of innovations up to the decommissioning of the product.

In a highly competitive environment, businesses are looking for ways to show off their unique sides that set them apart from others. Some seek to improve existing products and attract customers as much as possible with a favorable price-quality ratio, while other companies choose to manufacture.

4 Essential Questions to Ask Yourself Before Innovating

1. Does your business need innovation at all?

How often does a leader need to engage with or change company strategy? Most directors who have created successful businesses and management consultants agree on one thing: in modern times - constantly. A change in strategy is not an indicator of weakness, but, on the contrary, an indicator of the survivability of the company.

In the article we have collected four types of strategic approaches, their examples, as well as templates and tables for defining a company's strategy.

Often, the head of an enterprise does not understand exactly what role innovation plays in his business. Some company heads exaggerate their importance, while others, on the contrary, underestimate them.

2. What specific results should each of the innovations bring?

It’s easy to get carried away by the process of introducing innovation, but do not forget that any activity must pursue a specific goal.

3. Does the company know how to work with new ideas?

If work with new ideas is not structured correctly, this can lead to a waste of resources on obviously losing projects, and therefore undermine the motivation of the company’s employees.

4. How will you overcome staff resistance to change?

Most people are comfortable living in the old way rather than getting used to something new.

How to determine the need for innovation in an enterprise

The introduction of innovation is a fairly serious decision that requires an integrated approach when analyzing the situation. It is necessary to examine the work of the enterprise in the context of the following aspects.

Financial stability analysis

In the modern world, there are many methods that help determine the financial stability of an enterprise. For example, in order to predict financial condition, you can use correlation and regression models. Or you can also resort to the method of conventional economic analysis, which takes into account indicators of capital structure and profitability, business activity and liquidity, and so on. The specific set of parameters that will be assessed varies depending on the industry of the enterprise and other factors. In any case, if the analysis of this aspect shows the presence of a crisis, this means that innovation is necessary.

Demand analysis

As part of the study of demand, it is necessary to study the general dynamics over 5 years, and not only the demand for products as a whole, but also for individual goods should be analyzed. If during the study a drop in demand is discovered, then innovation needs to be introduced.

Analysis of innovation activities

Few indicators have been developed that characterize innovation activity, and therefore there are few methods for assessment. According to one of the well-known methods, the following indicators should be calculated:

• product renewal coefficient (ratio of production volume to sales volume);
• technology renewal coefficient (the ratio of the number of new technological processes to their total number);
• coefficient characterizing the scientific level of the enterprise (the ratio of the amount of costs for innovation to the total amount of production costs);
• coefficient reflecting the share of implemented own innovative developments in the total number of the company’s own developments;
• indicator of the share of own developments in the total number of developments implemented by the enterprise.

Due to the fact that there are no standards for these values, if the analysis reveals a deterioration in dynamics, or the calculation is completely impossible, then it is necessary to resort to the introduction of innovations.

A practitioner tells

​Madhavan Ramanujam, member of the board of directors and partner of the consulting company SimonKucher & Partners, San Francisco (Silicon Valley)

Innovation is the introduction of completely new products. Not necessarily as innovative as the iPod or iPhone, but it's not just an old product in a new color either. This definition represents 95% of the hard day-to-day work on a product. Revolutionary innovations like the iPod are the exception.

Companies are now spending more on innovation and new product development than ever before. Globally, we are talking about $1.7 trillion. However, the results of these investments are monstrous. 72% of new products do not live up to expectations and do not bring planned profits.

One of the biggest misconceptions is that it is enough to invest a lot of money into innovation. We encounter it everywhere: in Asia, Europe and the USA.

Methods for introducing innovations in an enterprise

Method 1.Forced method

This method involves forcefully overcoming resistance from subordinates. In general, this is an undesirable process and quite expensive, but it saves a lot of time. That is why it is used in conditions of severe time pressure and only when the nature of resistance is obvious.

Method 2.Adaptive deviation method

This method involves introducing changes gradually over time. The process is led by a dedicated project team. In any case, sooner or later resistance will arise, albeit weak. Conflicts within this approach must be resolved through peaceful negotiations and compromises. This method is used when there is no need for urgent measures and there is a temporary reserve.

Method 3.Crisis management

This method is used in cases where the administration is in a critical situation, in a state of crisis.

Method 4.Resistance control

This method is considered adaptive and is used in a certain time period, within specific deadlines. If time begins to run out, then the method takes on the features of a forced method. If the urgency drops, then, on the contrary, the method approaches the method of implementing change.

Development and implementation of innovations

Method 1.Self-implementation

The simplest and most obvious approach to introducing innovations in an organization is to launch and implement the project in-house. Advantages of this approach:

1. Full control of the project by the company.
2. Maintaining the benefits of a successful project within the enterprise.
3. Having a competitive advantage through achieving vertical integration.
4. The ability to change technology or operations within a project at any time.
5. There is no need to build relationships with external suppliers and strategic partners, whose interests may not coincide with the interests of the organization.

However, this approach also has disadvantages/

1. Doing it yourself can be expensive and very time consuming.
2. If the developed innovation turns out to be useful for goods or services that the company has not previously produced, then new product development will be necessary to generate revenue.
3. It is often difficult for a non-technology firm to compete on cost with the best technology.
4. An organization's ability to tailor innovation to its own preferences can be a disadvantage if the company has too many modification requests (causing delays, increasing complexity and risk of unreleased products, and inflating project budgets).
5. By independently implementing a project, the enterprise alone bears the risks of its failure.
6. Active efforts to develop new technology often disrupt core business operations (mostly for non-technology companies).

Method 2.Traditional outsourcing

With this method, it is assumed that the service provider has all the necessary knowledge and has the resources necessary to implement the technologies. Outsourcing is a great tool for achieving cost savings when launching new technologies. However, there is a significant drawback - this is not always a reliable way to create innovations.

When an outsourcing agreement is concluded, it covers services and technologies. In order for this detail to be specified, the technology used must already exist. In this regard, the main emphasis is not on innovation itself, but on effective implementation.

Method 3.Purchasing innovations

Buying innovations is perhaps the fastest way, which does not have many risks. After all, this technology has already been tested on the basis of another company.

Despite the quick results, there are certain disadvantages.

1. Difficulty integrating purchased technology.
2. The technology may not be efficient enough.

If you approach the acquisition process responsibly and analyze the future technology, the risks described above will be reduced, and the acquired technology will become an effective tool for the company’s development.

Method 4.Joint ventures

Some organizations introduce technological innovations into production through joint ventures with other companies. This method does not have many of the disadvantages of previous models:

1. In joint production, risks and costs are also shared by everyone.
2. By combining partner forces, weaknesses are leveled through the exchange of experience.
3. Shared economic interest encourages sharing the best of the company.

However, despite all the strengths of joint production, in order not to sink the common project, you need to take certain steps and not forget about some nuances:

1. Partial control over assets and technologies should be given to third parties.
2. The longer the project duration, the more difficult it is to manage co-production, since the interests of the companies may change over time.
3. Do not forget about daily work, thinking only about strategic advantages.
4. Very often, disputes that arise during co-production are difficult to resolve.

If many mistakes were made at the stage of creating a joint venture, then the dissolution of the joint venture becomes a very difficult and unpleasant procedure. It is necessary to redistribute rights to intellectual property and other assets, manage relationships with potential and actual clients, and so on.

Any organization that plans to create a joint production with other enterprises must take this decision seriously and plan everything, take into account what rights and obligations are given to which company, and so on.

Method 5.Strategic alliances

A strategic alliance is an excellent alternative to a joint venture. Often, an alliance involves a fairly complex agreement in which all participants act as both clients and service providers. When creating a strategic alliance, it is necessary to detail the rights and responsibilities of all partners, especially paying attention to managing third-party clients so that participants can predict possible problems in advance and change the point of application of forces in accordance with new business needs.

Within the framework of such cooperation, all partners can focus on improving their key technologies, while all companies participating in the alliance are interdependent, which means that the costs of improving technologies will be low. All members benefit from increased income.

As mentioned above, agreements on the creation of such alliances are quite complex and they must reflect answers to the following questions:

1. Will one organization or all participants introduce new technologies to consumers?
2. What should you do if a client wants to interact with one supplier out of all?
3. How should responsibility for expenses and income be divided among alliance members?
4. What to do if a client sues any member of the alliance? How to distribute this responsibility among other companies?
5. What information can be shared among partners and what must remain confidential?
6. If a common innovative technology is created, who will own the license and intellectual rights?

Work through all these issues and formulate clear rules in the cooperation agreement to prevent conflicts and unpleasant surprises in the future.

Method 6.Innovation incubators

For companies in industries that require significant research expenditures and long product development cycles, such as pharmaceuticals, the need to reduce costs and reduce risks early on is especially important. Some businesses collaborate by cross-licensing intellectual property, coordinating research, and sharing research results. These forms of collaboration are sometimes called innovation incubators or patent pools.

Each participant should be involved in a joint analysis of research results in order to decide what to do with this or that research - postpone it, allocate funds for joint development or further refinement on the ground.

Thoughtful distribution of intellectual property rights, licenses and royalties in such models is critical. Despite the complexity of dealing with intellectual property issues, the innovation incubator model has proven valuable for companies that must spend significant amounts of money on research and development.

This model has another drawback: patent pools often involve cooperation between competing companies, so participants must ensure compliance with antitrust laws. Therefore, any organization planning to participate in this model must obtain the support of the state antimonopoly authority.

How to introduce innovation into business: a step-by-step strategy

Stage 1.Preparation

At this stage it is necessary:

• determine the main content and level of changes;
• draw up a preliminary plan for changes that are aimed at achieving certain improvements;
• analyze the driving and restraining forces, as well as the potential that can support change;
• choose a transformation strategy and methods that will help overcome resistance;
• decide who else is needed to plan the change and how to involve them;
• find and analyze problems that may arise in the process of innovation;
• draw up a plan according to which changes will be introduced, as well as determine the main criteria that will become the basis for evaluating innovations;
• determine the resources that are needed for implementation (these resources include personnel, finance, material goods, external consultants, etc.).

Stage 2."Defrosting"

As part of this stage you need:

• take time to relieve psychological stress in the company;
• choose the best methods for training and informing employees, as well as determine strategies for introducing innovation;
• monitor the progress of preparations for implementation, and if necessary, adjust plans and approaches to their implementation.

Stage 3.Change

This stage includes:

• changing only what is necessary to achieve the desired improvement;
• availability of sufficient reserves of time and other resources in case of unexpected difficulties;
• a possible change in strategy if, as experience (yours, employees or consultants) suggests, this will contribute to the success of the implementation of innovative technology;
• informing company personnel about the success of transformations.

Stage 4."Freezing"

As part of this stage you need:

• allocate all the resources necessary to consolidate the result;
• consider further training to work with the implemented innovation;
• implement the plans themselves (to use the results of innovation), taking into account the situation.

Stage 5.Grade

At the assessment stage you need to:

• conduct a study of all the consequences that arose after the introduction of innovation, as well as analyze their perception;
• organize (and maintain in the future) feedback with everyone affected by the changes (outside the company and inside it);
• inform everyone about the results of innovation implementation.

5 rules for managing innovation implementation

1. 30% rule

The essence of the rule is that at least 30% of the organization's total turnover must come from new products (that is, those that were launched on the market no more than four years ago). At the same time, you should not try to extend the life of successful products. Even successful products become obsolete, and they need to be replaced with innovative solutions, something new, or something else introduced, and this needs to be done before competitors.

2. The Three C Rule

In its full version, this rule looks like this: “listen, watch and ask.” It extends not only to working with information that comes from customers, but also to encouraging employee initiative. If you listen carefully to your customers and try to understand their problems, you can understand what kind of innovative product will be in demand by them in the market. Encouraging the initiative of the organization's personnel creates a special climate that involves the introduction of innovation. An employee can come to the manager with the craziest idea, but it is always worth listening carefully to the subordinate, because it can be truly original.

3. 15% rule

The company's R&D staff can spend 15% of their time developing their own initiatives. This rule gives the employee freedom; it is easier for him to generate ideas and test their effectiveness.

4. Quantitative Goal Rule

It is necessary to give employees more freedom, but this does not replace the need to set quantitative goals for them: if you refuse them, it will be more difficult to move forward. The process of bringing new ideas to life in a company must be formalized: idea - concept - opportunity assessment - development - adaptation - launch.

At each stage a decision is made whether to go further. When a new product is invented, you always need to be prepared for the fact that it will not be successful. And even if you have spent money on development, sometimes it is important to be able to stop in time so as not to lose even more.

5. The Patient Money Rule

Many developments are planned to enter the market only in 10-15 years, and these investments ensure stable long-term success of the company.

How to evaluate the effectiveness of innovation in an enterprise

Any innovation, as has been mentioned more than once, implies some positive effect. Innovation can be assessed in terms of efficiency and impact. Effect is a purely commercial result, while “efficiency is the ability of an innovation to create additional profit per unit of resource attraction.” Based on the definitions, the following types of innovation effect can be distinguished:

1. Scientific and technical.
2. Economic.
3. Social.
4. Ecological.

There are a number of parameters by which you can evaluate an innovative project. The commercial effect of innovation is not the most important in this chain. The innovation must be assessed along the complete results chain. From a practical point of view, the commercial effect is of greater interest to both investors and creators. It is defined as the difference between income and expenses that arose as a result of its implementation.

The effectiveness of innovation activities is assessed by the following indicators:

1. Project cost.
2. Net present value of the project.
3. Profitability.
4. Internal rate of return.
5. Payback period of investments.

6 rules for working with personnel when introducing innovations

Rule 1.Narrow Gate Rule

This method of working with personnel can safely be called ideological, in other words, it is completely based on corporate culture. With this management method, any innovation will be invented by a creative team, which is considered prestigious to be a part of, and working with such a team is interesting. Many people strive to pass through narrow doors. This is the main motive for highly productive work, and therefore ensures the success of innovation. We can say that participation in the development of innovations and their implementation becomes an incentive for employees.

The narrow gate rule can be used as the basis for regular innovation activities in an enterprise. There is a second meaning of this rule, which lies in taking into account the capabilities of a qualified employee. In other words, when a new employee is involved in the process of introducing an innovation, it is important to consider how he can act in this case.

Research shows that if at the very beginning such an employee is given the opportunity to freely choose any method of work, and the most optimal method is offered later (for example, in the form of instructions), then even if he wants to use the optimal method, he will deviate from the proposed instructions and act according to -to your own. Moreover, if an employee is immediately offered the optimal method of work, then the options for the means he uses at the end of the work process will be insignificant. Based on the above, it can be understood that the second aspect of this rule is to limit the variations of the future innovation, to follow the general plan from the beginning of the innovation.

Rule 2.Rule for climbing stairs

According to sociological studies, indicators of the quality and efficiency of work improve much faster and for a long period of time when new work methods are introduced quickly enough, and then stable work is carried out using the introduced method for some time (“rest” from innovations).

A staggered implementation practice, compared to a continuous implementation practice, results in improvements being achieved faster and lasting longer. In other words, the ladder rule can be expressed as follows: new methods of work should be introduced quickly, alternating periods of intensive implementation (several days, or at most weeks) with periods of stable work using new methods (“rest areas”).

Rule 3.Repetition rule

This rule is that the effectiveness of innovation looks like waves. In this case, the highest point of the wave, that is, the maximum value, is called the efficiency plateau. According to this rule, after reaching the highest point, efficiency most often begins to fall.

In order to maintain efficiency at the crest of the wave for as long as possible, it is necessary to conduct training for employees that will help consolidate previously acquired skills (using the narrow goal rule). In other words, this rule may sound like this: when introducing new work methods, it is necessary to pay attention to the education and training of personnel.

Rule 4.Preheat Rule

Old knowledge and skills of employees have different effects on the process of acquiring new knowledge. This impact can be both positive and negative. Old habits begin to break down in a process called “unfreezing.”

At this time, employees of the organization experience discomfort, anxiety and try to look for information that can reduce this level of anxiety. If “unfreezing” does not occur, then the staff will interpret any innovation through the prism of old views and approaches. This rule says the following: when introducing innovative forms of work, it is important to convince people that the usual methods are already outdated and are not suitable for solving new problems.

If you try to introduce new methods without first destroying the usual order, you risk running into the negative impact of old skills and knowledge.

Rule 5.The rule of tired but happy

According to the theory and practice of effective management, you should set goals higher than the result you actually expect to get. However, goals still need to be realistic to achieve. An employee who is involved in implementing change must have high expectations and be truly confident in the effectiveness of his or her work.

This effect can be cumulative: in the process of increasing labor efficiency, an employee takes on more and more responsibilities, which means he expands his opportunities for growth and development.

Low expectations, on the contrary, reduce work efficiency, and therefore contribute to distrust in the process of introducing innovations. This rule can be formulated as follows: when formulating the goals for introducing innovations, it is worth setting them above the desired result.

Rule 6.Feedback rule

To finally convince employees that innovation is truly effective, you need to act, not talk. That is why, as a manager, you must record improvements in work efficiency in order to then justify the effectiveness of the introduced innovations.

In other words, this rule may sound like this: the success of innovation is largely determined by the presence of effective open communication between the manager and subordinates. Information about the successes and failures of innovation implementation should be timely, since only in this case is it possible to quickly adjust the implementation process and at the same time convince your team to work even better without disappointing people.

Examples of innovation implementation in Russia

Example 1. In 2009, a Russian IT company wanted to repeat the success of the antivirus it launched on the market a year ago. Its sales amounted to about half a million boxes. The company made the updated version of the antivirus a premium product: in expensive packaging and on a different medium - a flash card instead of a CD. We also wanted to start promoting a version of the antivirus for mobile phones.

The crisis confused all the cards: both individuals and companies bought only the most necessary things. However, the company was not going to give up. To achieve the goal, she offered additional value instead of reducing the price. When antivirus sales fell, the logical step seemed to be to lower the price a little. But I didn’t want to do this, especially since the cost of the product had already increased due to the fall of the ruble.

Therefore, instead of reducing the price, customers were offered additional value: they included an English-Russian electronic dictionary with the antivirus as a bonus. Why a dictionary? Because in Russian retail this is the second most popular type of software after antiviruses. A new version of the antivirus with a dictionary as a gift was released to the market in August 2009.

Demand for the updated box exceeded expectations, so the price was even increased by 10%. At first they were going to release two types of product: with and without a dictionary, but 10% cheaper. However, the market voted for the version with a bonus, and within three months the company completely updated the line, starting to offer only the version with a dictionary.

Example 2. A Russian manufacturer of medical equipment has created a new device - a device for physiotherapy. Its analogues have already proven themselves well in the markets of Europe and Russia, and in our country three companies produced similar devices. But before starting to work in such a narrow market niche, it was necessary to clearly define competitive advantages. The company looked at existing analogues through the eyes of consumers and found opportunities for improvement.

The domestic device was very bulky, and the more compact Chinese one did not have a registration certificate from the Ministry of Health. The manufacturer has released a device of higher quality than the analogue of Russian competitors, but at the same time with documents that the imported device does not have. With the new product, the company won 40% of the sales market from competitors in a year and a half.

Example 3. A Russian manufacturer of concrete curbs has launched a new product on the market – continuous cast curbs. To ensure the product lived up to expectations, the company decided to use good news, humor and interesting information in promotion. The first thing the company did was invent an enemy for its business. It became the ugly gray curb of earlier times. Nothing helps progress more than having an enemy.

If your business doesn't already have an enemy, create one. The enemy does not have to be a competitor. This could be an outdated product or way of doing things. This does not offend or hurt anyone personally, which means that such an enemy can be laughed at and mocked. That’s what the company did during an event called “Funeral of the Old Curb Stone.”

Her goal was to attract the attention of a wide audience by cheerfully telling the townspeople the good news. The best strategy for any honest business entering the market is to offer something to the public without asking for anything in return. In this case, consumers will be ready to listen to you, look and try your products. Before staging the spectacle, the company had already made a gift to the city by placing elegant borders around the fountain and flower beds in one of the most beautiful courtyards in Moscow. Therefore, the question of the location of the action was decided by itself - it took place on the site near the fountain.

The invitation to the funeral of the border was sent to many addresses, including to various media outlets. Even those who could not come learned from the invitation that a new improvement technology had appeared. The event itself went according to the prepared scenario: with speeches, music, a ceremony to bury the old ugly curb and a demonstration of the operation of the new paving machine.

Example 4. A Russian seller of medical equipment promoted its new product on the market. The company held a campaign “Around Moscow with a pedometer.” The idea was to remind people how to stay fit by taking about 10,000 steps a day.

Everyone, together with the company, could measure the Boulevard Ring in steps in order to imagine what 10 thousand steps are. Using the company's new product - pedometers - they calculated that the length of the Boulevard Ring is 6843 steps. This is how consumers were told about the company and its products.

graduate work

1.2 Management of the creation and implementation of innovations

Innovation management is a relatively new concept for the scientific community and business circles in Russia. Right now, Russia is experiencing a boom in innovation. Some forms and methods of economic management are being replaced by others. In these conditions, all organizations, all business entities from the state level of management to the newly created limited liability company in the field of small business are literally forced to engage in innovative activities.

It is generally accepted that the concept of “innovation” is the Russian version of the English word innovatoin. The literal translation from English means “introduction of innovations” or in our understanding of the word “introduction of innovations”. Innovation means a new order, a new custom, a new method, an invention, a new phenomenon. The Russian phrase “innovation” literally means “introducing something new” and means the process of using an innovation.

In everyday practice, as a rule, the concepts of novelty, novation, innovation, innovation are identified, which is quite understandable. Innovation can be a new order, a new method, an invention. Innovation means that the innovation is used. From the moment it is accepted for distribution, an innovation acquires a new quality and becomes an innovation.

The economic advantage of an innovation is that the benefits from implementation exceed the costs of its creation. From the moment it is accepted for distribution, an innovation acquires a new quality - it becomes an “innovation”. Only then do various ideas, inventions, new types of services and products gain consumer recognition and in a new quality they become innovations.

The concept of “innovation” applies to all innovations, both in production and in organizational, research, educational and management spheres, to all improvements that provide cost savings, therefore, innovation is market- and consumer-oriented.

Thus, innovation is innovations brought to the stage of commercial use and offering on the market in the form of a new product. The true novelty of a product is always associated with an increase in the economic effect of its use.

Organizing a company's activities in the field of using innovations is a very complex procedure, consisting of individual stages that affect the life cycle of the innovation as a whole. The project approach is based on consideration of the entire research and production cycle, which is understood as the process of development, creation, implementation and dissemination of innovations up to the decommissioning of the product. The concept of a research and production cycle can refer to the change of both fundamental technical and technological systems and prototypes and the replacement of the existing equipment fleet.

The main content of the innovation process in production is the circulation, or the change of technological solutions, models of equipment and finished products. The life cycle of production systems begins with the development phase. Scientific research, design and creation of prototypes, and testing are carried out here. As products become more complex and modernized, this stage becomes increasingly important. The first stage ends with the decision to move to serial production. The higher the knowledge intensity of the product, the more important the role of small-scale production, flexibility and adaptability of the technological solutions used. The next stage includes technological preparation of production and selection of technologies.

The choice of method for mastering the production of new materials and products (goods) is greatly influenced by the system of organizing the technical and economic preparation of production and the composition of the necessary technological equipment. Technological preparation of mass and serial production of products in accordance with the Unified System of Technological Preparation of Production (USTPP) includes a set of works on the development of technological processes, design and manufacture of equipment, production and testing of a prototype product, organization and establishment of the production system as a whole.

When developing a technological process, the methods of influence, the type of operations and their sequence, methods for obtaining intermediate types of products, parts and assemblies are determined. Finally, it connects the main, auxiliary, preparatory and final stages of the process. Process equipment is selected according to its technical characteristics (power, reliability, productivity), age, degree of wear, repair complexity, technological characteristics of adjustment, maintenance and repair

Of particular importance is the structure of the necessary equipment of the created production systems. It should be considered from the point of view of both the analysis of the installed equipment and the modernization of existing equipment and the decommissioning of obsolete equipment. The ability to reduce preparatory, final and auxiliary time in equipment operation is important. When selecting equipment for the technological system being created, it is necessary to make full use of the operating hours of the equipment, to provide for organizational and technological measures aimed at reducing technological and interoperational, intra-shift and other losses of working time.

The quality of a technological process is realized in its ability to create innovation. It is assessed from the standpoint of both technical and technological characteristics and a system of economic indicators. Widely used technical-economic and functional-cost analysis methods make it possible to establish the relationship between technical and economic indicators of processes and find an algorithm for the optimal functioning of production systems

The volume of production is estimated both in physical and value terms. It is important to indicate all production costs, the selling price per unit of the new product and the estimated sales revenue. It should be taken into account that for most innovative projects in the initial period, capacity utilization may be 20% or even less. This situation arises as a result of both commercial difficulties in bringing a new product to the market and a wide range of production problems associated with resolving issues of supply of raw materials and components, setting up equipment, and recruiting personnel to service new equipment and new technologies. These aspects are considered when drawing up a feasibility study and engineering study of an innovative project.

At the production stage, the entire range of work is carried out on the development of new products, the production of pilot batches and the transition to serial and then mass production of new products. Determining the need for input capacity is a stage-by-stage process and must be done for each stage separately in accordance with the intermediate values ​​of the expected output or sales volume of new products. For each stage, the specific material and labor requirements should be determined and preference should be given to the best option (parallel, sequential or mixed) use of equipment.

Resource requirements and costs must be calculated for each stage and clearly correlated with financial resources and sales volume. It is necessary to provide for losses, defects, and downtime. Costs at various stages of production at different capacity utilization are calculated based on the proportional distribution of costs at full production capacity.

Thus, the choice of method and option for technical and technological renewal depends on the specific situation, the nature of the innovation, its compliance with the profile, resource and scientific and technical potential of the enterprise.

For the successful implementation of scientific and technical innovation and its transformation into an innovative product, analysis and selection of technological solutions and required equipment are required, followed by management of production systems. Management is based on a targeted system of measures to select the best, not only at a given time, but also for the future, technological solutions for their implementation in practice.

The most fruitful modern idea of ​​life cycles is the concept of life cycles of large technological systems, including the evolution and transformation of technologies as economic entities. Their research leads to a theory of generations of technology and technology developing within both traditional and new technological paradigms.

The development of technological systems is carried out in two directions: improvement of basic ones and creation of fundamentally new and modified technologies. As technologies improve, they move to the stage of maturity and the market is saturated with this product, further technological development within the existing framework becomes unprofitable, and sales and profits fall. In the depths of established trends in the development of engineering and technology, breakthroughs of fundamentally new solutions arise, which lay the foundation for new productions and industries.

To implement the innovative activities of an enterprise, in addition to analyzing technical and technological solutions, it is necessary to pay attention to the environmental impacts on the environment, as well as sources of obtaining technology, which may consist of licensing, acquiring full rights to the technology or joint ownership of the right to use the technology

In addition to managing innovation processes at the enterprise level, it is necessary to create a state system to support the innovative activity of business entities. It should be noted here that in different countries the state regulates innovation activity to varying degrees in addition to market regulation and initiates competition between producers. The competitive struggle of commodity producers is most often tied to short-term financial effect. Market self-regulation is unable to ensure the implementation of promising research and development associated with a high degree of risk and uncertainty, high costs, and social and economic problems also have a huge impact.

In conditions where the uncertainty of the commercial success of an innovative project is high and the costs of financial resources are high, the private sector prefers to focus not on the future, but on the existing ratio of supply and demand. In this regard, the task of the state becomes the formation of a support system for small innovative businesses, which includes information support, personnel training, and marketing developments, including in the foreign market.

The main functions of government bodies in the innovation sphere are the following:

* accumulation of funds for R&D and innovation;

* coordination of innovation activities;

ѕ stimulation of innovation, competition in this area, insurance of innovation risks, introduction of government sanctions for the release of obsolete products;

ѕ creation of a legal framework for innovation processes, including a system for protecting the copyright of innovators and protecting intellectual property;

* staffing of innovative activities;

* formation of innovation infrastructure;

* institutional support for innovation processes in public sector sectors;

* ensuring the social and environmental orientation of innovations;

ѕ increasing the social status of innovation activity;

* regional regulation of innovation processes;

* regulation of international aspects of innovation processes.

State regulation is based on the choice of priorities, general strategic directions and guidelines for effective scientific, technical and socio-economic development. One of the tasks of state regulation is to carry out a set of measures for organizational, regulatory and state financial and resource support for the innovative activity of enterprises.

State regulation uses forms and methods that correspond to the potential opportunities provided by existing market relations. In Germany and Japan, where they traditionally attach a particularly important role to government influence on the functioning of a market economy, they use protectionist measures aimed at restraining spontaneous competition, with the benefit of business entities.

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Innovations can be divided into 3 groups:

1) technical and technological (new equipment, instruments, technological schemes, etc.);

2) product (transition to the production of new products, materials);

3) social, which includes:

ü economic (new material incentives, indicators of the wage system)

ü organizational and managerial (new organizational structures, forms of organizing work, making decisions, monitoring their implementation, etc.)

ü actually social, that is, targeted changes in intra-collective relations (election of foremen, foremen, new forms of publicity, educational work, such as mentoring, creation of new public bodies, etc.)

ü legal, mainly acting as changes in labor and economic legislation.

To successfully implement a transformation, it is necessary to analyze their causes, objects, positive and negative sides, clearly formulate goals and only then make changes.

Any innovations as certain changes in the labor process are inevitable, since they are caused mainly by objective factors. At the same time, it must be emphasized that reorganization is not an end in itself, but a means of implementing new tasks and areas of activity.

Reorganization of an enterprise can be carried out in various forms: merger, accession, division, spin-off, transformation, reduction, repurposing. With each of these types, a corresponding restructuring of the management system occurs, which entails changes in the structure, technology, personnel, organizational culture and other essential parameters of the organization’s functioning.

The priority goal of changes and innovations should be considered to be the achievement of better results, the development of advanced means and methods of work, the elimination of routine operations, and the implementation of progressive changes in the management system.

60. Innovations in management activities: problems and prospects.

Innovation activity is a complex of scientific, technological, organizational, financial and commercial activities aimed at commercializing accumulated knowledge, technologies and equipment. The result of innovation activity is new or additional goods/services or goods/services with new qualities.

Reason for using management innovations– low performance of the system. The use of management innovations makes it possible to solve organizational problems that impede the achievement of the normative (desired) state of the social system.

Scope of management innovations: management innovations are applied in various types of social systems. They have a direct impact on increasing the efficiency of administrative activities. Increasing the scientific level of administrative and managerial activities depends on the systematic application of management innovations.

Objective factors constraining management innovation:

Contradiction of old and new. Innovation necessarily violates the existing system of relations in the organization and requires transformation of the existing organizational structure;

Complexity, complexity of management innovations. To prepare and implement management innovations, it is necessary to collect and analyze information on various qualitative indicators and make changes to a large number of organizational relationships;

Limited development of state and municipal government bodies. In the existing hierarchical system, the strategic goals of the activities of administrative institutions are formed at a higher level of management. And to implement innovation, decentralization is necessary.

Subjective factors constraining management innovation:

Insufficient competence of state and municipal employees. Many managers and specialists do not have the necessary amount of knowledge on the problems of organizing managerial work;

Low level of integration of theory and practice of administrative activities. Most new scientific developments in the field of improving management methods and structures have not yet found adequate interest on the part of officials.

Organization of management innovations– activities to establish the parameters of the innovation process and regulate the development and implementation of management innovations in accordance with the purpose of organizational changes in the institution.