Innovation as an economic category is subject to influence by the economic mechanism. The economic mechanism affects both the processes of creating, implementing and promoting innovations, as well as the economic relations that arise between producers, sellers and buyers of innovations. The place of origin of these relations is the market.

The impact of the economic mechanism on innovation is carried out with the help of certain techniques and a special management strategy. Together, these techniques and strategy form a kind of innovation management mechanism - innovation management.

Innovation management is a set of principles, methods and forms of managing innovation processes and relationships that arise in the process of innovation.

• 1) as a science and art of innovation management;
• 2) as a type of activity and the process of making managerial decisions in innovation;
• 3) as an innovation management apparatus.

Such a deep understanding of the essence and principles of innovation management is contrary to the narrow framework of the functional concept. The new methodological and scientific orientation of innovation management is based on the qualitative originality of the theoretical level of knowledge and its decisive role in the accumulation of the wealth of society. With the innovative orientation of economic growth, the models of the research process for creating new scientific knowledge and the procedures for the emergence of new intellectual products firmly occupy a dominant place. From this point of view, innovation management acquires institutional significance, which implies the inclusion in its concept of both the structural design of the innovation sphere and the management system.

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innovation, consisting of specialized management bodies, and the presence of a special institution of managers empowered to make decisions and be responsible for the results of innovation.

Innovation management is based on the following key points.

• 1. Purposeful search for an idea that serves as the foundation for this innovation.
• 2. Organization of the innovation process for this innovation. This involves carrying out a whole organizational and technical complex of works to turn an idea into an object (a new product, a materialized form of operation) ready for promotion in the financial market and for sale.
• 3. The process of promoting and implementing innovation in the market is an art that requires creativity and active actions of sellers.

There are two levels in innovation management. First level represented by theories of social management of innovative systems and focuses on the development of strategies for innovative development, social and organizational changes, as well as other economic and socio-philosophical concepts that explain the mechanism of functioning of the economic system. This is strategic innovation management. It aims to develop strategies for the growth and development of the organization.

Second level innovation management is an applied theory of organization and management of innovative activities, and therefore is of a functional applied nature and provides a scientific and methodological basis for developing practical solutions for improving management, analyzing innovative activities, applying the latest techniques and methods of influencing personnel, technical and technological systems, on product and financial flows. This is functional (operational) innovation management. It aims to effectively manage the process of development, implementation, production and commercialization of innovations. The task of the innovation manager is to ensure the optimal functioning of the operating system of production, the synchronization of functional subsystems, the improvement of the personnel management system and the implementation of control.

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

Innovation management performs certain functions that form the structure of the management system.

There are two types of innovation management functions:

• 4) functions of the subject of management;
• 5) functions of the control object.

The functions of the subject of management include: forecasting, planning, organization, coordination, motivation, control.

Functions and types of innovation management are shown in Table. 2.3.

Table 2.3

Functions and types of innovation management

Functions	Kinds
	strategic	functional (operational)
Forecasting	Forecasting the strategy of development and growth priorities	Forecasting new products and services
Planning	Expansion into new market sectors	Improving the quality and competitiveness of goods
Organization	Strategic decisions on the goals, mission and development of the company	Operational solutions for the development, implementation and production of innovations
Coordination	Ensuring the unity of strategy and tactics of activity	Consistency of work of all parts of the control system
Motivation	Providing the company with dynamic growth and competitiveness	Ensuring high labor productivity, high quality products, updating production
The control	Monitoring the implementation of the company's mission, its growth and development	Control of performance discipline and performance quality

The functions of the subject of management represent a general type of human activity in the economic process. These functions are a specific type of management activity. They consistently consist of collecting, systematizing, transmitting, storing information, developing and making a decision, transforming it into a team.

Forecasting function (from the Greek. prognosis- foresight) in innovation management covers the development of a long-term change in the technical, technological and economic state of the management object as a whole and its various parts.

The result of such activities is a forecast, that is, assumptions about the possible direction of the corresponding changes. A feature of innovation forecasting is the alternative nature of the technical and economic indicators laid down in the process of creating an innovation. Alternative means the need to choose one solution from mutually exclusive possibilities.

In this process, it is important to correctly determine the emerging trends in scientific and technological progress and trends in consumer demand, as well as marketing research.

Managing innovations on the basis of their foresight requires the manager to develop a certain flair for the market mechanism and intuition, as well as the ability to make flexible emergency decisions.

The planning function covers the whole range of measures for the development of planned targets in the innovation process and their implementation in practice. Planned tasks contain a list of what should be done, determine the sequence, resources and time required to achieve the goals. Accordingly, planning includes:

• setting goals and objectives;
• developing strategies, programs and plans to achieve goals;
• determination of the necessary resources and their distribution according to the goals

and tasks;

Bringing plans to everyone who must carry them out and who bears them

responsibility for their implementation.

Planning is the main management function on which all other functions depend.

The function of an organization in innovation management is to bring together people who jointly implement an investment program on the basis of any rules and procedures. The latter include the creation of management bodies, the construction of the structure of the management apparatus, the establishment of relationships between management units, the development of guidelines, instructions, etc.

The function of coordination in innovation management means the coordination of the work of all parts of the management system, the management apparatus and individual specialists. Coordination ensures the unity of relations between the subject and the object of management, the smoothness and effectiveness of the activities of the organization's team.

The function of motivation in innovation management is expressed in encouraging employees to be interested in the results of their work in creating and implementing innovations. The purpose of motivation is to create incentives for the employee to work and encourage him to work with full dedication.

The function of control in innovation management is to check the organization of the innovation process, the plan for creating and implementing innovations, etc. Through control, information is collected on the use of innovations, on the course of the life cycle of this innovation, changes are made to investment programs, and the organization of innovation management. Control involves the analysis of technical and economic results. Analysis is also part of planning. Therefore, control in innovation management should be considered as the reverse side of innovation planning.

Innovation management consists of the following activities:

• setting strategic and tactical goals;
• developing a system of strategies;
• analysis of the external environment, taking into account uncertainty and risk;
• infrastructure analysis;
• analysis of the company's capabilities;
• diagnosis of the actual situation;
• forecasting the future state of the firm;
• search for sources of capital;
• search for patents, licenses, know-how;
• formation of innovative and investment portfolios;
• strategic and operational planning;
• operational management and control over scientific developments, their implementation and subsequent production;
• improvement of organizational structures;
• management of technical and technological development of production;
• personnel management;
• financial management and control;
• analysis and evaluation of innovation projects;
• choice of innovation process;
• evaluating the effectiveness of innovations;
• procedures for making managerial decisions;
• study of market conditions, competition and behavior of competitors, search for a niche in the market;
• development of strategies and tactics of innovative marketing;
• research and management of demand formation and sales channels;
• positioning the innovation in the market;
• formation of an innovative strategy of the company in the market;
• elimination, diversification of risks and risk management. Innovation management provides the following results:
• concentration of attention of all performers on activities within the innovation cycle;
• organization of strict interaction between the performers of its individual stages, directing their work towards achieving a common strategic goal;
• finding or organizing the development of intellectual products necessary to create innovations;
• organization of control over the progress of work throughout the entire innovation cycle - from product development to product sales;
• periodic evaluation of the results of work at individual stages as a necessary condition for making a decision on the advisability of continuing or terminating work on individual projects.

The general scheme of organization of innovation management is shown in fig. 2.1.

Rice. 2.1.

The organization of innovation management is laid already during the creation and implementation of innovation, i.e. in the innovation process itself.

The innovation process serves as the foundation of strength, on which the effectiveness of the use of innovation management techniques will depend in the future. It defines the main idea of ​​innovation, the characteristics and specifics of the functioning of a new product or a new operation, the features of their creation, implementation and promotion on the market, a set of measures for effective promotion, as well as what techniques should be used to diffuse a particular financial innovation.

At the second stage of the organization of innovation management, the goal of managing this new product or operation is determined. The goal is the result to be achieved. The goal of innovation management can be profit, raising funds, expanding a market segment, entering (i.e. capturing) a new market, absorbing other institutions, raising the image, etc.

Innovation is closely related to risk and risky investments of capital. Therefore, the ultimate goal of innovation is the justification of risk, i.e. getting the maximum profit on all your costs (money, time, labor). Any action associated with risk is always purposeful, since the absence of a purpose makes the decision associated with risk meaningless. The purpose of a venture capital investment should always be clear.

The next important step in the organization of innovation management is the choice of an innovation management strategy. The correct choice of innovation management techniques also depends on the correctly chosen management strategy, i.e. their effectiveness and efficiency. In these two stages, an important role belongs to the engineer, manager, analysts, experts and consultants. The main subject of management is the manager. He has two rights: choice and responsibility for this choice.

The right to choose means the right to make the decision necessary to achieve the intended goal. The decision must be made by the manager alone. To manage innovation, specialized groups of people can be created, consisting of analysts, consultants, experts, etc. Each of these people performs only the work assigned to him and is responsible only for his area of ​​work.

These workers may prepare a preliminary collective decision and adopt it by a simple or qualified (ie two-thirds, three-quarters or unanimous) majority vote.

However, only one person should finally choose the option of making a decision, since he simultaneously assumes responsibility for this decision, for its implementation, for its effectiveness, etc. Responsibility indicates the interest of the decision maker in achieving the goal set by innovation management.

When choosing a strategy and methods of innovation management, a specific stereotype is often used, which is made up of the experience and knowledge of a manager acquired in the course of his work, from the information received, the results of the analysis and evaluation of this information made by analysts, consultants, experts. A manager's intuition plays a big role in making an effective decision, i.e. his flair, insight and experience. The presence of stereotypical situations gives the manager the opportunity to act promptly and in the most optimal way in such situations. In the absence of typical situations, the manager must move from stereotypical solutions to the search for optimal, acceptable solutions.

Approaches to solving problems of innovation management depend on the purpose of management, specific management tasks and can be very different. Therefore, innovation management has a multiplicity, which means a combination of standards and extraordinary combinations, flexibility and originality of certain methods of action in a particular situation.

Innovation management is highly dynamic. The effectiveness of its functioning largely depends on the speed of response to changes in market conditions, the economic situation, etc. Therefore, innovation management should be based on knowledge of standard management techniques, the ability to quickly and correctly assess the specific situation in the country, the state of the market, the place and position of a given producer on it, as well as the manager’s ability as a professional to quickly find a good, if not the only correct solution in a given situation. at this point in time.

There are no ready-made recipes in innovation management and there cannot be. He teaches how, knowing the techniques, methods, ways of solving certain problems, to achieve tangible success in a particular situation.

Important stages in the organization of innovation management are the development of an innovation management program and the organization of work to carry out the planned work. The program is the plan. The innovation management program is a set of actions of performers agreed upon in terms of time, results and financial support to achieve the set goal.

An integral part of innovation management is the organization of work to implement the planned action program, i.e. determination of certain types of activities, volumes and sources of financing of these works, specific executors, deadlines, etc.

Also, an important stage in the organization of innovation management is the control over the implementation of the planned action program.

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

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

Innovation management as a process of managing fundamental changes in the products of labor, means of production, services and other innovative activities is one of the main directions in the development of social production.

Control questions and tasks

• 1. What is the difference between innovation and innovation?
• 2. Name the functions of innovation.
• 3. Name the properties of innovation.
• 4. What is the classification of innovations for?
• 5. What are the main features of the classification of innovations.
• 6. On what key points is innovation management based?
• 7. What is the essence of strategic and operational innovation management?
• 8. Name the main actions of innovation management.
• 9. What results does innovation management provide?
• 10. Name the main stages of organization of innovation management.

Innovation management is a system for managing innovative relations and processes. It is based on the constant search for new ideas, organization of processes, promotion and implementation of innovations.

Generally speaking, innovation management is a complex system for preparing decision methods for developing the innovation and technical potential of the country as a whole and of each company in particular. This is one of the varieties of general management, in which all the emphasis is on innovative technical development. We can say that this is a kind of body of knowledge and systems on modern management about methods for developing effective innovations in the future.

Innovation management is the mechanisms of economic impact aimed at the creation, promotion and implementation of innovations, as well as on business relations between producers, buyers and others. This impact occurs due to some special management techniques and strategies. In tandem, all these strategies and techniques make up the management mechanism. This is innovation management.

Stages of innovation management development

It is customary to distinguish four main stages in the development of innovation management:

• factorial approach. Assumes the study of the sphere of innovation as one of the key directions of the country's development;
• situational approach. The manager acts depending on the current market situation;
• Systems approach. Assumes an understanding of the organization as a complex system consisting of interrelated elements;
• functional system. It is a set of methods for making managerial decisions.

Innovation management can be distinguished by the following list of criteria:

1. In innovation management, one has to deal with a unique variety of resources - scientific, technical achievements (technology, information, scientific achievements, etc.), as well as intellectual ones. It is important to understand the fundamental differences between inventors and managers. The first is not an entrepreneur. For an inventor, his achievement, discovery or invention comes first. For a manager, his organization always comes first.
2. Innovation management is systematic, since the introduction of various disciplines requires structuredness and the solution of many tasks and problems.
3. Innovation management must be as creative as possible and consider the whole problem as a whole. His main task is to ask the right questions and develop best practices that will lead to a solution to the problem.
4. All such management structures should be as flexible as possible.
5. Such a manager must be a specialist capable of performing non-standard tasks, since he works in a rather unusual environment. This is especially true in emerging markets.

Both a group of qualified specialists (marketers, financiers and others) and a single manager capable of taking on such responsibility can act as subjects of management. The main task is to use the methods and methods of managerial influence to carry out such management of the object that will surely lead to the fulfillment of the task.

Under the objects of management, we mean directly innovations (the latest techniques (for example,), products, etc.), new processes, as well as all relations between the participants in the innovation market (sellers, intermediaries, buyers).

And finally, the third element related to this type of management is information or a corresponding product.

Functions of innovation management

Innovation management is responsible for some of the functions that determine the creation of a management structure. It is customary to separate two main types of innovation management

• Functions of a managerial subject;
• Functions of the management object.

Functions of a managerial subject

The main functions of the subject include:

• Forecasting. Able to cover a long process in the future, taking into account economic and technological management, both in general and in particular;
• Planning. Based on measures to create planned goals and objectives, innovations and measures of their practical implementation;
• Organization. It is based on bringing people together and jointly implementing an innovative program based on certain rules;
• Regulation. Based on the impact on the management object in order to achieve a state of stability in the economic and technological system in situations where they deviate from the general program;
• Coordination. This is the coordination of the activities of each link, department and specialist;
• Stimulation. It consists in the interest of employees as a result of their work;
• The control. Checking the creation of the plan and its further implementation.

Management Object Functions

These include:

• Risky financial investments (see);
• Organization of the whole process;
• Promotion of this innovation in the market.

The function of risky financial contributions is an investment in venture capital financing of investments in the market. Investing in a new product or service, especially if it has not yet been on the market, is always a big risk. For this reason, almost always investing occurs through special venture funds.

A forecast is commonly understood as reasonable judgments about the probable states of an object in the future, about various development paths and terms. If we talk specifically about the management system, then this is a pre-planned development of models for the development of a management object. All criteria, such as scope of work, terms, characteristics, etc., are only probable and subject to adjustments.

The main purpose of forecasting is to obtain variations in the development of quality criteria, costs and other elements when using strategic plans and studies, as well as the development of the entire management system. The main tasks of forecasting we can include:

• selection of a forecasting method;
• market demand forecast;
• identification of major trends;
• detection of indicators affecting the magnitude of the beneficial effect;
• forecast of the quality of the final product;
• substantiation of the expediency of the project.

If we consider the octane management principles that can be applied in innovation management, then these will be:

• proper distribution of labor resources;
• power;
• unity of command;
• unity of leaders;
• everyone should forget about their own, personal interests for the sake of the general;
• worthy reward;
• centralization;
• strict hierarchy;
• strict order;
• absence ;
• justice;
• welcome any initiative;
• community and unity of employees (see).

All these principles were relevant before and do not lose their relevance at the moment.

Innovation management is the management of scientific, scientific, technical, industrial activities and the intellectual potential of the company's personnel in order to improve the produced or develop a new product (service), as well as the methods, organization and culture of its production and, on the basis of this, satisfy the needs of society for competitive goods and services.

Innovation is the end result of innovation activity, embodied in the form of a new or improved product introduced to the market, a new or improved process used in organizational activities, a new approach to social problems. An innovation process is an activity in which an invention or entrepreneurial idea receives an economic content.

Considering the innovation process, it is necessary to define a number of concepts that are basic. Invention, that is, an initiative, proposal, idea, plan, invention, discovery. Innovation is a well-developed invention, embodied in a technical or economic project, model, prototype. The concept of innovation is a system of orienting basic ideas that describe the purpose of innovation, its place in the organization system, in the market system.

Innovation initiation is a scientific and technical, experimental, or organizational activity, the purpose of which is the emergence of an innovative process.

Diffusion of innovation is the process of spreading innovation at the expense of firms - followers (imitators). Routinization of innovation is the acquisition by innovation over time of such properties as stability, sustainability, constancy and, ultimately, obsolescence of innovation.

Depending on where the innovation is applied - inside the company or outside it, there are three types of innovation process:

Simple intraorganizational (natural);

Simple interorganizational (commodity);

Extended.

A simple intra-organizational (natural) process involves the creation and use of innovation within the same organization. Innovation in this case does not take a direct commodity form. Although the role of consumers are those units and employees who use intra-company innovation.

In a simple inter-organizational (commodity) process, innovation acts as a subject of sale and purchase in the external market. This form of the innovation process means the complete separation of the function of the creator and producer of innovation from the function of its consumer.

The extended innovation process is manifested in the creation of new manufacturers, the violation of the monopoly of the pioneer manufacturer, and the further distribution of the product - diffusion. The phenomenon of diffusion of innovation contributes to the economic development of society and is an incentive to initiate a new innovation process.

In practice, the rate of diffusion of innovation depends on various factors:

1) technical and consumer properties of innovation;

2) innovative strategy of the enterprise;

3) characteristics of the market where the innovation is being implemented.

Subjects of innovation activity

Innovative activity is a joint activity of many market participants in a single innovation process with the aim of creating and implementing innovation.

The basis of innovation activity is scientific and technical activity. The concept of scientific and technical activity was developed by UNESCO and covers:

1) research and development;

2) scientific and technical education and training;

3) scientific and technical services.

Innovative activity translates scientific and technical activity into an economic "channel", ensuring the production and commercial implementation of scientific and technological achievements.

In innovation activities, the following categories of main participants are distinguished, classifying them by priority:

1) innovators;

2) early recipients (pioneers, leaders);

3) simulators, which in turn are divided into:

a) earlier majority;

b) lagging behind.

Innovators are generators of scientific and technical knowledge. These can be individual inventors, scientific and research organizations, small scientific enterprises. They are interested in receiving income from the sale of the intellectual product they have developed, which over time can become an innovation.

Early recipients (pioneers, leaders) are manufacturing firms that were the first to master the innovation, using the intellectual product of the innovators. They seek to obtain super-profits by bringing the innovation to market as soon as possible. Pioneer firms primarily include venture capital firms operating in small businesses. Large corporations that are leaders in their industries also fall into this category.

If such firms have scientific, research, design divisions in their structure, then they are also innovators. Although in this case they can use the services of purely scientific or design organizations by concluding an agreement with them or buying a patent (license).

The early majority is represented by imitating firms, which, following the "pioneers", have introduced an innovation into production, which also provides them with additional profit.

Laggards are firms that are faced with a situation where a delay in innovation leads to the release of products that are new to them, but which are either already obsolete or are not in demand in the market due to excessive supply. Therefore, lagging firms often suffer losses instead of the expected profit. Imitator firms do not engage in research and inventive activities, they acquire patents and licenses from innovator firms, or hire specialists who have developed an innovation under a contract, or illegally copy an innovation (“innovative piracy”).

In addition to the above main participants in innovation, there are many others who perform service functions and create an innovation infrastructure:

Exchanges, banks;

Investment and financial companies;

Mass media;

Information technologies and means of business communication;

Patent Organizations;

Certification bodies;

Libraries;

Fairs, auctions, seminars;

Education system;

Consulting companies.

Source - Dorofeev V.D., Dresvyannikov V.A. Innovation management: Proc. allowance - Penza: Penz Publishing House. state un-ta, 2003. 189 p.

• What is the essence of innovation management.
• What are the goals and types of innovative management.
• What are the tasks and functions of innovation management.

Innovation management(English innovation management - innovation management) is a relatively new direction of management. The term has become widespread since science, technology, innovation have become a key factor in economic success and the development of the competitiveness of companies.

Today, innovation management is an integral part of the company's activities. We will tell you how to implement it in your company and get a significant profit.

Why innovative management of your company

Modern innovation management as part of a unified science of management is distinguished by the evolutionary development of key theoretical positions and concepts.

Professionals in the field of management argue that innovation management is a multifunctional activity, and its object is the factors influencing new processes: economic, organizational and managerial, legal, psychological.

This type of management, like others, is characterized by special strategic objectives that directly affect the goals of innovation management, the main of which is to increase the company's innovative activity, and the tasks are characterized by accessibility, achievability and time orientation. The following goals are identified:

1. Strategic- are connected with the main mission of the enterprise, its deep-rooted traditions. Their main task is to choose the general direction of the company's development, to plan a strategy related to the introduction of certain innovations.
2. Tactical- specific tasks that are solved under certain circumstances, at various stages of the implementation of the management strategy.

The goals of innovation management can differ both in terms of levels and other criteria. According to the content, the following criteria can be distinguished:

• social;
• organizational;
• scientific;
• technical;
• economic.

In accordance with the priorities allocate:

• traditional;
• priority;
• permanent;
• one-time.

The main task of innovative solutions is to introduce innovations.

Business owners are interested in what are the types and what are the functions of the organization of innovation management. There are the following types:

• functional;
• development and growth strategy;
• introducing the product into new areas;
• studying the competitive advantages of the company;
• determination of the main tasks, goals and prospects for the development of the company;
• formation of competitiveness and dynamic development of the organization.

The innovative management of an enterprise is aimed at solving certain problems and performing a number of important functions.

What tasks will innovation management solve in your company?

In the tasks of innovation management includes:

• identify promising areas of innovation;
• create and disseminate competitive innovations in the market;
• develop and improve production and products;
• develop and implement innovative projects;
• develop the innovative potential and intellectual capital of the company;
• create an innovation management system in the company;
• to form a favorable innovation climate and conditions for organizations to adapt to innovations.

The principles of innovation management consist in the implementation of general management functions, among which the following can be noted:

1. Analysis and forecasting of the management of the innovative economy in their field.
2. Setting goals and objectives, developing strategies for innovative development of companies.
3. Justification of innovative solutions.
4. Planning of innovative activity.
5. Organization and coordination of innovation activities.
6. Control and regulation of innovation activity.
7. Motivation of innovative activity.
8. Accounting and analysis of innovative activity.
9. Development of the company's innovative potential.
10. Evaluation of the effectiveness of innovation management management.
11. Improving the innovative activity of the company.

Forms and methods of innovation management

Innovation Management Presented methods:

coercion, that is, the influence of the control subsystem on the controlled subsystem. It is based on the legislative acts of the region and the country, methodological and informative and directive documents of the company and a higher authority, on plans, projects, programs, tasks of the management.

Motives, focused on the effective use of the company's potential, improving the quality and competitiveness of the services and products offered, the quality of life of the population in accordance with the ideology and policy of the system development. This method is based on the maximum possible optimization of the management decision, as well as the motivation of the staff for its implementation, which is manifested in the economic incentives for the company's employees to achieve the final results of the management system.

Beliefs based on the study of personality psychology and its needs. To convince an employee of the need to complete the task with the highest quality, at the lowest cost and within a certain time, the manager should study his psychological attitudes.

Network rendering and control, that is, a graphic-analytical method for managing the design processes of any system. The essence of this method lies in a network diagram that displays a model of all types of activities, the purpose of which is to perform a particular task. This model reflects the sequence of different types of work and their relationship.

Forecasting, implying a connection between the ways and methods of thinking that allow one to draw relatively reliable conclusions about the future development of an object. This method is based on the analysis of information about a given predictive object.

Analysis manifested in:

• the unity of synthesis and analysis, which implies the division of the analyzed parts and objects into certain components in order to study their characteristic features from the standpoint of interconnection and interdependence;
• strict ranking of factors and identification of a key link, which includes setting goals for the subsequent establishment of methods for achieving them;
• ensuring the comparability of various options for analyzing information in terms of time, volume, quality, conditions for the use of objects of analysis and methods of obtaining information;
• timeliness and efficiency;
• quantitative certainty.

Forms of innovation management presented:

1. Specialized units, including committees, councils, working groups. Their task is to determine the main directions of development of the economy and management of innovative technologies and make certain proposals in order to make the best decision.
2. New product divisions, which are independent divisions. Their function is to regulate the innovative activity of the company as a whole, develop programs and plan innovative activities.
3. Project task forces engaged in research, development and production of new products.
4. Development centers, which are a relatively new form of organization of the innovation process. Their activities are aimed at introducing new products, expanding sales volumes and conquering their niche in the market.
5. R&D departments involved in development and timely bringing them to the stage of development, further production and sale.
6. Specialized centralized innovation incentive funds, which are engaged in accelerating the process of introducing manufactured products into mass production.
7. Analytical groups that predict the development of demand for new products.

Comprehensive and most flexible management systems for innovation management are primarily aimed at developing promising products, as well as transforming the management functions of innovation management. This system assumes that departments and services whose activities are related to the development of innovations are distributed across all levels of the management structure, interconnected through an established coordination system.

For such a management system to function properly, it is necessary to know and understand the key principles of innovation management.

15 Principles of Innovation Management

Principles of innovation management are scientifically substantiated fundamental ideas that determine the purpose, form and methods of implementing the innovative activities of enterprises. Learn about the most important principles of innovation management in the article of the electronic magazine "CEO".

Stages of innovation management

The decision-making process in innovation management consists of the following 6 stages:

1. Determining the need for a solution.

2. Diagnosis and analysis of the situation, formulation of the problem.

3. Promotion of alternatives.

4. Choice of the preferred alternative.

5. Implementation of the chosen alternative.

6. Evaluation of results and feedback.

Determine the need for a solution. Managers have to make a decision when a problematic situation or a new opportunity arises. Problems of innovation management arise when organizational factors do not allow achieving the set goals. Some aspects of the work need to be improved. Opportunity, in turn, occurs when managers focus on potential factors that exceed the needs of achieving goals. In such situations, managers are able to see an opportunity to improve performance.

Knowing about the existence of a particular problem or opportunity is only the first step in a sequence of decisions that requires an analysis of the characteristics of the internal and external environment. In the process of learning, managers carefully analyze the environment to determine how the company's activities are aligned with the goals of the environment.

Diagnostics and analysis. Diagnosis is the first step in the decision-making process, which consists in analyzing the underlying causes and factors associated with the situation that needs to be addressed. You can not immediately proceed to the search for alternatives, you must first carry out a detailed analysis of the causes of a particular problem.

Promotion of alternatives. Once problems are identified or opportunities identified, managers begin to suggest alternatives. This stage is characterized by putting forward possible solutions that meet the requirements of a particular situation and correspond to the root causes. According to studies, decisions do not have the desired effect, as a rule, because managers reduce the search time by choosing the first suitable option.

Choice of the preferred alternative. When a list of acceptable proposals is put forward, it is necessary to stop at one of them. Decision making is about this choice. The most suitable alternative is one that corresponds to the main goals and values ​​of the company, allowing to solve the problem with minimal expenditure of resources. The task of managers is to make choices (which are determined by their personal qualities and willingness to accept risks and uncertainty) in such a way as to reduce risks to a greater extent.

Implementation of the chosen alternative. During this phase, leadership, management and persuasion are used to ensure that the chosen alternative is carried out. The end result is determined by whether it can be implemented.

Evaluation and feedback. In the process of evaluation, managers collect the necessary information that will allow them to judge how effectively a particular decision is being implemented and how effective it is in relation to the tasks set.

Feedback is essential, as the decision-making process is continuous and never-ending. Through feedback, you can get information that can trigger a new cycle. Feedback is an integral part of the control that helps determine whether there is still a need for new solutions.

In order to competently build innovative management in a company, one should understand the features of management and have the ability to plan a portfolio of innovative solutions.

Features of innovation management and portfolio planning of innovative solutions

Innovation management is a decision-making process in a constantly changing environment, the constant study of innovative programs and the re-evaluation of them both as a whole and in parts. The head of the innovation sphere is aware that his activity is surrounded by uncertainties, both internal and external. He is never immune from unforeseen technical problems, the need to reallocate resources, new assessments of market opportunities. The system of planning and managing innovative technologies in management should be sufficiently flexible.

Within the framework of innovation management, the project must begin with a clearly defined goal, which, like the final result, depends on the needs of the market. First of all, this is the relevant segment and its distinctive features, represented by size, acceptable price, requirements for technical efficiency and time of withdrawal of goods. Products must be defined by their effectiveness, cost and date of introduction. These characteristics are related to each other, and thus some iterative procedure is needed to refine the target.

Particular attention must be paid to what technical level of the product is most likely to be needed for a particular market segment. An excess of parameters can increase R&D and production costs, as well as development time, and thus reduce profitability.

The initial definition of a project should focus on the market need and its satisfaction, and not on decisions regarding the type of final product.

The definition of the project should be short, do not limit the freedom of employees in finding new solutions. At the same time, formulate clear goals, guidelines for technical, cost criteria and development time.

The portfolio of innovations can be filled with a variety of projects: from large to small, close to completion and at the initial stage of development.

Each project will need to allocate scarce resources. Some projects will be terminated in progress, their components varying in number and resource requirements, and so on. Consequently, the process of drawing up plans and adjusting R&D plans is continuous. The number of projects in the portfolio is determined by two factors: the size of the projects and the total R&D budget. The structure of the portfolio is determined by its manageability on the part of the management and the firm's R&D policy.

A portfolio consisting only of large projects is quite risky, unlike a small one. With an increase in the number of projects, the probability of effective completion of at least some of them increases. Moreover, small projects are easier to "fit" to each other in the process of R & D on available private resources (for example, pilot production facilities). However, small projects usually have modest profit potential, resulting in products with limited prospects entering the market. This is unlikely to be consistent with the company's marketing policy.

The final success of any project is determined equally by technical and market merit, as well as the quality of project management. Good management is a critical resource for most companies and should not be scattered across many projects. After all, they are most often divided into stages, and the art of management consists in distributing their launch over time in order to ensure the effectiveness of the entire portfolio.

Innovative management in personnel management

The concept of innovation management concerns not only work processes, but also personnel policy.

Qualified personnel is the main resource of every company or organization. The constant search for innovations that will allow you to correctly evaluate the performance and manage personnel is the core of successful business development. In Soviet times, such a thing as "personnel policy" or "personnel management service" did not exist, since the personnel departments were only engaged in documentary support for the activities of employees at the enterprise.

As a positive experience of using innovative approaches in personnel management, we can consider Sony, in which the opinion of each employee is taken into account. The company introduced weekly bonuses for the development of rationalization proposals, which improves the quality of products.

The procedure for presenting envelopes is designed for an emotional component, since the awards to innovators are presented by a pretty and beautifully dressed employee. At the same time, every offer for the week is encouraged, regardless of whether it will be used in the future.
The personnel management system is born from the moment any company starts functioning, if it plans to become successful and has the necessary features inherent in any innovation.

The formation and development of the system goes through all stages of the innovation process, corresponding to the key economic laws. All transformations are aimed at improving the efficiency of employees, and therefore the success of the company as a whole.

The study of the personnel management system itself as an innovation should be carried out, focusing on the following criteria:

1. Personnel development and business career management. The training program is built in conditions of mismatch between qualification requirements and real competencies of employees, therefore, it is necessary to individualize the learning process in order to obtain the most effective result at a minimum of costs.

2. Building a system of motivation. The traditional motivational factor is the salary of an employee, determined by the value of a particular job. Moreover, the system of bonuses is also widespread, involving a variable part of the salary, which is determined by the monthly contribution of each employee to the work of the department and the organization as a whole.

3. Formation of corporate culture. If each employee is aware of the basic values ​​and mission of the enterprise, this has a positive effect on the efficiency of his work, and the process of transferring these values ​​is the corporate culture.

4. Development of a competency model. Such an innovation is intended to regulate the multifunctionality of a number of workplaces and competently build a technological chain, which helps prevent conflicts and focuses on the quality and efficiency of work.

5. Computer technologies in management. Software products allow not only to keep records of personnel by various parameters, but also to generate the necessary reporting documents that can be easily transported electronically.

The core of innovative approaches to personnel management is taking into account the characteristics of human resources:

1. People are intelligent beings, reacting to external influences emotionally and meaningfully, and not automatically, therefore, the interaction between the organization and the employee is two-way.

2. People strive for continuous improvement and development, thereby improving the quality of each enterprise.

3. The labor activity of a person on average lasts from 30 to 50 years, which means that the relationship between employees and the company can be characterized by long-term.

4. People choose work meaningfully, while being guided by certain goals and expecting the implementation of their ideas in return. The further process of cooperation depends on how satisfied the employee is with the interaction with the organization and vice versa.

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

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

Rice. 1.4.

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

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

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

Rice. 1.5.

Rice. 1.6.

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

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

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

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

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

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

Taking into account the main components, inputs and outputs listed above, the typical structure of the innovation management system can be presented in Fig. 1.7.

When considering the above block diagram, one should dwell in detail, taking into account their role and weight, on the following elements: system input, output, external and internal environment, control. At the same time, the last element

Rice. 1.7.

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

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

Rice. 1.8.

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

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

Rice. 1.9.

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

Rice. 1.10.

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

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

"

The vector of external factors that have an impact on the innovation management system,

>

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

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

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

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

where is the optimality criterion ( or ).

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

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

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

The criterion is universal, since all the costs of innovation management can be calculated and expressed in monetary units. However, one should not forget that the main goal is to obtain or achieve the necessary (required) effect. The formalized optimal control problem in this case will look like:

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

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