Competitive advantage is always associated with the implementation of certain changes that affect all members of the organization. At the same time, changes, to one degree or another, are always associated with innovation.
For the first time, the term “innovation” appeared in the scientific studies of culturologists back in the 19th century and literally meant the introduction of some elements of one culture into another.
Only at the beginning of the 20th century began to study the patterns of technical innovations. In 1911, the Austrian economist Schumpeter J. in his work “Theory economic development” distinguished two aspects of economic life:
static (routine circulation is associated with constant repetition and resumption of production - the organizations participating in it know the principles of their behavior from their experience, it is easy for them to foresee the results of their actions and it is easy to make decisions, because the situation is clear);
· dynamic (innovative circulation means development - a special, distinguishable in practice and in the minds of people, a state that acts on them as an external force and does not occur in a situation of economic circulation).
Innovations in the economy are introduced, as a rule, not after the consumer spontaneously has new needs and reorientation of production takes place, but when the production itself accustoms the consumer to new needs.
To produce means to combine the resources available to the organization, and to produce something new means to create new combinations of changes in the development of production and the market. Schumpeter J. identified five typical changes:
1. changes due to use new technology, new technological processes and new market support for production;
2. changes due to the use of products with new properties;
3. changes due to the use of new raw materials;
4. changes in the organization of production and methods of its logistics;
5. changes due to the emergence of new markets.
In the 30s of the 20th century, Schumpeter J. first used the concept of “innovation”, meaning by this change with the aim of introducing and using new types of consumer goods, new production means, markets and forms of organization in industry. At the same time, Schumpeter J. assigned the main role of the driving force of the economic development of society not to the nature of the struggle between capital and the proletariat (according to Marx K.), but to the introduction of innovations in the economy of the state.
In the course of the research, it also became clear that not only a change in prices and savings on current costs, but also a radical renewal and change in products can become a source of profit. The ability to ensure the competitiveness of the organization by changing prices or reducing costs is always short-term and has a marginal character. The innovative approach turns out to be more preferable, since the process of searching, accumulating and transforming scientific knowledge into physical reality is, in fact, unlimited.
Sources of innovative ideas
Drucker P. identifies seven sources of innovative ideas:
1. unexpected event for an organization or industry - unexpected success, unexpected failure, unexpected external event
2. non-congruence - a discrepancy between reality (as it really is) and our ideas about it (as it should be)
3. innovations based on the needs of the process (under the need of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated)
4. sudden changes in industry or market structure
5. demographic changes
6. changes in perceptions, moods and values
7. new knowledge (both scientific and non-scientific).
According to Drucker P., a systematic innovation process consists in a purposeful and organized search for changes and in a systematic analysis of these changes as a source of social and economic innovation. He refers to the first 4 sources of innovative ideas (areas of change) as internal, since they are within the organization, within the industry or service sector (such sources are available to those working in this organization or in this industry). The last three sources are external because they originate outside the organization or industry. However, there are no clear boundaries between all sources, and they can intersect mutually.
When choosing an innovative idea and deciding on the implementation of any innovation, you need to find out some points:
§ if we are talking about product innovation - does this or that product have a good chance in the market
§ When it comes to any innovative project- obtaining real profit (the profit from the project should be much higher than the costs of its implementation) and real risk assessment (the risk associated with the project should be in the maximum allowable ratio with the profit from its implementation).
Thus, in order to achieve the intended goals and get monopoly profit from innovative activity, the organization must comply with certain conditions and meet certain requirements:
§ it is necessary to clearly represent the volume of demand of potential consumers for innovation, its economically expressed advantages over already existing ways meeting this need
§ it is necessary to identify resource constraints that arise during the creation, production and marketing of innovations, i.e. it is important to correctly make a comprehensive forecast economic potential innovations
§ for the successful development of an innovative organization prerequisite is the compliance of the organization's personnel with certain requirements
§ With limited material and financial resources and market uncertainty, the quality of organization and management plays a significant role in the success of innovative organizations.
In connection with the foregoing, it is small innovative organizations that are most effective, since they are characterized by the absence of strictly formalized management structures, which ensures speed and flexibility in decision-making.
Innovation process
Conception, preparation and gradual implementation innovative change called the innovation process. The innovation process is a broader concept than innovation activity. It can be viewed from different perspectives and in varying degrees of detail:
Firstly, it can be viewed as a parallel-sequential implementation of research, scientific, technical, industrial activities and innovations;
Secondly, it can be considered as temporary stages of the innovation life cycle from the emergence of an idea to its development and implementation.
In general terms, the innovation process is a sequential chain of events during which innovation is implemented from an idea to a specific product, technology or service and is distributed in economic practice. Moreover, the innovation process does not end with the so-called implementation, i.e. the first appearance on the market of a new product, service or bringing it to design capacity new technology. The process is not interrupted because as it spreads in the economy, an innovation improves, becomes more efficient, acquires new consumer properties, which opens up new areas of application, new markets, and hence new consumers.
An important direction in the study of innovation processes is the identification of real factors that facilitate or hinder their implementation.
Table: Factors influencing the development of innovation processes
Group of factors Factors hindering innovation activity Factors facilitating innovation activity
Economic, technological Lack of funds to finance innovative projects Weakness of the material and scientific and technical base and outdated technology, lack of reserve capacities Dominance of the interests of current production Availability of a reserve of financial, material and technical resources, advanced technologies Availability of the necessary economic and scientific technical infrastructure financial incentives for innovative activities
Political, legal Restrictions from antimonopoly, tax, amortization, patent and licensing legislation Legislative measures (especially benefits) that encourage innovation governmental support innovation
Organizational and managerial Established organizational structure, excessive centralization, authoritarian style of management, predominance of vertical information flows Departmental isolation, difficulty of intersectoral and interorganizational interactions Rigidity in planning Orientation to established markets Orientation to short-term payback Difficulty in coordinating the interests of participants in innovative processes Flexibility organizational structures, democratic style of management, dominance of horizontal information flows, self-planning, allowance for adjustments decentralization, autonomy, formation of target problem groups
Socio-psychological, cultural resistance to changes that may cause such consequences as a change in status, the need to search new job, restructuring of established methods of activity, violation of stereotypes of behavior, established traditions; fear of uncertainty, fear of punishment for failure; resistance to everything new that comes from outside; moral encouragement, social recognition; providing opportunities for self-realization, liberation of creative work; normal psychological climate in the work team
The content of the innovation process covers the stages of creation, both innovation and innovation.
The innovation creation process includes (innovation life cycle):
1. Research stage
§ fundamental research and development of a theoretical approach to solving a problem (fundamental research is a theoretical or experimental activity aimed at obtaining new knowledge about the basic patterns and properties of social and natural phenomena, about cause-and-effect relationships with respect to their specific application. There are theoretical and search fundamental research Theoretical research includes research - the task of which is new discoveries, the creation of new theories and the justification of new concepts and ideas. Exploratory research includes fundamental research - the task of which is the discovery of new principles for creating products and technologies, new, previously unknown, properties of materials and their compounds, methods of analysis and synthesis.In exploratory studies, the goal of the intended work is usually known, more or less clear theoretical basis but directions are not specified. In the course of such research, theoretical proposals and ideas are confirmed, rejected or revised. The positive output of fundamental research in world science is 5%.);
§ applied research and experimental models (applied/original research is aimed primarily at achieving a specific goal or task, at identifying ways practical application previously discovered phenomena and processes; research work of an applied nature aims to solve a technical problem, clarify unclear theoretical issues, obtain specific scientific results, which will be further used in experimental developments);
§ experimental development, determination of technical parameters, product design, manufacturing, testing, refinement (product development is the final stage of scientific research, characterized by the transition from laboratory conditions and experimental production to industrial production. The purpose of product development is to create / modernize samples of new technology that can be transferred after appropriate tests to mass production or directly to the consumer.At this stage, the final verification of the results of theoretical studies is carried out, an appropriate technical documentation, a technical prototype or an experimental technological process is manufactured and tested. A technical prototype is a real-life example of a product, system, or process that demonstrates the suitability and conformity of performance to specifications and production requirements);
2. Stage of production
§ initial development and preparation of production (at this stage, a description of possible production methods is made, indicating the main materials and technological processes, conditions for operational and environmental safety. The stage of determining industrial applicability and preparation for production is the period during which the product must be prepared for release to market.The result is a prototype, a full-scale working model designed and built to define the manufacturing requirements of a new product.The prototype is fully compliant with industrial design standards. final product mastered in mass production. Data technical analysis and information collection are the basis of a feasibility study containing a detailed assessment of the costs of creating and operating production complex and profits from selling the product on the market at competitive prices);
§ start-up and management of mastered production (full-scale production is the period during which New Product mastered in industrial production and the production process is optimized in accordance with market requirements);
3. Stage of consumption
§ delivery of products to the market and its consumption (at this stage, the strategy for promoting a new product to the market is specified, there is a direct consumption of new knowledge embodied in a new product. At the same time, the actual effectiveness of innovative activity is revealed.);
§ obsolescence of the product and the necessary elimination of obsolete production (this stage occurs when there is not only physical, but primarily moral depreciation of equipment caused by the rapid pace of development of new highly efficient models).
With regard to innovation, as a process of transferring innovation into the scope of application, the content of the life cycle is somewhat different and includes the following stages:
1. the birth of innovation - awareness of the need and the possibility of change, search and development of innovations;
2. development of innovation - implementation at the facility, experiment, implementation of production changes;
3. diffusion of innovation - distribution, replication and multiple repetition on other objects (distribution of innovation is an information process, the form and speed of which depend on the power communication channels, peculiarities of perception of information by business entities, their abilities for the practical use of this information, etc. According to J. Schumpeter's theory, diffusion of innovation is the process of a cumulative increase in the number of imitators/followers who innovate after the innovator in anticipation of higher profits);
4. routinization of innovation - innovation is implemented in stable, constantly functioning elements of the corresponding objects.
An innovation, as a process, cannot be considered fully completed if it stops at one of these stages. In turn, the life cycle of an innovation can stop at the stage of consumption if it does not close with the innovation.
Thus, both life cycles are interconnected, interdependent and impossible one without the other. Both life cycles are covered general concept innovative process, and the main difference between them lies in the fact that in one case there is a process of formation of new products, in the other - the process of its commercialization.
Drawing: Life cycle new product
STREAM The need for theoretical research The need for development in the development of applied research The need of the economy for the development of new equipment, technology and consumer goods
SCIENTIFIC Basic Research Applied research Experimental development Diffusion of innovations into production and consumption
IDEAS Discoveries Inventions Scientific and technological advances/developments Innovation
Figure: Innovation process
Idea generation Feasibility testing Prototyping Comprehensive testing and improvement specifications Market sounding Organization of large-scale production Market expansion
Market needs analysis Large-scale marketing
First stage Second stage Third stage Fourth stage Fifth stage Sixth stage
Organization of the innovation process
Let's look at the process of implementing innovation from a financial point of view.
Figure: Dynamics of costs and benefits during implementation
innovative project (according to Mikkelson H.)
Profit W
Gross income
net income
Profit
Current costs associated
with production and
sales of products
It is obvious that the early stages of this process are notoriously expensive, and the costs increase sharply as the innovation approaches the market (time t1). The segment t0-t1 corresponds to the first four stages of the innovation process. With the onset of the fifth stage, the organization begins to receive income from sales, which grows further with the expansion of the scale of production and sales (curve W on the segment t1-t3). Naturally, this happens only with the successful development of the innovation process. Curve V on the same segment characterizes the receipt of net income, starting from time t1. It is formed as a result of subtracting from the gross income W the current costs Q associated with the production and sale of marketable products. From some point in time t2>t1, net income compensates for the costs in the early stages of the innovation process and the organization begins to receive a net profit (curve P on the segment t2-t3).
Net profit increases as long as the new marketable product is competitive and in demand among buyers.
However, life shows that under conditions market economy this happy period for entrepreneurs does not last long. Many others follow in the footsteps of the innovator organization, also striving to establish themselves in a new market niche. Some of them acquire a license to use the innovation legally. Others act by piracy, using technology developed by the first organization or releasing a new product without complying with all legal requirements. Still others generally discredit innovations by organizing the underground production of low-quality and cheaper analogues under the brand name of the developer organization. Finally, the fourth - the most serious competitors in the market - independently improve the consumer or technological characteristics of the innovation, achieve significant results along this path, find loopholes in patent law and gradually fill new market niche spaces with their products.
Topic 1. Innovations as an object of innovation management
1.2. Factors that promote innovation
Favorable opportunities for innovation are created by changes in the internal and external market environment. Drucker P. identifies seven sources of innovative ideas:
Internal (located within the organization, within the industry or service sector (such sources are available to those working in this organization or in this industry):
unexpected event for an organization or industry - unexpected success, unexpected failure, unexpected external event.
incongruence - a discrepancy between reality (as it really is) and our ideas about it (as it should be).
innovations based on the needs of the process (under the need of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated). In particular, the use of scientific and technological advances and the ability to manage large volumes of information allow companies to improve the way they meet the needs of consumers. Opportunities are emerging to create and deliver ever more effective products and services to consumers. New knowledge allows us to improve products and services, reduce the cost of products and improve their quality. sudden changes in industry or market structure Changes in the structure of industries offer enormous opportunities for innovation.
External (they have their origin outside the given organization or industry):
demographic and environmental changes.
changes in perceptions, moods and values.
new knowledge (both scientific and non-scientific).
The factors listed above can overlap in time, which means that at the same moment the company may well have the opportunity to choose several directions for applying forces at once.
INNOVATIVE MANAGEMENT.
Management and innovation are needed everywhere - in the economy and in education, in healthcare and municipal government. And they are necessary precisely because they do not mean a “radical change”, grandiose transformations. The entrepreneurial society takes a great many different steps at the same time at every moment: a new product is here, new service there, new form leisure somewhere else. Only such a structure is able to satisfy the most diverse and almost always local needs of a very complex society, and even more so to develop these needs. Therefore, innovation is defined as the end result of intellectual (scientific and technical) activity, which has been embodied in the form of a new or improved product or service introduced on the market.
Concepts should be distinguished innovations and innovation. Innovation - this is a formalized result of fundamental, applied research, development or experimental work in any field of activity to increase its effectiveness. Innovations can take the form of: a discovery, invention, patent, trademark, rationalization proposal, documentation for a new or improved product, technology, management or production process, standard, etc.
The main thing is to introduce innovation, to turn innovation into a form of innovation, i.e. complete the innovation activity and get a positive result.
Innovation- the end result of the introduction of innovation in order to change the object of management and obtain an economic, social, environmental, scientific, technical or other type of effect.
Seven sources of innovative opportunities.
Innovation does not have to be technical or something material in general. It is believed that the Japanese are not innovators, but imitators. Indeed, they showed little technical and scientific innovation. Their success was based on social innovation.
The Japanese made the deliberate decision a hundred years ago to focus on social innovation and imitate, import, and adapt technical innovations with overwhelming success.
What is sometimes referred to as creative imitation is a very respectable and often very successful entrepreneurial strategy.
Innovation is more of an economic and social term than a technical one.
Systematic innovation consists in a purposeful, organized search for change and in a systematic analysis of the opportunities that these changes can provide for economic or social innovation.
Systematic innovation means monitoring the seven sources of innovation opportunities.
The first four sources lie within the enterprise (in the internal environment), so they are visible primarily to people working in this sector or industry. These are mostly symptoms. But they are highly reliable indicators of changes that have already happened or that can be made to happen with little effort.
These four sources are:
- unexpected event: unexpected success, unexpected failure, unexpected external event.
- mismatch, mismatch: between reality as it is and its reflection in our opinions and assessments.
- Innovation based on the needs of the production process.
- Changes in industry or market structure that take everyone by surprise.
The second set of sources, of three elements, includes changes outside the enterprise or industry, namely, in the social, political, intellectual environment (external environment):
- Demographic changes.
- Changes in consumer perception and sentiment.
- New knowledge, scientific and non-scientific.
All these sources overlap, but the order in which they are listed is not arbitrary. They are listed in descending order of reliability and predictability. Contrary to almost universal belief, new knowledge - especially scientific knowledge - is the least reliable and least predictable source of successful innovation. for instance, the analysis of such things as an unexpected event will greatly reduce risk and uncertainty. The innovations that emerge from it are, as a rule, of the smallest importance between the beginning of an enterprise and its measurable results - success or failure.
Drucker P. identifies seven sources of innovative ideas:
Unexpected event for an organization or industry - unexpected success, unexpected bad luck, unexpected external event
Incongruence - a discrepancy between reality (as it really is) and our ideas about it (as it should be)
Innovations based on the needs of the process (under the need of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated)
Sudden changes in industry or market structure
Demographic changes
Changes in perceptions, moods and values
New knowledge (both scientific and non-scientific).
According to Drucker P., a systematic innovation process consists in a purposeful and organized search for changes and in a systematic analysis of these changes as a source of social and economic innovation.
He refers to the first 4 sources of innovative ideas (areas of change) as internal, since they are within the organization, within the industry or service sector (such sources are available to those working in this organization or in this industry). The last three sources are external because they originate outside the organization or industry. However, there are no clear boundaries between all sources, and they can intersect mutually.
When choosing an innovative idea and deciding on the implementation of any innovation, you need to find out some points:
If we are talking about product innovation - does this or that product have a good chance in the market.
If we are talking about any innovative project - real profit (the profit from the project should be much higher than the cost of its implementation) and real risk assessment (the risk associated with the project should be in the maximum allowable ratio with the profit from its implementation).
Thus, in order to achieve the intended goals and obtain monopoly excess profits from innovation, the organization must comply with certain conditions and meet certain requirements:
It is necessary to clearly represent the volume of demand of potential consumers for innovation, its economically expressed advantages over existing methods of satisfying this need.
It is necessary to identify resource constraints that arise during the creation, production and marketing of innovations, i.e. it is important to correctly make a comprehensive forecast of the economic potential of innovation
For the successful development of an innovative organization, a prerequisite is the compliance of the organization's personnel with certain requirements.
With limited material and financial resources and market uncertainty, the quality of organization and management plays a significant role in the success of innovative organizations.
In connection with the above, it is small innovative organizations that are most effective, since they are characterized by the absence of strictly formalized management structures, which ensures speed and flexibility in decision-making.
Question 4. Essence, content and classification of innovations.
The term "innovation" in translation from English means "innovation".
In accordance with the classification of J. Schumpeter, the concept "innovations" viewed as:
1) production of a new, i.e. still unknown to consumers, the good or the creation of a new quality of this or that good;
2) introduction of a new, i.e., a given industry of a still practically unknown method (method) of production, which is based on a new scientific discovery and which may also consist in a new way of commercial use of the corresponding product;
H) development of a new market, i.e. such a market, where until now this industry the industry of that country was not represented, whether that market existed before or not;
4) obtaining a new source of raw materials or semi-finished products equally regardless of whether this source existed before, or was considered inaccessible, or it had yet to be created
5) carrying out an appropriate reorganization for example, securing a monopoly position or undermining the monopoly position of another enterprise.
Innovation - this is the end result of introducing an innovation in order to change the object of management and obtain an economic, social, environmental, scientific, technical or other type of effect.
Innovation- this is a formalized result of fundamental, applied research, development or experimental in any field of activity to increase its effectiveness.
Innovations and inventions become innovations after their commercialization (implementation).
The time between the appearance of an innovation and its implementation into an innovation is called innovative lag.
Innovations can take the form of:
discoveries;
inventions;
Patents;
trademarks;
Rationalization proposals;
Documentation for a new or improved product, technology, management or production process;
Organizational, production or other structure;
know-how;
concepts;
Scientific approaches or principles;
Marketing research results, etc.
table 2
Types and goals of innovation
There are a number of classifications of innovations in the literature. The most complete typology of innovations is offered by A. I. Prigogine:
1) by type of innovation:
Material and technical (equipment, technology, materials);
Social;
Economic;
Organizational and managerial;
legal;
Pedagogical;
2) by innovative potential:
Radical (basic);
Combinatorial (use of various combinations);
Modifying (improving, supplementing);
3) according to the principle of relation to its predecessor:
Replacement (instead of obsolete);
Cancel (exclude the execution of operations);
Return (to the predecessor);
Opening (new, no analogues);
4) by scope of application:
Spot;
Systemic (technological, organizational, etc.);
Strategic (principles of management, production);
5) by efficiency (goals):
Production efficiency;
Management efficiency;
Improvement of working conditions, etc.;
6) by social consequences:
Causing social costs;
New types of monotonous labor;
Harmful conditions, etc.;
7) according to the peculiarities of the mechanism of its implementation:
Single (for one object);
Diffuse (to many objects);
Completed and unfinished;
Successful and unsuccessful;
8) according to the features of the innovation process:
Intraorganizational;
Interorganizational;
9) by source of initiative:
Direct social order;
as a result of the invention.
Each innovation is implemented according to a scheme called innovation cycle, including various stages - from the idea to the commercialization of innovation.
Generalized scheme of the innovation cycle
The well-known American specialist in the field of management P. Drucker identified 7 main sources of innovation or conditions for the emergence of innovation:
1) unexpected event (success, failure, event in the external environment);
2) inconsistency or discrepancy between reality and its reflection in our opinions and assessments;
3) the needs of the production process;
4) changes in the structure of the industry and the market, "taking everyone by surprise"
5) demographic changes
6) changes in the perception and mood of consumers
7) new knowledge (scientific and non-scientific)
An unexpected event. The richest opportunity for effective innovation comes from unexpected success (veterinarians have discovered that medicines for humans and animals can be cured, acquired licenses for the production of new veterinary medicines and organized their production). At the same time, innovative opportunities are associated with a lower risk of obtaining a negative result, and the implementation of innovations is less laborious.
The discrepancy between what is and what should be. This phenomenon can be expressed in the following situations:
Discrepancy between economic indicators. An increase in demand for products (i.e., for their production) must also correspond to an increase in profits. The discrepancy between the dynamics of these indicators across the industry indicates crisis situation. An innovator who notices this discrepancy and finds a new solution to the problem can count on success. Example: Even a minimal expansion of steel and rolled metal production required huge investments, which paid off very slowly; the production process was uneconomical: the ingots were heated and cooled 4 times. Specialized mini-factories began to appear, which produced a limited range of products. The production process was more amenable to automation, unit costs were cut by half.
The discrepancy between reality and the idea of it. Occurs when industry leaders rely on erroneous assumptions and misunderstand the real situation.
The discrepancy between the values of the buyer and the ideas of managers (manufacturers) about them. Leaders think they know everything, but the reality is something else. (Japanese radio manufacturers were sure that the poor could not afford a TV, but for them it had a specific value and was purchased).
The needs of the production process. In production activities, situations often arise when bottlenecks technological process interfere with business development. In this case, it becomes necessary to replace a weak link or restructure the existing process in accordance with the new level of knowledge. EXAMPLE: in the 19th century. there was a weak link in photography - glass photographic plates. By replacing them with cellulose film and designing a lightweight camera for it, Kodak took the lead in photography.
Changes in industry and market structures :
Rapid growth of the industry. If the output of an industry is growing faster than the population or the economy as a whole, then the structure of the industry must change. Doubling the volume of production, enterprises, as a rule, cease to understand the needs of the buyer and serve the market inefficiently.
Convergence (convergence) of technologies. The combination of several technologies into one causes major changes in the structure of production. (Cell phone with built-in camera and clock;)
The maturation of the industry for its major structural transformations.(transformation of ophthalmic blades in the USSR: changes in the methods of treating eye diseases, in operating technology, in the creation of a new surgical instrument (diamond scalpels) and, as a result, a change in the organization of the entire medical process).
Demographic changes. They greatly influence the volume of demand for goods and services, which opens up new opportunities for innovation. EXAMPLE: In 1949, the "baby boom" began in the United States, which ensured the emergence of families with a large number of children. In the early 60s, when the children of this wave grew up, the shoe merchant Mellville refocused his business on teenagers: new products were developed for them and advertising was oriented.
Changes in the perception of the population. Changing the mood in society, creating new values are serious opportunities for innovation. (value of health - fitness centers, gyms, organic products).
Features of innovations based on new knowledge. The implementation of innovations based on new knowledge is characterized by the greatest expenditure of time.
1. A thorough analysis of the knowledge itself is necessary, which makes it possible to create an innovation. It is important to find out what conditions are not enough for the successful implementation of the idea. If it is impossible to provide all conditions, the innovation should be postponed.
2. A clear focus on strategic dominance in the market is important. Promising innovation immediately attracts competitors, and therefore leadership must be achieved quickly.
3. Innovation requires entrepreneurial management
5. Features of innovative organizations, their types.
The main difference between innovative (renovating) organizations is the focus on changes that become the norm of their activities. They lead an active innovation policy. By investing heavily in research and development. They constantly bring new products and services to the market, update their technological base. (Best innovative companies: Bank of America, Procter & Gamble, IBM, Sony, etc.).
Features of innovative organizations are in their own understanding: essence of innovation and managing the innovation process.
The essence of innovation.
Features of managing the processes of creating innovations
| Key points | Contents of the provisions |
| The main premise of the innovation strategy | Products, technologies, markets, distribution channels, etc. grow old |
| The basis of the innovation strategy | Planned and systematic replacement of obsolete |
| Direction of work on the creation of innovations | Rejection of the well-known time sequence "research - development - production - marketing". The project manager carries out work depending on the logic of the situation. |
| Organizational principles for creating innovation | Separate from current production |
| Organization of work to create innovations | An independent group or team working in parallel with an existing structure |
| Financing | Separate from current activities. |
An innovative organization in its strategy is guided in advance by the need to constantly work on new products and services. That is, simultaneously with the production of products, the systematic preparation of new products takes place.
V innovative organizations, and this is their significant difference, the creation of innovations is a kind of business, while in most organizations it is a function, part of the overall activity of the enterprise.
There are 5 types of behavior of innovative firms in the market, depending on:
novelty of the industry (new, promising, mature)
company size
R&D expenditures
The scale of production: mass (large-scale, serial), small-scale, single (pilot and experimental) production
product quality
the level of competition, etc.
