Formulation of the problem. The scientific and technological revolution (STR) at the present stage has become a key factor in the development of leading sectors of the economy, under its influence, the technical base of production and consumption is being updated at an accelerated pace, raw materials are being transformed, products are continuously improved, their assortment is replenished, and the process of research and development of new types of products is intensified. .

Development, implementation in production new products are important for firms as a means of increasing competitiveness and eliminating the firm's dependence on mismatch life cycles manufactured products. In modern conditions, product renewal is proceeding at a fairly rapid pace.

Analysis of recent research and publications. The issues of innovation management are dealt with by many scientists who reveal the essence of innovation depending on the object and subject of their research. For the first time, the definition of innovation was given by the Austrian scientist I. Schumpeter, who designated this category as a “new combination”, by which he understood a different quality of the means of production as a result of the introduction of new means of production or systems of its organization. I. Schumpeter distinguishes five types of innovations: production of products with new properties; introduction of a new production method; development of new markets for goods; change in the organization of production and its logistics; introduction of new organizational and institutional forms . In our opinion, the listed types of innovations reflect the types of innovation processes. Morozov Yu.P. by innovation means "the profitable use of new technologies, types of products, organizational, technical and socio-economic decisions of an industrial, financial, commercial or other nature" . Sokolov D.V. considers this category as final result creation and implementation of a fundamentally new or modified innovation that satisfies specific social needs and makes it possible to obtain an economic, social, scientific and technical effect.

Formation of the objectives of the article: characterization of the role of innovation in improving the competitiveness of the enterprise.

Presentation of the main material of the study. The word "innovation" is translated into Russian as "novelty", "innovation", "innovation". In management, innovation is understood as an innovation that has been mastered in production and has found its consumer. More broadly defined: Innovation is the end result of the activity of innovating, 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.

Innovations, representing the scientific, technical and technological improvement of production, give economic growth an intensive character. The main content of innovations is to increase the knowledge intensity of production and increase its efficiency on this basis. Innovations are expressed in reducing material and labor costs, improving product quality, mastering new technologies, and ensuring the sustainability of expanded reproduction.

Innovations are usually divided into:

• grocery, which are associated with changes in products
• technological, extending to production methods;
• non-technological, affecting factors of a social nature, organizational, economic forms economic activity.

In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies. The problem of innovations in our country has been developed for many years in the framework of economic research of scientific and technological progress.

Solving the problem of increasing innovative competitiveness is a complex multifactorial task in the activities of any economic entity, requiring coordinated, purposeful work of each of its divisions with the leading role of innovation. Thus, the gradual accumulation or build-up of qualitatively new advantages, of a higher order:

• uniqueness of technologies;
• uniqueness of specialists;
• the uniqueness of the products;
• high reputation of goods (attractive trade mark),

which are realized in quantitative growth in the short term (with some probability) or in the long term (almost certainly) are the key to the innovative competitiveness of the enterprise.

Experience shows that the stable development of production for a long time depends not only on resources, but also on the nature, on the size of innovation activities associated with the development, implementation, application of innovations, which is aimed at introducing the results of scientific research and development into a practical technological process, i.e. it combines production, exchange, consumption and includes many areas of activity, main goal which can be defined as the creation, accumulation and development of scientific and technical capabilities of a business entity, which ensures its competitiveness, economic security and further development.

The main feature of the modern economy is the speed of implementation of the innovation process. The innovation strategy in the modern economy is the obligatory entry into the market with innovations as they arise technological possibilities. Ideas often come from outside the firm. Hence, there is an interest in increasing the interaction with different structures. Because of this, the life cycle of the product is shortened and competition intensifies. Distinctive feature modern economy is the accelerated development of the non-material sphere (the production, dissemination and use of knowledge is the basis, and the global information network is the infrastructure).

In our time, with the growth of scientific and technical competition, innovation has become the main condition for survival. The decline in the rate of profit is an incentive for big investments in innovation.

Innovative activity greatly influences the economic development of the country and individual firms.

Entrepreneurs view the costs associated with creating innovation as an inevitable investment.

What gives the innovative development of the company to the entrepreneur:

1) allows you to adapt to changing conditions;

2) helps to increase the quality of goods and services, more widely satisfy the needs of consumers;

3) creates conditions for survival and development in the competitive struggle;

4) assists in maintaining a high level of production efficiency;

5) strengthens the financial position of the company;

6) strengthens the image of the company, raises its competitiveness;

7) strengthens partnerships;

8) contributes to the development of the organizational structure;

9) contributes to the improvement of staff qualifications;

10) increases labor productivity.

Competition and innovation are interrelated. Producers and consumers in the process of using outdated equipment and technology receive a differential loss, as a result of which they are forced to reduce production costs on the basis of innovation. Enterprises that are the first to master innovations have the opportunity to reduce production costs and, accordingly, the cost of goods sold, which results in strengthening their positions in the competition with market entities offering similar products.

Thus, the survival of market entities in the competitive struggle is promoted by innovative activity. Competition and innovation are dialectically interconnected and complement each other, because:

1) competition is the main factor in the susceptibility of a market entity to technical innovations.

2) competition forces the entrepreneur to constantly look for and find new types of products and services that consumers need and can satisfy their needs.

3) competition encourages entrepreneurs to try to master products High Quality at market prices in order to retain consumers.

4) competition stimulates the use of the most efficient methods of production.

5) competition forces entrepreneurs to respond quickly to the desires of consumers.

6) competition provides a high income to those who work hard and productively.

Conclusion Attracting information resources in the current economic conditions is one of the most important factors in the competitiveness of an economic entity. From the unique information expressed either in a new technology, a secret of production ("know-how"), or in the original rational construction of enterprise management, costs, resources, or in an interesting program for promoting products to the consumer, the most important thing arises - innovation, an innovation that allows you to raise consumer qualities and reduce prices, that is, increase competitiveness. In the cost structure of an "innovative" firm, a significant place is occupied by the costs of searching for and acquiring valuable information. As practice shows, such costs over time are successfully justified by the brought economic benefit. So, priority modern management - the search for valuable information and the introduction of innovations.

Literature

1) Schumpeter I. Theory economic development: studies of entrepreneurial profit, capital, credit and business cycle. – M.: Progress, 1982. – 455 p.

2) Morozov Yu.P. Innovation management: Tutorial. - Nizhny Novgorod: publishing house, UNN, 1997. - 354 p. 3.

3) Sokolov D.V., Shabanova M. Prerequisites for analysis and the formation of innovation policy. - St. Petersburg: GUEF, 1997. - 284 p.

4) Orlov A.I., Orlova L.A. Modern approaches to innovation and investment management // Economics of the XXI century, 2002.

5) Kruglov M.I. Strategic management company. Textbook for high schools. - M.: Russian Business Literature, 2007.

6) Kiryakov A.G. Reproduction of innovations in market economy(Theoretical and methodological aspect). - Rostov-on-Don: RSU Publishing House, 2000.

INNOVATIVE COMPETITIVENESS AS A STRUCTURE FORMING FACTOR OF INNOVATIVE DEVELOPMENT

Gaifutdinova Oksana Sergeevna, Candidate of Economic Sciences, Associate Professor
Perm State National Research University

In the conditions of economic modernization and focus on innovative development, it is important to choose the directions of structural transformations of the national and regional economies, which is proposed to be done on the basis of a factor analysis of the innovative competitiveness of an economic entity.

Keywords: structural changes, innovative competitiveness, economic modernization, institutional and factor analysis

Abstract:In the conditions of economic modernization and focusing on innovative development the choice of directions of structural transformations of the national and regional economy, that it is suggested to make on the basis of the factorial analysis of innovative competitiveness of the managing subject, is important.
keywords: structural changes, competitive innovation, economic modernization, institutional and factorial analysis

Modern trends in the formation of the post-industrial economy and the course of modernization processes are characterized by the intensification of the innovative activity of economic entities at all levels of the hierarchy, the increasing importance of the formation of national and regional innovation systems, the search and development of an effective innovation infrastructure that best meets the external and internal conditions for the development of the innovation environment. Such changes in economic relations are accompanied by structural changes that are necessary in the context of focusing on innovative development and the formation of a socially oriented society.

As an indicator reflecting the level of formation of external and internal conditions for enhancing innovation activity and characterizing the direction of structural changes in the conditions of economic modernization, it is proposed to use the value of innovative competitiveness, which in a general sense can be interpreted as the ability to acquire competitive advantages through innovation. That is, innovative competitiveness characterizes the extent to which the subject under consideration uses the existing innovative potential, as well as how developed innovation system in which it operates, since the presence or absence of elements of the innovation infrastructure directly affects the possibility of conducting innovation activities and the effectiveness of the innovation process.

Thus, innovative competitiveness is determined by a combination of external and internal factors, among which the models of organizing innovative activity in an economic entity are paramount, the choice of which depends on a number of factors, in particular on the level of development and use of the components of innovative potential (the level of education of employees of the enterprise, the state of science and research in the enterprise, stimulation of innovation, the availability of capital and the possibility of obtaining it for research and development and other conditions necessary for the successful implementation of innovation).

However, in addition to internal sources, the external situation also plays an important role in innovative competitiveness. This primarily includes access to external sources innovations, a number of market and non-market conditions. These include: the demand for products in the domestic market; taxation; activity of the innovation infrastructure outside the enterprise; the demand for products in the foreign market; the presence of a state order; financing, loans; risk insurance; standardization and certification; protection of intellectual property, the market for patents and patent services; supply of materials and components; relations with large firms and customers; relations with local authorities.

Among the external conditions of the innovation environment, the most attention is drawn to the formation of an innovation activity infrastructure adequate to the requirements of the development of the enterprise and the region, which implies the presence of the following elements: a system for resolving issues of intellectual property protection in one's own country and abroad; patent search and patenting abroad; effective system project expertise; product certification systems; information support of innovative developments; participation in exhibitions; market research (marketing); search for an investor; release of an experimental batch; search for opportunities to supply products to production; organization of production; sales of products; patenting in the country.

The general understanding of innovative competitiveness is to create competitive advantages over similar economic entities through the introduction of innovations. However, the hierarchical level at which the subject is located forces certain adjustments to be made to the interpretation of innovative competitiveness.

After analyzing the terms used in the theories of innovation and competitiveness, as well as taking into account the various goals of economic entities located at different hierarchical levels, we can offer the following interpretations of innovative competitiveness.

For the mini level innovative product competitiveness- this is a set of product characteristics acquired as part of the innovation process, which make it possible to surpass competing products in quality and price, as well as in the ability to satisfy existing and emerging consumer needs as a result of innovation.

For the micro level, the level of the enterprise, the main thing is to maximize profits by improving product quality, reducing costs, increasing market share, therefore Andinnovative competitiveness of the enterprise can be characterized as an opportunity to acquire competitive advantage through active innovation in the areas of product quality and cost, as well as market share. Otherwise, innovative competitiveness of the enterprise- this is the ability of an economic entity to successfully function and develop in a certain selected segment due to innovations being introduced.

At the meso level, two economic entities are distinguished - this is an industry and a region that have common features in terms of its size and features relating to lines of business. At the same time, at the regional level, attention is paid to the well-being of the population of the territory and its economic security.

Innovative competitiveness of the industry (industry innovative competitiveness)- the ability of the industry's products to take a strong competitive position in world markets compared to foreign counterparts through the use of the latest developments and the maximum use of the existing innovative potential.

Innovative competitiveness of the region (regional innovative competitiveness)- cumulative opportunities to achieve strong competitive positions based on innovative development aimed at improving the quality of life of the population and ensuring sustainable economic development.

Innovative competitiveness of the country (national innovative competitiveness)- a set of innovative factors that make it possible to provide Better conditions for living in health care, education and other social areas, to ensure scientific and technological progress, to maintain national economic security and to ensure sovereignty.

What is common in the selected definitions is the focus on identifying the benefits obtained in the course of conducting innovative activities. However, the hierarchical level determines not only the general opportunities for conducting activities and the dynamics of the development of an economic entity, but also its capabilities regarding the activation of the innovation process. For example, at the enterprise level, one can engage in individual developments, successfully finance and implement them, but it is at the regional level that the conditions are determined to stimulate the introduction of innovations, the interaction of science and business sectors in the field of joint research and development.

The creation of the necessary infrastructure to support innovation is part of the functional responsibilities of the federal government. And the support of scientists and developers, the provision of the necessary tangible and intangible means of innovation at the early stages of the life cycle, etc. directly depend on the fulfillment of these duties.

Thus, each economic entity plays an important role in the innovation process and each of them contributes to the development of innovation activities, as well as an individual enterprise, industry, region and country as a whole.

Taking into account the specifics of each of the listed subjects, it is possible to carry out an assessment of innovative competitiveness, which will allow developing recommendations on the directions of structural changes in order to increase efficiency and intensify innovative activity.

To assess innovative competitiveness, a methodology has been developed that allows to quantitatively and qualitatively assess the level of innovative development using factor analysis based on the calculation of 12 indicators that most fully reflect the state of areas that directly or indirectly affect the conduct of innovative activities and allow giving a fairly complete description of the development of the innovation sphere.

These indicators differ depending on the hierarchical level at which innovative competitiveness is located (see Table 1).

Table 1

List of indicators for assessing innovative competitiveness at various hierarchical levels

An analysis of the factors used to find the integral indicator makes it possible to obtain information reflecting the level of development of the spheres of society's life that directly affect the activation of the innovation process in comparison with similar economic entities. This makes it possible to identify strengths and weaknesses in the development of innovative activities of a country, region, industry or enterprise and ongoing modernization; to trace in what positions competitors are superior, what are their main advantages and how they were able to achieve them. The generalizing indicator of innovative competitiveness characterizes the level of innovative development of the studied economic entity (country, region, industry or enterprise) and allows, on the basis of factor analysis of indicators that are part of innovative competitiveness, to propose measures for the development of the innovative sphere within the framework of economic modernization and innovative development aimed at the economic growth territories and improving the well-being of the population.

The application and use of the indicator of innovative competitiveness allows:

First, assess the position of individual countries, regions, industries and enterprises in comparison with domestic and foreign counterparts in the development of innovation activities in general, including in certain areas;

Secondly, on the basis of factorial and institutional analyzes, to identify strengths and weaknesses in innovative development and in the development of individual areas that directly affect the activation of innovative activity, the formation of regional and national innovation systems;

Thirdly, to identify the factors that have the greatest impact on the development of the innovation environment and the activation of the innovation process;

Thus, innovative competitiveness, on the one hand, reflects and characterizes the achieved level of innovative development, on the other hand, it makes it possible to identify areas for further modernization in terms of making a profit or economic effect, achieving economic growth, and improving the welfare of the population.

Literature:

• 1. Mingaleva Zh.A. Formation of innovative competitiveness of economic entities / Mingaleva Zh.A., Gaifutdinova O.S.// Yekaterinburg: Institute of Economics of the Ural Branch of the Russian Academy of Sciences, 2007. - 317 p.

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INTRODUCTION

1. THEORETICAL ASPECTS OF THE CONCEPT "INNOVATION" AND "COMPETITIVENESS"

1.1 The concept of innovation and innovation

1.2 Competitiveness of organizations: essence and significance

2. COMPETITIVENESS AND INNOVATIVE ACTIVITIES IN THE ORGANIZATION: RELATIONSHIP OF CATEGORIES

2.1 Approaches to the evaluation of innovation activity in industrial organizations

2.2 Innovative activity as one of the important factors of the organization's competitiveness in modern conditions of functioning

3. INNOVATIVE ACTIVITIES OF INDUSTRY ORGANIZATIONS OF THE REPUBLIC OF BELARUS

CONCLUSION

LIST OF USED SOURCES

APPENDIX

INTRODUCTION

In the context of the dynamic development of the Belarusian economy, taking place against the backdrop of global integration processes, in which domestic enterprises are already forced to compete in the market not only among themselves, but also with manufacturers from near and far abroad countries, the management of active innovation activity. This task is also relevant for domestic enterprises. light industry for which not only the accession of Belarus, but also of its strategic partners to the WTO should serve as a special incentive for innovative transformations, both in the sphere of organization and management of production and marketing.

The belonging of the state to economically developed countries or countries with economies in transition is largely determined by its global competitiveness. Today, with a significant reduction in the life cycle of products, a sharp increase in specific gravity single and small-scale science-intensive production, the concept of competitiveness has become identical to the concept of the ability to innovate (innovations). The practice of economically developed countries shows that the one who has a developed infrastructure for the implementation of innovations and who owns the most effective mechanism for innovation invariably wins in the world market in competition. The end of the 20th century is estimated as a period of relevance of scientific and technical innovations. They allow to restore the economy during its depression and remain competitive during normal operation. The development of the innovation sphere is now becoming of particular relevance, since it is in it that the transformation of a scientific and technical product based on fundamental and applied research into a market product with its own consumer properties takes place.

In official statistics, technological innovation refers to the end results of innovative activities that have been embodied in the form of a new or improved product or service, introduced on the market, new or improved technological process or method of production (transfer) of services used in practical activities. All the formalized characteristics of this process depend on which definition of innovation is used. At present, there is no single approach to the definition of innovative activity, just as there were no continuous surveys of enterprises and organizations in which innovations would be studied. Existing estimates of innovation activity are based on sample surveys of greater or lesser breadth, and this explains the often contradictory results of their results.

An innovative enterprise is one that introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents (external owners, banks, representatives of federal and local authorities authorities, research organizations and technology providers, other enterprises).

Thus, the purpose of this work is to give an idea of ​​the innovative activity of enterprises and its application in practice, as well as to consider the innovativeness of organizations as an important factor in their competitiveness.

The subject of this work is innovative activity and competitiveness of organizations.

Main tasks:

1) understand the essence of innovation and innovation

2) understand the essence of competitiveness

3) identify the types of innovation and consider the impact of innovation on the development of the enterprise

4) consider approaches to innovation in industrial enterprises

5) determine the relationship between competitiveness and innovation

6) characterize the innovative activity of industrial organizations of the Republic of Belarus.

When writing this term paper, sources such as V.I. Borisevich, N.P. Zaichenko, Yu.V. Babanova, L.F. Krupets, V.N. Tamashevich, E.L. Petrasik, State program of innovative development of the Republic of Belarus for 2011-2015, comprehensive program for the development of light industry of the Republic of Belarus for 2011-2015. with a perspective until 2020, etc.

1 . THEORETICAL ASPECTS OF THE CONCEPTS "INNOVATION" AND "COMPETITIVENESS"

1.1 The concept of innovation and innovation

The connection between innovations and entrepreneurial activity was implicitly noted already at the beginning of the 20th century. Currently, there is no single interpretation of the concept of innovation, so you can find different definitions in dictionaries, but they are the same in meaning. Depending on the object and subject of the study, according to Parkhomenko E.L. , innovation can be seen as:

Process (B. Twiss, A. Koire, I.P. Pinings, V. Rappoport, B. Santa, V.S. Kabakov, G.M. Gvishiani, V.L. Makarov, etc.);

System (N.I. Lapin, J. Schumpeter);

Change (F. Valenta, Yu.V. Yakovets, L. Vodachek and others);

Result (A. Levinson, S.D. Beshelev, F.G. Gurvich).

For example, the same Parkhomenko:

Innovation(innovation) - a complex process of creating the distribution and use of a new practical means (innovation) to meet human needs that change under the influence of the natural development of society, as well as changes in the social and material environment associated with this innovation; introduction of new ideas, technologies, types of products and others in the field of labor production, management in the organization.

And in the work of Alexandrova:

Innovation- the end result of innovation, embodied in the form of a new or improved product; new or improved technological process; new approach to social services.

Innovation process represents the preparation, implementation and dissemination of innovations and consists of interrelated phases that form a single, integrated whole. As a result of this process, a realized, materialized innovation appears.

Innovation- the process of implementing innovation. An innovation, unlike an idea, cannot “happen suddenly”. Purposeful work is needed, the activity of a team of specialists in order for an idea, an innovation to become a materialized product, to become a realized innovation.

Innovation activity- activities aimed at implementing the accumulated achievements (scientific and technical knowledge, technologies, equipment), in order to obtain new goods (services) or goods (services) with new qualities.

Innovative efforts produce results if properly directed. However, there is no innovation strategy that is suitable for all organizations in all situations. The search for an effective direction should include an analysis of customer requirements, emerging technologies, competitiveness, internal potential and basic organizational ideas. An effective organization has formal and informal mechanisms to properly link these elements and translate analysis into productive innovation programs.

When innovating, the organization must understand the needs of the market, strive to become a leader in the market sector that has been chosen to work, provide excellent performance and constantly focus on the consumer, leading him to delight in the quality of the product (service).

Ideally, an organization would prefer to operate in an environment where customers need innovation, available technology can provide it, and there is little or no competition. Then the understanding of the market comes down to expanding the understanding of the conditions favorable for innovation.

To obtain a higher return on innovation, a classification of innovations is carried out. The need for classification, i.e. the division of the entire set of innovations according to one or another characteristic into the appropriate groups is explained by the fact that the choice of the object of innovation is a very important procedure, since it predetermines all subsequent innovation activity, the result of which will be an increase in production efficiency, an expansion of the range of science-intensive products and an increase in its volumes.

The classification of innovations into appropriate groups is carried out using the following features.

On the basis of the emergence of innovations, two groups are distinguished: defensive and strategic.

The protective group of innovations provides the necessary level of competitiveness of production and products based on the introduction of relevant innovations as a way to protect against competitors.

Strategic forms promising competitive advantages.

According to the subject and scope of application of innovations, innovations are divided into product (new products and materials), market (new areas of use of goods, the possibility of implementing innovations in new markets), process innovations (technologies, new methods of organizing and managing production).

According to the degree of novelty of innovations, there are:

Non-standard groups of innovations, including a new product produced on the basis of a first developed technical solution, which has no analogue;

Improving - new products or technological processes developed on the basis of using the achievements of the scientific and technical process and providing perfect technical and operational characteristics in comparison with existing analogues;

Modification - innovations that expand the operational capabilities of a product or process.

By the nature of the satisfaction of needs, innovation groups are determined by innovations that satisfy the new needs that have developed on the market.

In terms of the scale of distribution, innovations can be basic for young industries producing a homogeneous product, or used in all sectors of industrial production.

The classification gives specialists a basis for identifying the maximum number of ways to implement innovations, thereby creating a variant choice of solutions.

1.2 Competitiveness of organizations: essence and significance

The presence of competing organizations gives rise to such a phenomenon in the economy as competitiveness. As has been proven by many economists, competition is the driving force behind the development of society, improving the quality of goods and the standard of living of the population.

Often, organizations in one industry are in close competition with businesses in other industries because their products are good substitutes.

An analysis of the definitions of competitiveness given by different authors made it possible to identify its most important features:

Competitiveness is the attractiveness of products for the consumer, a measure of the ability to be sold;

Specified value when creating a new product ;

Reflects the degree of satisfaction of consumer requirements, and the nature of the requirements depends on the type of product;

The relative value obtained when compared with similar products of the main competitors in terms of technical, economic, performance characteristics in a certain period of time;

Predictable, mathematical value.

Researchers also adhere to one of three interpretations of the competitiveness of an enterprise: behavioral, structural, functional.

The behavioral interpretation of the organization's competitiveness is the struggle for the buyer's money by satisfying his needs.

Structural interpretation of the competitiveness of an organization - an analysis of the structure of the market to determine the degree of freedom of the seller and buyer in the market (market form) and the way out of it.

The functional interpretation of the organization's competitiveness is the rivalry between the old and the new, with innovations, when the hidden becomes clear.

Currently, in the economic literature there are enough a large number of definitions of competitiveness. In the most general sense, competitiveness is understood as the ability to get ahead of others, using one's own advantages in achieving the set goals.

As has been proven by many economists, the competitiveness of an organization is the driving force behind the development of society, the main tool for saving resources, improving the quality of goods and the standard of living of the population. Therefore, the competitiveness of an organization is a very complex and multifaceted concept that needs to be studied and clarified in the conditions of the Belarusian economy.

In the literature devoted to this problem, there are three approaches to the definition of competitiveness. The first defines competitiveness as competitiveness in the market. This approach is typical for domestic literature. The second approach considers competitiveness as an element market mechanism which balances supply and demand. This approach defines competitiveness as a criterion by which the type of an industry market is determined, and is based on the modern theory of market morphology.

Competitiveness is a property of an object, characterized by the degree of actual or potential satisfaction of a specific need by it in comparison with similar objects presented on the this market. In other words, competitiveness determines the ability to withstand competition in comparison with similar objects in a given market.

Bogomolova I.P., Khokhlov E.V. There are three approaches to the formation of the competitiveness category:

Firstly, the presence of one's own motive for activity, the expectation of positive results for oneself;

Secondly, the presence necessary resources for the implementation of activities;

Thirdly, the ability and ability to resist rivals.

The European Forum on Management Problems has defined “competitiveness” as the actual and potential ability of firms, under their existing conditions, to design, manufacture and market products that are more attractive to the consumer in terms of price and non-price characteristics than the products of their competitors. The disadvantage of this definition is that it refers only to goods and takes into account only price and non-price characteristics.

The competitiveness of an organization is determined in relation to a specific market or to a specific group of consumers, formed for the appropriate reasons for the strategic segmentation of the market.

To date, the competitiveness of an organization can be defined as a state that characterizes the real and potential ability to fulfill its functional duties in the face of possible opposition from rivals. At its core, it remains an economic concept, and its most correct application is to economic objects.

As a result of the analysis and comparison of various approaches to the definition of the concept of "competitiveness of an organization", it can be concluded that the competitiveness of an organization is a complex one. economic category, which reflects the state that characterizes the real or potential possibility of fulfilling one's functional duties in the face of possible opposition from rivals.

2 . COMPETITIVENESS AND INNOVATIVE ACTIVITIES IN ORGANIZATION: INTERRELATION OF CATEGORIES

2.1 Approaches to the evaluation of innovation activity in industrial organizations

In today's economic world, innovation is one of the key factors that determine the prospects for the social and economic development of organizations.

There are many different definitions of the concept of "innovative activity" in the literature.

According to the terminology adopted in the Republic of Belarus, innovation activity means:

Activities that ensure the creation and implementation of innovations.

This is the process of creating innovation, which includes applied research, preparation and start-up of production, as well as activities that ensure the creation of innovations - scientific and technical services, marketing research, training and retraining of personnel, organizational and financial activity[GOST 31279-2004].

A type of activity associated with the transformation of ideas (usually the results of scientific R&D or scientific achievements) into technologically new or improved products or services introduced on the market, into new or improved technological processes or methods of production (transfer) of services used in practical activities.

However, according to the Terminology recommended by the Economic Cooperation Organization (OECD), innovation is an activity that encompasses all those scientific, technological, organizational, financial and commercial activities, including investment in new knowledge, that actually or by design lead to the emergence of technologically new or improved products or processes. Some may be innovative for good reason, others not new but necessary for implementation.

Balabanov I.T. notes that innovation includes the entire innovation process, without exception, starting with the emergence of an idea and ending with the diffusion of a product.

An interesting approach to the definition of innovative activity is based on a socio-psychological concept. So, Ogoleva L.N. considers innovation as a process of creativity and innovation, realized as a maxim of an innovative alternative, innovative need and entrepreneurial effort.

The considered definitions do not have serious fundamental differences; all definitions are characterized by the consideration of innovative activity as a certain sequence of actions, during which a system of measures is implemented aimed at creating new and improved products and processes that have commercial value.

Innovative activity at the level of the organization leads to the formation of new technologies for managing both internal processes and external relations.

The result of innovative activity is the saving of social labor, so the economic interests of its participants are reduced to the implementation, distribution and use of this savings. The direction, pace, and effectiveness of the innovative development of the productive forces of society depend on the coordination of the interests of all subjects involved in the creation and use of innovations. The ratio of profits and costs determines the interest of participants in innovations.

The need for cost savings production area, and ultimately on a scale national economy necessitates cost savings in the innovation sphere as well, since costs in the latter are one of the elements of economy in production, which indicates the internal inconsistency of various areas within the framework of a single national economic system. The economic feasibility of organizations to use innovations depends on the ability to use them to generate savings production costs, competitiveness and product quality, and ultimately contribute to the intensification of economic growth due to qualitative factors, primarily scientific and technological progress, leading to a reduction in the cost of all production resources per unit of final output. In addition, the survival of organizations in countries that have entered the post-industrial phase of development depends no longer on their ability to produce a particular product, but on their readiness to discover new social needs and offer society own products(goods and services) that can satisfy them. Of course, the manufacturer in this case, too, can extract a high monopoly profit. The local effect of innovation is formed at the level of implementation of a separate economic interest of an economic entity. However, in the end, innovations increase the productivity of the entire national economy, leading to the effective implementation of social needs.

The interest of economic entities in acquiring innovation is influenced by the state of the market and innovation infrastructure, venture financing institutions, and the possibility of entering the world market.

Stimulating the application of innovations in production is associated with the problem of their right choice. The complexity of the selection for the introduction into production of one or another solution proposed by science and technology lies, first of all, in the diversity of the possible impact of each of these decisions on production. Diversity is determined by the fact that various technical and technological innovations introduced into production, even if they bring the same production effect, have unequal economic efficiency, since they have different effects on changes in the production apparatus and materials used, on the organization of production. The relevance of the problem of choosing the object of innovation lies in the fact that the correct primary choice predetermines the entire course of subsequent innovation activity and makes the development of production irreversible. In market conditions, the organization independently carries out production and marketing activities, assesses the level of its own scientific potential and resource capabilities, and also chooses the types of innovative strategies

Innovative activity in organizations pursues different goals and is determined by technical, financial, economic, political, resource and market factors. Thus, innovation activity can be a response to market requirements, limited access to advanced technological solutions, resource constraints, changes in tax and financial and credit policies.

Considering the interconnectedness of the goals of innovation activity and the factors determining it, we will consider the nature and content of the goals of innovation carried out in organizations. They can be subdivided into strategic and tactical (specific) goals. In modern conditions, the strategic goals are survival, increasing profits, increasing competitiveness, expansion, conquering new markets. It should be noted that in a market economy, the goals of maximizing profits and increasing the competitiveness of products are a priority.

Tactical (concrete) goals of innovative activities of organizations are quite diverse. We list the main ones: replacement of obsolete products, expansion of the product range, preservation of traditional sales markets and their expansion, reduction of material and energy costs, improvement of product quality, reduction of pollution environment, increase production flexibility. At the same time, the tactical goals of innovation activity are of a complex nature.

The achievement of these strategic and tactical goals largely depends on the above factors of a different nature. The factors that shape the innovative activity of organizations are divided into internal (relating to organizations) and external (not dependent on organizations). In its turn, external factors divided into direct and indirect.

These factors can influence the innovative activity of organizations in a complex and in various combinations, which is taken into account when adopting innovative management decisions. For organizations, internal complexes of innovative activity are top priorities. These can be obsolescence and physical deterioration of equipment, outdated technology, the need to reduce energy costs, the desire to expand production capacity. For modern organizations in the management of innovative activity, it is important to take into account such factors as the innovative climate in the team and its susceptibility to innovation. Their industry affiliation has a special influence on the innovative activity of the organization. It largely creates the attractiveness of innovation for private, domestic and foreign investors. Under other conditions, it is the factor of industry affiliation that increases the attractiveness of investments. In enterprises where there has been a change in ownership and management, institutional changes have become factors of innovation, i.e. change in the form of control.

2.2 Innovative activity as one of the important factors of the organization's competitiveness in modern conditions of functioning

In modern conditions of economic development, the role of innovation as a factor in increasing the competitiveness of an organization is significantly increasing, since with the tightening struggle for the consumer, the most competitive organizations occupy the key positions, that is, those that can adapt to the needs of the market as soon as possible, and therefore have the greatest mobility.

The innovative way is the only one possible for the effective development of light industry, improvement economic indicators activities and increase its competitive level, expand the area of ​​cooperation with foreign companies, scientific and engineering centers, which will enhance the role and image of light industry in the country's economy and in the global labor market, increase the investment, budgetary and export attractiveness of the industry. The modernization of production, the development of industry and university science, the adoption of the necessary regulatory legal acts, the appropriate customs and tariff policy will contribute to development, improve product quality, and increase the stability of enterprises in the domestic market.

The purposeful implementation of innovative activities gives the organization significant advantages over competitors and, ultimately, increases the profitability of its activities.

The main area of ​​competition is the market, therefore, the main thing for identifying the economic significance of innovation is the success of the organization's performance in market competition using innovation.

The modern concept of the company's competitiveness is complex and multidimensional.

Under competitiveness refers to the company's ability to create and use strategic factors success, distinguishing it from competitors and giving certain market advantages to its products.

Currently, there are several groups of competitiveness factors:

1. quality component;

2. marketing component;

3. commercial component;

4. goodwill.

Qualitative component includes technical and economic parameters of products (capital intensity, science intensity, technical specifications, durability, efficiency, reliability, etc.), ergonomic parameters (anthropometric, psychological and hygienic indicators), environmental parameters and patent purity of the goods. All of the above parameters constitute the concept of product quality and are discussed in detail in the marketing literature.

The next factor is marketing component competitiveness. It characterizes the organization in terms of the effectiveness of the application of complex marketing measures to influence the market. The success of an organization in a modern civilized market is largely determined by the degree of focus on consumer needs, the ability to create and adjust demand, form market niches, and have an effective marketing and communication policy.

Commercial component is the third factor of competitiveness and includes experience commercial activities organization, the use of a flexible pricing policy and the organization of post-warranty service, loyalty to relationships with counterparties, the ability to negotiate and conclude profitable deals, accuracy in conducting business transactions.

A relatively new factor in competitiveness is the image of an organization or goodwill. This concept includes the fame of the organization and its corporate brand, the degree of consumer loyalty in relation to its products, the size and nature of intellectual property. The monetary value of goodwill is estimated by subtracting from market value company's carrying amount of its tangible assets. The reputation of the organization and its market weight are becoming increasingly important and depend both on all the above factors of competitiveness, and on the historical past, features corporate culture and mission of the company.

Based on the proposed interpretation of competitiveness, we can conclude about the role of innovation in the position of the organization in the market. In each of the four groups of competitiveness factors, the innovative aspect of its activity plays a special role. So, for example, the concept of quality is inextricably linked with the knowledge intensity of products, which, in turn, is impossible without the use of the latest technologies. Constant changes in consumer preferences require the creation of a new product design, filling it with new functional characteristics, the use of new environmental standards, etc. Without these innovations, it is problematic to talk about the high quality of a product.

The image of an organization that is able to respond flexibly and "painlessly" to any changes in the external environment is attractive to both investors and consumers.

The growing role of innovation management in competitive activities is emphasized by many economists.

“In order to become competitive,” writes the American scientist H. Malgram, “company management must be carried out in such a way that rapid adaptation to new conditions becomes a way of life at all levels of economic activity.”

A new driver for implementing a global approach is the desire to stay ahead of the competition by entering the market with new products and services. Organizations pay special attention to the export of capital when developing the production of new products and seizing positions in emerging markets.

Innovation is the continuous effort of an organization to embrace a discovery, a chain of improvements that only become meaningful through an extensive process of additional design, modification, and many small evolutionary improvements that bring it to market. All this is united by the term "development work" in the general context of scientific research and development work (R&D).

Thus, in modern conditions there is a relationship between the competitiveness of companies and the intensity of their innovation activity. And due to the fact that the activities of organizations are increasingly becoming international in nature, innovation is becoming one of the main factors in the competitiveness of international companies.

3 . INNOVATIVE ACTIVITIES OF INDUSTRY ORGANIZATIONS OF THE REPUBLIC OF BELARUS

innovation competitiveness innovation

In the industry of Belarus in 2010, among large and medium-sized industrial organizations (hereinafter referred to as industrial organizations) of the republic, 324 were innovatively active (carried out expenses for technological innovations), which is 15.4% of the total number of industrial organizations. Among the innovation-active organizations of the republic in 2010, the largest share fell on organizations of such types of economic activity as the production of machinery and equipment (22.2%); production of electrical equipment, electronic and optical equipment (17.6%); production of food products, including drinks, and tobacco (11.7%); textile and clothing production (8.3%); chemical production(7.4%); production Vehicle and equipment (7.1%); metallurgical production and production of finished metal products (6.8%).

The costs of technological, organizational and marketing innovations of industrial organizations of the republic in 2010 amounted to 2812.5 billion rubles. .

For industrial organizations, technological (product and (or) process) innovations are the most relevant and effective. The share of costs for technological innovations in the total volume of costs for innovations amounted to 99.3%, organizational innovation- 0.2%, for marketing innovations - 0.5%. In 2010, expenditures on technological innovations by industrial organizations increased by 3.4% compared to 2009. The cost structure for technological innovation was dominated by the cost of purchasing machinery and equipment. Their share in 2010 was 65.1%, while the cost of purchasing new and high technology, occupy a small share - 0.4%.

In 2010, the share of expenditures on research and development of new products, services and methods of their production (transfer), new production processes increased from 11.6% in 2009 to 21.4% in 2010. The share of expenses of industrial organizations of the republic on production design, other types of preproduction for the release of new products or methods of their production in 2010 compared to 2009 did not change and amounted to 9.3%.

The volume of expenses for technological innovations in 2010 was determined by the terms of financing the innovative activities of industrial organizations. The share of own funds of organizations, which are the main source of financing the costs of technological innovation, decreased in 2010 to 38.9% against 52.8% in 2009. At the same time, in 2010 there was a decrease in the volume of financing of technological innovations at the expense of the republican budget from 14.7% in 2009 to 6.5% in 2010.

Thus, in the context of insufficient funding from the above sources, in order to ensure their further innovative development, industrial organizations were forced to use loans and borrowings, the share of which in 2010 amounted to 36.9% of the total cost of technological innovation. The share of foreign investors' funds, including foreign credits and loans, increased from 4.5% in 2009 to 16% in 2010.

The amount of funding for scientific research, development and activities in 2010. amounted to 3900.2 million rubles, incl. 529.2 million rubles at the expense of the republican budget, 3371 million rubles. at the expense of the innovative fund of the concern.

The list of organizations currently carrying out innovative activities in the Republic of Belarus is given in Appendix A.

The reasons for the low knowledge intensity of the light industry are related both to the specifics of the industry (the production of light industry products is not science-intensive and high-tech), and the lack of financial resources of the enterprises of the industry, the lack of highly qualified personnel, the lack of motivation to retain qualified young and middle-aged specialists at enterprises, outdated experimental and testing base of most enterprises.

Continuation of the innovative path of development of light industry involves the acceleration of the investment process, large-scale technological modernization of existing industries, an increase in the growth rate of labor productivity; development and implementation of resource- and energy-saving technologies, technological processes of a new level, characterized by waste-free production, high quality of products. The implementation of this path in the future involves fundamental changes in the structure of light industry production through the priority development of efficient enterprises focused on the production of import-substituting and export products with a high share of value added.

Accelerating the innovation path in the light industry includes the following main areas:

Development of branch science;

Innovative development within the framework of the State Program of Innovative Development of the Republic of Belarus for 2011-2015;

Development of the innovative structure of the industry;

Improving the system of international scientific, technical and innovative cooperation, increasing the export of science-intensive and high-tech goods.

Development of a system of scientific and technical information - organization of a system of industry-specific technological audit.

Scientific research and development in the near future is planned to be carried out within the framework of innovative projects and assignments of branch scientific and technical programs.

Along with developments in the production of products with high consumer properties, competitive in the domestic and foreign markets, the development of technologies for the production of new types of textile materials using nanotechnologies and plasma processing, the creation of “smart” textiles” with special specified properties will become relevant.

Expansion of the range of domestic footwear, elegant in appearance and comfortable in content, meeting the requirements of fashion and able to compete in the market with an ever-increasing volume of imported shoes, is possible only with the use of modern materials, technologies, and design methods.

Scientific research in the field of wastewater treatment of leather and other enterprises is still relevant.

One of the actively developing areas in all sectors of the light industry will be the introduction information technologies in the field of automation of production and management. Without reaching a decent level of automation of all key processes of an enterprise, it is impossible to develop in accordance with modern general economic trends.

In 2010 the implementation of the tasks of the sectoral scientific and technical program "New technologies of light industry", designed for 2010-2014, has begun.

The purpose of the program is to develop and master in the production of technological processes for the production of textile and knitted materials in order to replace imports and increase the competitiveness of light industry products.

The volume of introduced products based on the results of the program implementation during the development period in the industry organizations will amount to 12.7 billion rubles. Efficiency of spent budget funds for the implementation of the scientific part of the program will amount to 8.2 rubles of output per 1 ruble of R&D (T)R costs.

The implementation of the innovative way of development of light industry is reflected in the State Program of Innovative Development of the Republic of Belarus for 2011-2015, the main of which are three areas:

Creation of new enterprises and industries,

Creation of new industries (using new technologies) at existing enterprises,

Modernization of existing production facilities based on the introduction of new and high technologies.

The implementation of the projects will make it possible to technically re-equip a number of the concern's organizations in order to increase the volume of production of modern products, expand its range and improve quality, reduce energy and labor costs, and increase the competitiveness of products both in the domestic and foreign markets.

The development of the innovative structure of the industry in the light industry, as in the whole country, should be played by transformations (privatization, the creation of financial and industrial groups, demonopolization in the innovation sphere, small business, etc.) aimed at creating a market infrastructure and contributing to the intensification of innovation activity , which ensures the growth of production, the competitiveness of domestic products and the development of high technologies.

CONCLUSION

Constant and continuous creation, implementation of innovations is the main factor of success in the competitive struggle of any enterprise, region, country as a whole. In order to survive, win and constantly improve the level of well-being of the population, it is necessary to continuously improve and transform products, services, improve production and managerial functions based on innovations and innovative technologies. The implementation of innovations, innovations, as well as the new scientific and technological achievements in the production of new or missing goods, technologies and services is of decisive importance for the development of the country's economy, the conservation of nature and the rise in the living standards of the population, helps to increase labor productivity, create new industries, areas services and jobs, improving the quality of service and increasing the competitiveness of goods on the world market, reducing the trade and commodity deficit, stabilizing the currency and prices for goods and services produced by manufacturers.

As a rule, the renewal processes caused by innovations are associated with market relations, because the bulk of innovations are implemented in a market economy by entrepreneurial structures as a means of solving production commercial problems, and also as the most important factor in ensuring the stability of their functioning, economic growth and competitiveness. Therefore, we can proceed from the position that innovations are focused on specific needs, the features of innovation processes in market conditions, which must be taken into account when creating an organizational and economic mechanism for competitive management of innovations and innovation infrastructure, follow from the predominant type of innovations that form these processes.

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 a new technology to its design capacity. 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.

In modern conditions, there is a relationship between the competitiveness of companies and the intensity of their innovation. The realization of the competitiveness of the organization in market conditions depends on the activities of the company, during which the introduction, improvement and replacement of products, production processes and marketing methods are constantly carried out. Organizations pay special attention to the export of capital when developing the production of new products and seizing positions in emerging markets. Innovations enable an enterprise to increase profits, ensure the competitiveness of products, reduce the risk of bankruptcy during the transition period, and ensure economic sustainability. The latter is a generalizing factor in the survival of an enterprise among competitors, as it determines the degree of readiness for change. external environment. Thus ensuring less dependence on the external environment, economic sustainability, in turn, is influenced by the innovative sphere of activity. It follows that economic sustainability is higher, the higher the profit, which depends on the degree of innovation.

The development of new products and other innovations is part of the overall business system. To ensure a competitive result, even for the most fruitful innovative idea, it is necessary to organize the management of the process of creating an innovative product, which requires certain production and financial efforts on the part of the company's management.

As for Belarus and Belarusian enterprises, the emerging Belarusian innovation system should not only ensure the formation of a knowledge-based economy, but also facilitate the participation of Belarus as an equal partner in the global innovation process.

At the same time, choosing the path of innovative development of the domestic industry for the production of light industry goods, it is necessary to take into account that today this area is associated with a number of macroeconomic and industry risk factors. The extent to which the chosen strategy for the development of the industry will be adequate to the opening prospects for the globalization of economic relations, as well as the associated potential risks, will depend not only on the success of the implementation of an innovative project for the development of a particular enterprise, but also on the viability of the Belarusian light industry as a whole.

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1.1 Innovation and enterprise competitiveness

Competitiveness - the ability to withstand competition, stand up to competitors. Taking this definition as the concept of the Russian language as a basis, we can say that the competitiveness of an organization and a product is a complex multidimensional concept, meaning the ability of an organization, and, accordingly, a product to take and maintain a position in a particular market in the period under review when competing with other organizations producing similar goods . With the transition to market methods of management, the role of competition in the economic life of society has increased significantly.

Here, however, it should be noted that the competitive behavior of enterprises is considered in sufficient detail in the framework of the study of the oligopolistic interaction of competitors, as well as in works on strategic management. The first of these approaches (which was developed in the framework of the structural consideration of competition) is based on the application of mathematical methods of game theory in relation to the choice of a competitive strategy in relation to production volumes and price levels in an oligopoly. In the second case, the necessity of focusing the efforts of the enterprise on the most promising market segments is substantiated. In this case, the criterion for selecting segments, as a rule, is the size and growth dynamics of the segment. Both approaches have in common that they focus on external aspects the choice of tactics and strategy of an enterprise in a competitive environment, which, of course, is significant, but does not allow identifying internal factors and sources of competitiveness of enterprises.

In modern conditions of economic development, the role of innovation as a factor in increasing the competitiveness of an enterprise is significantly increasing, since with the tightening struggle for the consumer, the most competitive enterprises occupy the key positions, that is, those that can adapt to market needs as soon as possible, and therefore have the greatest mobility.

The features of this process are the image orientation and taking into account the needs of specific consumers.

The creation of a competitive product should be facilitated by the implementation of tasks at the macro and micro levels.

At the macro level (state level), these tasks are:

– selection of priorities for strategic innovative development;

– payment of budget subsidies to the best innovative projects;

- creation of conditions for the development of intellectual potential and the prevention of "brain drain" abroad;

– Ensuring the protection of intellectual property rights;

– support for small and medium businesses.

At the micro level (enterprise level), the following should be implemented:

– introduction of achievements of science and technology in order to reduce costs and improve product quality;

– development of an effective innovation strategy;

– advanced training of employees of the enterprise;

– mastering the most effective management methods.

Innovations (innovations, innovations) are understood as the end result of innovative activity, which has been implemented in the form of a new or improved product sold on the market, a new or improved technological process used in practical, including entrepreneurial activities.

Innovation is an improvement in the activities of a business entity that brings a positive economic, social or environmental result. Innovation is the use of scientific advances in commercial purposes.

Innovations differ from each other in many ways. Different types of innovations have their own characteristics of development, implementation and dissemination, require specific approaches to management, appropriate structures of innovation activity, its methods and styles.

The typology of innovations is important both for the development of the theory of innovation management and for the practice of innovation management. Basic and enhancement innovations:

Basic innovation (sometimes also called radical) is an innovation that is based on a scientific discovery or a major invention and is aimed at mastering fundamentally new products and services, new generation technologies.

Improving innovation (the name incremental innovation is also used) is an innovation aimed at improving the parameters of manufactured products and the technologies used, improving products and technological processes.

Research and consideration of the dynamics of basic and enhancing innovations is essential for innovation management. The creation of unions and associations of organizations has a significant stimulating effect on the implementation of basic innovations. Combining several organizations allows them to distribute their efforts in such a way that different organizations develop different components or subsystems of basic innovations. For the implementation of improving innovations of the association various organizations have a significantly lesser impact than on the development of basic ones, since improving innovations are more autonomous and less complex than basic ones.

The dynamics of basic and improving innovations in an organization significantly depends on the place that this organization occupies in the structure of the industry, and its role in it. Usually, industry leaders, seeking to maintain the status quo, reduce the turbulence of the industry environment, mainly carry out improving innovations, while industry newcomers and outsiders, trying to disrupt the existing balance of power in the industry, increase the turbulence of the industry environment, are often the initiators of basic innovations.

The dynamics of basic (radical) and improving (incremental) innovations is also significantly affected by the stage of the sectoral life cycle. In young industries, i.e. at the early stages of the industry life cycle, basic (radical) innovations prevail. In the later stages, i.e. in the old industries, the vast majority are improving (incremental) innovations.

Production and management innovations:

Manufacturing innovations are embodied in new products, services or manufacturing process technologies, i.e. they represent the implementation of new knowledge in new products, services or the introduction of new elements in manufacturing process. In other words, manufacturing innovations are those that are implemented in primary manufacturing activities.

Management innovation is the new knowledge that is embodied in new management technologies, new administrative processes and organizational structures. They may represent, for example, the introduction of new methods of organizing work, structuring tasks, allocating resources, determining remuneration, and the like. In other words, the sphere of implementation of managerial innovations is the management of an economic entity. Naturally, managerial innovations are not directly, but indirectly related to primary production activities.

Specialists in the field of innovation management note a number of patterns in the dynamics and sequence of the implementation of production and management innovations. The pace of implementation of industrial innovations is higher than managerial ones. Managerial innovations seem to lag behind production ones. The emerging gap between the implementation of these two types of innovations, associated with a higher rate of implementation of production innovations compared to managerial ones, with a delay in managerial innovations, has received the name organizational lag in innovation management. The concept of organizational lag reflects the fact that quite often the implementation of production innovations occurs under the conditions of old management structures and methods, that is, those that have developed under previous production technologies. This situation negatively affects both the efficiency of innovation activity and the overall efficiency of the organization.

Product and process innovations:

Product innovation involves obtaining a new product or service to meet a specific market need.

Process innovation means new elements introduced into production, management, organizational, marketing and other processes.

Product innovations are market driven and driven primarily by the consumer, while process innovations are driven primarily by internal factors and driven primarily by efficiency considerations.

The main criteria for classifying innovations should be:

a) the complexity of the set of considered classification features for analysis and coding;

b) the possibility of quantitative (qualitative) determination of the criterion;

c) scientific novelty and practical value of the proposed classification feature.

Taking into account the existing experience and the above criteria, the following classification of innovations and innovations is proposed (Appendix A). The given classification covers all aspects of innovative activity.

Innovations and their role in the economy

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Innovative activity of the enterprise

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Innovative potential of the enterprise

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Competitiveness Russian enterprises

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Scientific and technological development is the basis for increasing the competitiveness of Russia

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Organization of innovative activity at an industrial enterprise

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Features of the development of small and medium-sized businesses in the Republic of Kazakhstan

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Development production program JSC "Krasnoyarskkraiugol"

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Introduction

In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies. The problem of innovations in our country has been developed for many years in the framework of economic research of scientific and technological progress.

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or in a new approach to social services. Innovation can be considered both dynamically and statically. In the latter case, innovation is presented as the end result of the research and production cycle (RPC).

The development and introduction of new products into production are of great importance for firms as a means of increasing competitiveness and eliminating the firm's dependence on the mismatch of the life cycles of manufactured products. In modern conditions, product renewal is proceeding at a fairly rapid pace.

The goal is to characterize the role of innovation in increasing the competitiveness of an enterprise.

Describe the concept of innovation in economics.

To study the key moments of the organization of innovative activity at the enterprise.

Consider the creative activity of the staff and the introduction of innovations in the enterprise.

Explore the complex organizational forms innovative activity.

Describe the role of specialists in innovation activities.

innovation enterprise creative staff

1. Theoretical foundations for the analysis of innovations as a factor in increasing the competitiveness of enterprises

.1 The concept of innovation in economics

It is necessary to distinguish between the concepts of "innovation" and "innovation". The concept of "innovation", derived from the English. invention is commonly defined as a new idea that, during the development process, can be implemented into a new product, new technology, new method, etc. The concept of "innovation", in English. innovation should be understood as a new or improved product or technology created as a result of the use of innovation and sold on the market or introduced into production, management or other activities.

In other words, technological innovation is the source of technological innovation, which acquires such a quality from the moment it is accepted for distribution in the form of a new product. The process of such transformation is called the innovation process. In turn, the process of introducing innovation to the market is commonly called the process of commercialization. From the moment an innovation enters the market, it becomes an innovation.

Innovations are usually divided into:

grocery, which are associated with changes in products

technological, extending to production methods;

non-technological, affecting factors of a social nature, organizational, economic forms of economic activity.

Innovative activity is a process aimed at translating the results of scientific research and development or other scientific and technological achievements into a new or improved product sold on the market, into a new or improved technological process used in practical activities. The point is that innovation activity can be carried out by specialized research organizations as the main activity and represent the development of new products for sale (rent) in the market of innovative technologies. At the same time, the widest range of enterprises is engaged in the development of new technologies as an auxiliary direction for their use in the production of products.

The process of diffusion of innovations is called technology diffusion. The rate of diffusion depends mainly on the effectiveness of the technological innovation. Moreover, the greater the number of enterprises used this innovation, the higher the losses of those enterprises that did not use it. Moreover, the sooner an enterprise starts to innovate, the faster (and cheaper) it will be able to catch up with the leaders. In this regard, it naturally becomes necessary to identify the reasons associated with the innovative activity of enterprises.

The relevance of the implementation of technological developments is due to two groups of changes in the environment of the functioning of the enterprise, which have a domestic and international nature. In other words, enterprises are under pressure from external and domestic market. This pressure is expressed in changing consumer behavior; development of markets for goods and services and, as a result, increased competition; global development of new diverse technologies; globalization of supply and demand. Around the world, innovation today is not a whim, but a necessity for survival, competitiveness and continued prosperity. A striking example of this is the developments in the motorcycle market in the early 1980s. When Yamaha attempted to attack Honda, instead of traditional price cuts, Honda responded by innovating and launching 113 new motorcycle models in eighteen months, leaving no chance for the rival to succeed.

World trends in the field of technology development, at first glance, seem far from Russian reality and do not have a significant impact on the activities of domestic producers. However, Russia's desire to become a full-fledged member of the international trading system makes it necessary to bring the goods and services produced in line with world requirements. Thus, the introduction of strict environmental standards for car manufacturers in Europe, known as "Euro-1, 2, 3", forces domestic automakers, albeit with a lag, to take into account these requirements in the production of their products.

International producers, in turn, changed the requirements of domestic consumers for the quality of goods and services and had a significant impact on the formation of new demands and tastes among them. Today's buyers are more educated, more informed and more demanding. They are skeptical about advertisements. Today, car enthusiasts, for example, are attracted to a car only if it has a climate - and cruise control, heated seats and mirrors; any housewife does not want to do without a food processor and a washing machine; every schoolchild and student needs a computer. Not only the norms of life have changed, but also the styles. The modern world is different in that the production of standard consumer goods is declining. These days, it's getting harder to find two identical ties, two identical evening dresses, or two identical cars. Today, such slogans as “individual furniture” or clothes “Not for Everyone” (Not for Everybody) are increasingly common. The growing, increasing diversity of markets for goods and services means that the strategy of many product-market combinations is becoming increasingly differentiated. This shortens the life cycle of the product, forces the production of goods in small batches, while increasing the production of differentiated products designed and produced for special groups of consumers. All these processes together lead to the need for constant updating or improvement of existing products and predetermine the development of new technical solutions. At the same time, competition is becoming more dynamic every day. One of the indicators of its dynamics can be the time during which competitors imitate a new product released by one of the market participants. The experience of successfully developing companies shows that today the one who can quickly respond to changes and constantly innovate survives.

Thus, changing customer requirements for the quality of goods and services, an increasing variety of new products with a simultaneous reduction in the time of their introduction to the market, and increased competition necessitate an adequate response on the part of commodity producers to changes in the external environment.

Thus, the analysis of industrial enterprises that successfully conduct innovative activities shows that the main incentive for the development of innovations is the desire and desire of management to lead strategic activities in general and innovation in particular. In other words, the enterprise must have an innovative leader who is ready to devote resources to the development of new products and constantly interest all personnel in innovation. We know from world experience that the desire for innovation of such well-known managers as Bill Gates from Microsoft, Akio Morito from Sony, Jack Welch from General Electric, led their companies to world leadership.

1.2 Key moments of the organization of innovative activity at the enterprise

Competition and innovation are interrelated. Producers and consumers in the process of using outdated equipment and technology receive a differential loss, as a result of which they are forced to reduce production costs on the basis of innovation. Enterprises that are the first to master innovations have the opportunity to reduce production costs and, accordingly, the cost of goods sold, which results in strengthening their positions in the competition with market entities offering similar products.

Thus, the survival of market entities in the competitive struggle is promoted by innovative activity. Competition and innovation are dialectically interconnected and complement each other, since,

Firstly, competition is the main factor in the susceptibility of a market subject to technical innovations.

secondly, competition forces the entrepreneur to constantly look for and find new types of products and services that consumers need and can satisfy their needs.

thirdly, competition encourages entrepreneurs to try to master high-quality products at market prices in order to retain consumers.

fourth, competition stimulates the use of the most efficient methods of production.

Fifthly, competition forces entrepreneurs to quickly respond to the desires of consumers.

sixth, competition provides a high income for those who work hard and productively.

The competitiveness of an enterprise includes a set of economic characteristics that determine its position in the industry, for example, product characteristics, factors that shape the economic conditions for production and marketing of products.

The competitiveness of products and the competitiveness of the enterprise are related to each other as a part and a whole. The competitiveness of an enterprise depends on the competitiveness of products and on the totality of economic methods of the enterprise's activities that affect the results of this activity.

Innovations have an important impact on the level of competitiveness of an enterprise. To ensure competitive advantages, it is necessary to identify factors that affect the attitude of consumers towards the enterprise and its products. These factors can be systematized as follows:

commercial terms;

organization of a sales network;

organization of product maintenance;

representation of the enterprise by consumers;

the impact of market development trends on the position of the enterprise in the market.

Organizational measures aimed at increasing the competitiveness of an enterprise can be the following:

ensuring technical, economic and quality indicators that create priority for the company's products on the market.

change in the quality of the product and its technical and economic parameters in order to take into account the requirements of the consumer.

identifying and providing product advantages over substitutes.

identifying the advantages and disadvantages of similar products manufactured by competitors and using these results.

determination of possible modifications of the product by improving the quality characteristics.

identification and use price factors increase the competitiveness of products.

finding and using possible priority areas of application of products, especially innovative ones.

product differentiation.

Consequently, the assessment of the competitiveness of an enterprise in a particular market or its segment is based on an analysis of the technological, production, financial and marketing capabilities of the enterprise.

Therefore, the competitiveness of an enterprise in the market is the main criterion for the effectiveness of the innovation management system.

To be competitive, an enterprise needs to apply highly effective forms, systems and models of innovation management. These management systems contribute to the continuous improvement of product quality and increase customer satisfaction.

Innovations are focused on the market, on a specific consumer. The level of product quality is ensured by effective management of innovation activities. The process of quality formation is ensured by the use of innovations in the enterprise.

The competitiveness of a product means that the product complies with market conditions, specific consumer needs in terms of quality, technical, economic, aesthetic, commercial characteristics and conditions for its sale, such as price, delivery time, distribution channels, service, advertising.

Innovation management consists of elements that affect the level of competitiveness of an enterprise (Figure 1.1).

Figure 1.1 - Elements of the enterprise innovation management system

Innovation management is an organic combination of economic, legal, and other factors that form competitive advantages, in which innovation is divided into 2 groups:

functional;

systemic.

Functional innovations include innovations that affect the tasks of one management function and do not require structural changes in the system. System innovations include innovations that affect not one, but several management functions and necessitate changes in the content of the system elements. System innovations are more effective both in terms of the scale of impact on the competitiveness of an enterprise and in terms of the magnitude of economic results.

It is important to assess the degree of influence of systemic and functional innovations on the competitiveness of an enterprise. For this, appropriate methodological recommendations are needed.

Considering various definitions of competitiveness, one can make a methodologically important conclusion that competitiveness reflects the productivity of resource use. Therefore, to ensure competitiveness, it is necessary to constantly take care of the efficient use of all types of resources.

It should be noted that competitiveness is not an immanent quality of an enterprise. This means that the competitiveness of an enterprise can only be assessed within a group of enterprises belonging to a given industry, or enterprises producing similar goods.

1.3 Creative activity of the staff and the introduction of innovations at the enterprise

Another basic condition for the introduction of innovations is the existence of an effective marketing and sales system that links the enterprise with end users in order to constantly identify new customer requirements for the quality of goods and services produced. This condition is important, since in practice innovation is often defined as "the creation and provision of goods or services that offer consumers benefits that they perceive as new or improved." And experts explain most of the failures in bringing innovations to the market by the fact that they arise on the basis of new knowledge, not needs, while buyers do not need a new product, but new benefits. Summarizing these and other conditions, we note that for the implementation of innovative activity, it is necessary to have the innovative potential of an enterprise, which is characterized as a combination of various resources, including:

intellectual (technological documentation, patents, licenses, business plans for the development of innovations, an innovative program of the enterprise)

material (experimental and instrumental base, technological equipment, area resource)

financial (own, borrowed, investment, federal, grant);

personnel (leader-innovator; personnel interested in innovations; partnership and personal relations of employees with research institutes and universities; experience in research and development; experience in project management)

infrastructural (in-house R&D units, chief technologist department, new product marketing department, patent law department, information department, competitive intelligence department)

The choice of one strategy or another depends on the state of the innovative potential, which in this case can be defined as a “measure of readiness” to fulfill the goals set in the field of innovative development of the enterprise. Practice shows that not all enterprises need to master new technologies, despite the constant increase in the importance of innovation. Some types and forms of economic activity, say small pharmaceutical enterprises, are unable to independently develop new drugs. And for enterprises that are in complete decline or at the stage of bankruptcy, it simply does not make sense to modernize production. This implies the need to highlight the conditions under which it is useful for enterprises to develop new products. These criteria are: the threat of obsolescence of existing products; the emergence of new customer needs; changing tastes and preferences of consumers; shortening the life cycle of goods; tougher competition. Among the internal factors that increase the effectiveness of innovations are: the ability of management and staff to identify and evaluate economic, social and technological changes in the external environment; leadership orientation to the long term and the presence of clear strategic goals; a developed sales and marketing system capable of researching and evaluating market trends; continuous search for new market offers; ability to analyze and implement new ideas.

Assessing the innovative potential of his enterprise, the manager determines his ability to conduct innovative activities, i.e. answers for itself the question of whether the enterprise can implement innovations.

The next step on the way to the organization of innovative activity at the enterprise should be the development of innovative goals. Such goals can be: increasing competitiveness and gaining a foothold in new markets by improving existing products or creating a fundamentally new product; reduction of production costs by saving raw materials, energy, etc. based on the use of new technologies.

Here, enterprises have to make an important strategic decision: to acquire innovations on the side or develop them in-house. In the first case, the enterprise, as a rule, establishes a strategic partnership with a specialized research and development organization. At the same time, it should be borne in mind that a one-time acquisition of technology will require the accumulation of significant financial resources for a sufficiently short term. For the most effective use financial investments will require a thorough scan of the market for new technologies and a detailed analysis of the database of organizations specializing in innovative technologies.

In the second case, it seems appropriate to create our own research and innovation unit. Compared with the acquisition of new technology, this approach avoids large one-time costs, since the investment amounts are spread over time. At the same time, a new division, depending on the sectoral affiliation of the enterprise, can be created by reorganizing the service of the chief technologist or the design department.

Many of the domestic enterprises engaged in innovative activities at the global level have followed the path of foreign companies and created specialized innovation divisions (similar to R&D - Research & Development departments). This approach allows, firstly, to bring the research search closer to the capabilities of the original production and the needs of the end user. Secondly, to attract highly qualified scientific personnel and, thirdly, to be more confident in maintaining trade secrets.

One of the first steps towards creating your own innovation unit may be visiting enterprises that have a specialized innovation unit (a “scientific and technological institute” within the enterprise) in order to get acquainted with their development experience.

The main purpose of the innovation department is to develop various scientific and technical ideas to achieve the innovation goal. Based on such ideas, technical solutions are developed and adopted. In the form of a report, these solutions can be used as terms of reference for an innovative project.

An innovation project is commonly understood as a set of interrelated activities aimed at creating and distributing a new type of product or technology. So, regular updating of the range of products can be obtained by creating a new product, as well as by making changes to technical specification or in the packaging of already sold goods.

According to their scientific and technical significance and novelty, they distinguish basic and improving ideas, solutions and projects, as well as pseudo-innovations. The basic ones include innovations that implement major scientific and technical developments and become the basis for the formation of new generation technologies that have no analogues in domestic and world practice. Improvement innovations are small and medium-sized inventions that improve the manufacturing technology and / or technical characteristics of already known products. Pseudo-innovations are aimed at partial, often decorative (shape, color) changes in obsolete generations of equipment and technology, which inherently hinder technical progress. Behind this division are two types of innovation processes: pioneering and catching up.

The "pioneer" or "first mover" strategy means that the company offers a fundamentally new product or service to the market, while gaining the "first mover" advantage in this business or this region. New markets appear as a result of the discovery of new technologies, the emergence of new knowledge, the emergence of new requests from buyers, the introduction of a new marketing concept, the emergence of new financial instruments etc. Modern world experience shows that the "pioneer" strategy is associated with high risk, since innovative technologies associated with the uncertainty of both the development itself and the reaction of the market to a new invention. At the same time, this strategy can provide a sustainable competitive advantage through a monopoly position. The “follower” strategy is less dangerous, but the income of such companies is also lower, respectively.

From the point of view of the long term, investments in the sector of new technologies are the most productive. The objects of these investments give the largest "cumulative return". However, due to the increased risk, it is often preferable to invest in growing and mature technologies. The most effective and less risky solution is the creation of an innovative portfolio consisting of a certain set of leading and follower products. The result of this stage should be the development of innovative projects to achieve selected innovative solutions. For greater clarity, here we should turn to the theory of innovation management and consider the concept of the life cycle of a product in the market.

The development of diverse technologies, as you know, has significantly reduced the time it takes for a successor product to appear on the market. If in the early 1960s the life cycle of a technology averaged ten years, then in the mid-80s it had already been reduced to two years, and in the last decade, the time for reproduction of new products by followers, say in the small-scale chemical industry, is equal, according to company estimates , six months. The dynamic shortening of the life cycle of goods makes manufacturers constantly improve their products and, as foreign economists note, forget the times when market leaders could be content with the results once achieved. Less than a year after Apple introduced the first Personal Computer, ten suppliers competed in the industry. Eight years later there were more than five hundred of them. The rapid development of multimedia technologies is a vivid example of how in today's rapidly developing world, new technology can radically change the situation in the market. Microsoft is a bright example of a new generation of companies that has rapidly become a giant of the market, today openly declares its concerns about the future of the company. This example is another confirmation that over time, the active life of most technologies on the market is significantly reduced, and sooner or later, the time for a noticeable decrease in sales volume comes for products. The period of time between the appearance of an innovation and its implementation is called the innovation lag. The process from the inception of an idea and the creation of a new product to its removal from production due to obsolescence is commonly called the process of product range management. Industrial enterprises in the process of managing the range of goods and services produced and sold, they are mainly guided by the concept of the product life cycle in the market, relying on such factors as: the dynamics of the volume of products sold, the level of the norm and the mass of profit received at the same time. According to the concept of the life cycle, the stages are distinguished: appearance, growth, maturity, saturation and decline.

Thus, when a new product (or service) enters the market, the competitor-followers are on the alert, since the failure rate of newly introduced products, according to various estimates, ranges from 30 to 60 percent. When consumer demand for a new product emerges, the first few months (or years) are followed by expanded sales growth and, as a rule, increased interest from competitors. The period of growth in the life cycle of a product is characterized by a significant increase in sales, profits and competition, respectively.

Market perception and sales are at their peak. Sales may still continue to grow, but sales begin to slow down, resulting in lower profit margins. This is a period of increased competition for the sale of products, the volume of sales, which falls significantly, as the product begins to become obsolete and consumers switch to a new product (service).

2. Organizational forms of innovation

.1 Complex of organizational forms of innovative activity

The innovation process involves many participants and interested organizations. It can be carried out within local, regional, state (federal) and interstate borders. All participants have their own goals and establish their own structures to achieve them.

First of all, it is necessary to consider the variety of intra-company organizational forms - from the allocation of a special role of participants in innovative activity within the company in the person of personnel to the creation of special innovative divisions.

Organizations in developed corporate structures are formed at two levels:

the level of a simple organization that does not include other organizations in its structure (conditionally called the corporate level);

corporate level (association, financial and industrial group), including other organizations that are managed by a special holding company.

All this leads to the creation of various innovative organizational forms.

Large and small organizations have different innovative activity, which corresponds to their missions, goals and strategies. Therefore, corporations create around themselves a network of small innovative firms, growing their leaders in special "incubator programs". Such organizations have the organizational form of "firm-incubator".

Diffusion of new complex industrial products and technologies sometimes occurs in the organizational form of "franchising" or "leasing".

The implementation of regional scientific, technical and social programs is associated with the organization of relevant associations of scientific (university), industrial and financial institutions: various kinds of scientific and industrial centers.

Due to the riskiness of innovative projects, adequate organizational forms of investors arise in the form of "venture funds" and innovative forms of creators of innovations - risky innovative firms.

Federal and regional programs of particular importance, attracting large resources and designed for a long period of time, entail the creation of scientific and technological parks, technopolises.

The development of international scientific, technical and trade relations is associated with the division of labor and the creation of various alliances and joint ventures.

In the innovation policy of large firms, there is a clear tendency to reorient the direction of scientific, technical and production and marketing activities. It is expressed, first of all, in the desire to increase the share of new high-tech products in the assortment of manufactured products, the sale of which leads to the expansion of related technical services: engineering, leasing, consulting, etc. On the other hand, there is a desire to reduce the costs of production of traditional products.

In modern conditions, large firms have developed stable mechanisms for managing scientific and technical activities, reflecting the features of the process of integrating science and production, the increasing orientation of research and development to market needs, and the increasing influence of market factors on determining the strategic positions of firms. The new tasks entailed changes in the system of communications both vertically - between all levels, and horizontally - between the divisions of the scientific-production-value chain.

New was the emergence and development of integrated systems for managing the innovation process, separated from the general system for managing the production and release of traditional products, the development and implementation of innovations have become a continuous controlled process, when innovative ideas are integrated into promising production plans and programs that encourage entry into ever new areas of business.

New innovation management systems were adopted in the largest engineering companies - IBM, General Electric, Matsushita, Mitsubishi, Sony, etc.

Their task is to isolate the divisions involved in innovation and promising areas of development of the company, in order to simplify the decision-making process, the system of planning and incentives, accelerate the development and implementation of new products through specialization.

The creation of a more flexible and integrated system for managing innovation processes, a new economic mechanism focused on the development of promising products, the restructuring of organizational forms and management functions, as well as the management style, stimulates the creation and implementation of innovations and provides end-to-end management of the innovation process from the emergence of an idea to its implementation . Organizationally, such a mechanism provides that the services and departments involved in the implementation of technical policy and innovation management are dispersed over different levels of the management structure and there is an established system of interaction and coordination between them.

During the formation of a decentralized management structure in production departments, research and development departments (R&D), marketing, sales departments, specialized on a commodity basis, are created. At the same time, the cycle "research - production - marketing" is carried out as a linear process, i.e. the product concept developed in the R&D department, the engineering documentation and the product prototype are transferred sequentially to the production department and then to the sales department. As a result, at each stage of the cycle, all new personnel who did not take part in the previous stages of product creation are involved in the implementation of innovation. And, therefore, the responsibility for development, production and marketing within the production department passes from one performing group to another. This approach reflects the high level of specialization within the manufacturing departments and involves separate funding and planning for both new products and traditional products. This organization of the innovation process has become widespread and continues to be used effectively in many companies.

The rapid development of scientific and technological progress, first of all, causes the transition to a new management system, which involves the allocation of management of the innovation process into an independent object of management. As a result, flexible structures of end-to-end innovation management have emerged, using horizontal links between R&D, production and sales departments. Greater coordination of activities was required both between R&D, production and sales departments in production departments, and with functional divisions at different levels of management.

The current innovation process management system assumes:

creation at the highest level of specialized units - councils, committees or working groups for the development of technical policy;

creation of central services, departments of new products for the coordination of innovation activities;

allocation of targeted project teams or centers for the development of new products;

increasing the role of R&D departments, laboratories, which are part of the production departments, scientific centers engaged in innovative activities;

formation of subdivisions and special funds for stimulating innovation activity;

organization of consulting assistance in the field of innovations;

creation of special branch laboratories on problems of development of new technology.

Special divisions - councils, committees, working groups for the development of technical policy are created mainly in large firms that produce science-intensive products. The task of such divisions is to determine the key areas of the innovation process and submit specific proposals to the Board of Directors for decision-making. Typically, such units include managers of production departments, representatives of central services, research and development and sales services.

For example, new product planning committees include heads of marketing, R&D, finance, sales, production assurance departments of production departments, as well as managers of production departments. The Planning Committee coordinates the scientific and technical activities of various departments, conducts a unified strategy in the field of innovations, adopted at the highest level of management. Advanced technology coordinating committees also play an important role.

Central services for the development of new products, which coordinate innovation activities, provide an integrated approach to such activities: the development of a unified technical policy, control and coordination of innovation activities carried out in various production departments, as well as in other central services.

In some companies, such tasks are performed by engineering departments (at General Motors, ATT, Nissan, Toshiba) or technical centers and liaison services with regional offices (at Dow Chemical, General Electric , Ford Motor).

The New Products divisions are independent divisions that carry out the following activities:

coordination of innovation activities within the firm as a whole;

coordination of goals and directions of technical development;

development of plans and programs of innovative activity;

monitoring the development of new products and their implementation;

consideration of projects for the creation of new products.

Project-target groups for scientific research, development and production of new products are independent business units created for the integrated implementation of the innovation process from the idea to mass production of a particular type of product or project. They are created at the middle level of management and report directly to the top management of the company.

Such groups can also be created as part of one of the central services of marketing, research and development, engineering, planning. Target groups created on a temporary or permanent basis, contribute to the effective organization of creative search, the development of promising products and bringing them to the market. Target (search) groups are created for different periods: from 2 - 3 to 10 or more years.

There is also such an approach to the creation of project and target groups, in which the inventor - the creator of a new product (more often a researcher or engineer) becomes the head of the target group and is directly responsible for the development and implementation of a specific new product, i.e. the inventor himself embodies his idea and is financially interested in introducing the innovation. In this case, the principle of flexible end-to-end management of innovations is implemented, based on the decentralization of intra-company management.

Thus, the coordination of the interests of the central R&D services and production departments is carried out through a joint discussion of ideas, planning and evaluation of scientific and technical projects. They are aimed at facilitating the process of transferring research and development to production departments in order to increase the efficiency of the implementation and development stages.

2.2 The role of specialists in innovation

Entrepreneurs and managers, specialists from various branches of knowledge, performers of various functions are involved in innovative activities. Specific practice has developed a number of equally specific types and roles of innovators, leaders, and performers. Let's consider some of them.

"Business Angels" - individuals acting as investors risky projects. As a rule, these are pensioners or senior employees of companies. Using them as a source of funding has a number of advantages. Their credit is much cheaper, since they do not have, unlike risk funds, overhead costs.

The role of archetypes (also called “archetypes”) of leaders in the innovation process . Practical activities leaders are formed mainly by four main archetypes:

administrator;

planner;

entrepreneur.

All of them are necessary for the successful innovative activity of the organization.

) "Leader" plays its specific role in the process of development and implementation of design innovative solutions. Here, the desire for something new, foresight of the course of business, the ability to communicate with people, the ability to recognize the potential of each person and interest him in the full use of this potential are especially valued.

) Administrator. In conditions when the successful functioning of a company and an innovative project at the implementation stage require strict control and extrapolation planning (i.e. planning for the future, assuming that current development trends will continue in the future), the emphasis in the requirements for the manager is on his ability to evaluate performance organizations, not personal qualities.

) The "planner" seeks to optimize the future activities of the company, concentrating the main resources in the traditional areas of the company's activities and directing the organization to achieve its goals.

) The "entrepreneur", although future-oriented, differs from the "planner" in that he seeks to change the dynamics of the organization, and not to extrapolate its past activities. While the "planner" optimizes the future of the organization in the area of ​​its current activities, the "entrepreneur" is looking for new directions of activity and opportunities to expand the company's product range.

"Free employee" - the status of an employee, institutionalizing innovation. A classic example is provided by the Freelancer program adopted by IBM (USA). There are about 45 of them, these "dreamers, heretics, troublemakers, eccentrics and geniuses." A freelancer receives, in essence, complete freedom of action for five years. He has a very simple role: to shake up the organization of the company.

"Science and technology gatekeepers" or "information stars" belong to the category of key specialists in R&D laboratories and differ from their counterparts in their focus on external information sources. They read much more than others, in particular, more "difficult" literature. They maintain extensive long-term contacts with specialists in other organizations. Such an employee serves as an intermediary between colleagues in his organization and the outside world, he effectively connects his organization with scientific and technical activities in the world at large.

"Alternative personnel" is a non-staff temporary workers. Leaders of organizations have been using the services for a long time temporary workers, using them during periods of increased workload or when there is a shortage of personnel. Back in the mid 1970s. they came to the conclusion that by skillfully involving freelancers in the work, one can achieve superiority over competitors. In Motorola's semiconductor business, for example, hiring freelancers, which at times outnumbered full-time workers, avoided the significant layoffs that characterized the downturn. Currently, due to competition, which negatively affects the level of profits, it is necessary to minimize the composition of permanent employees, which makes the task of selecting highly qualified temporary workers very relevant. Such "non-standard" teams are called not only alternative, but also additional or peripheral personnel. Some researchers introduce the concept of "core and shell".

Thus, during the boom period, the firm can hire freelancers. If subsequently business activity falls, which inevitably happens during the life cycles of products, the firm can reduce staff through temporary employees, leaving the core team unchanged. Currently Russian organizations widely adopted this practice.

Conclusion

A feature of the current stage of development of innovative activity is the formation in the largest firms of unified scientific and technical complexes that combine research and production into a single process. This implies a close connection of all stages of the cycle "science - production". The creation of integral scientific-production-sales systems is objectively natural, due to scientific and technological progress and the needs of the company's market orientation.

In the 1980s, the innovation policy of large firms clearly showed a tendency to reorient the direction of scientific, technical and production and marketing activities. It was expressed primarily in the desire to increase the share of new science-intensive products in the assortment of manufactured products, the sale of which leads to the expansion of related technical services: engineering, leasing, consulting, etc. On the other hand, there is a desire to reduce the costs of production of traditional products.

These trends are especially noticeable in the innovation management of American engineering TNCs, which concentrate their efforts on the development and production of products of high technical complexity (electronic equipment, especially computers and microprocessors, aerospace equipment, power equipment, automation equipment, etc.). They seek, by monopolizing the production of such products, to ensure a rapid depreciation of capital and maintain leadership in certain sectors of the machinery and equipment market. At the same time, they are striving for a significant reduction in production costs in traditional engineering industries in order to increase their competitiveness.

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