The main types of innovative activities of the enterprise. Innovation activity: concept and types of innovation sphere. Characteristic features of innovation

Topic 4.2. Innovation process as an object of functional management

Types of innovation.

Innovative activity is an activity aimed at finding and implementing innovations in order to expand the range and improve product quality, improve technology and organize production.

Innovation activities include:

o identification of enterprise problems;

o implementation of the innovation process;

o organization of innovative activities.

The main premise of an enterprise's innovation activity is that everything that exists is aging. Therefore, it is necessary to systematically discard everything that is worn out, obsolete, has become a brake on the path to progress, and also take into account mistakes, failures and miscalculations. Innovative ideas can come from both external and internal sources. TO internal sources arising within an enterprise or industry include:

1. unexpected event (for an enterprise or industry) - success, failure, external event;

2. non-congruence - a discrepancy between reality (what it really is) and our ideas about it;

3. innovation based on the needs of the process;

4. sudden changes in the structure of an industry or market.

TO external arising outside the enterprise or industry include:

1. demographic changes;

2. changes in perceptions, moods and values;

3. new knowledge (both scientific and unscientific).

The most complete classification of innovations was developed by the famous Russian scientist A.I. Prigogine

Types of innovation by prevalence:

o single;

o diffuse;

Types of innovation locally in the production cycle:

o raw materials;

o providing (binding);

o grocery;

Types of innovation by succession:

o substitute;

o canceling;

o returnable;

o opening;

o retroviation;

Types of innovation by the expected coverage of the market share:

o local;

o systemic;

o strategic;

By the degree of novelty and innovative potential:

o radical;

o combinatorial;

o cultivators.

According to the degree of novelty for the market:

o new for the industry in the world;

o new for the industry in the country;

o new for the given enterprise (group of enterprises).

Types of innovation by the level of impact on the economy:

o basic;

o improving;

o pseudo innovation.

Basic based on scientific discoveries and major inventions of new generations of technology and technology; their accumulation leads to a new technological level; improving innovations promote diffusion, dissolution of basic innovations; pseudo innovation- unfortunately, the most common ones - allow, by slightly improving basic and improving innovations, to achieve their maximum efficiency. At the same time, the sales market and the sphere of using innovations are expanding.

Types of innovation by the level of impact on the production process:

o expanding;

o substitute;

o improving.

Expanding innovation is aimed at using the principles and methods of basic innovation in other economic areas; substitute innovation is designed to operate in a different, more efficient way; improving innovations serve to improve the quality of the work performed.

By the level of impact on production factors:

o complex;

o local.

Complex innovations, as a rule, require significant changes in equipment, technology, employee qualifications, etc.

By area of ​​application:

o technological;

o organizational and managerial;

o economic;

o marketing;

o social;

o ecological;

o informational.

Innovation finds the greatest application in practice technological nature- product innovation in the form of new products and the process of introducing new technologies, equipment and materials. TO organizational innovations include the development and implementation of a new organizational structure for enterprise management; to economic - the use of previously unapplied systems and forms of remuneration, methods of managing production costs; To marketing- development of new markets and ways of promotion; to social - the use of previously unused methods of labor motivation; to environmental - the use of new technologies - the implementation of new technologies in the field of environmental protection; to information - the use of new information technologies.

Types of innovation for reasons of occurrence:

o strategic;

o reactive.

Strategic innovations are, as a rule, promising in nature and are designed to ensure the competitiveness of a product or service of an enterprise or organization; jet innovations arise as a reaction to the actions of competitors and, like strategic ones, are aimed at increasing the competitiveness of a product or service.

By the nature of the needs satisfied innovations are subdivided into:

o creating new needs;

o satisfying existing needs in a different way;

o more efficiently meeting existing needs.

The above classification of innovations is not only used for statistical purposes, but also makes it possible to position products in a competitive market, assess the level of one's own competitiveness, develop a development strategy, and justify measures to improve management.

In industry, it is customary to distinguish between two types of technological innovation - grocery and process.

Grocery innovation encompasses the introduction of technologically new or improved products.

Technologically new product(radical product innovation) is a product whose technological characteristics (functional features, design, additional operations, as well as the composition of the materials and components used) or the intended use are fundamentally new or significantly differ from similar characteristics and use of previously produced products. Such innovations can be based on fundamentally new technologies or on a combination of existing technologies in their new application (including the use of research and development results). An example of radical innovations (fundamentally new) are microprocessors and video cassette recorders. The first portable cassette player to combine the essential principles of tape recorders and miniature in-ear loudspeakers was an innovation of the second type. In both cases, no finished product has been previously produced.

Technologically advanced product is an existing product, the quality or cost characteristics of which have been significantly improved through the use of more efficient components and materials, partial changes to one or a number of technical subsystems (for complex products).

Process innovation involve the development and implementation of technologically new or significantly improved production methods, including methods of transferring products. Innovations of this kind are based on the use of new production equipment, new methods of organizing the production process or their combination, as well as on the use of research and development results. Such innovations are usually aimed at increasing the efficiency of production or transfer of products already existing in the enterprise, but sometimes they also target the production and supply of technologically new or improved products that cannot be produced or supplied using conventional production methods.

In the service sector, a service is considered a technological innovation if its characteristics or methods of use are either fundamentally new or significantly (qualitatively) technologically improved. The use of significantly improved methods of production or transfer of services is also a technological innovation. The latter covers changes in equipment or production organization associated with the production or transfer of new or radically improved services that cannot be produced or transferred using existing production methods, or with an increase in the efficiency of production or transfer of existing services. The following changes are not technological innovations if they do not directly relate to the introduction of new or significantly improved services or methods of their production (transfer):

o organizational and management changes, including the transition to advanced management methods,

o introduction of significantly changed organizational structures,

o implementation of new or significantly changed directions in the economic strategy of the enterprise;

o implementation of quality standards, such as ISO 9000.

Locally in the system(at the enterprise, at the firm):

o innovations at the entrance of the enterprise (changes in the selection and use of raw materials, materials, machinery and equipment, information, etc.);

o innovations at the exit of the enterprise (products, services, technologies, information, etc.);

o innovation of the system structure of the enterprise (management, production, technological).

Depending on the depth of the changes highlight innovations:

o radical (basic);

o improving;

o modification (private).

Innovative potential of a modern organization.

The innovative potential is considered to be the economic capabilities of the enterprise for the effective involvement of new technologies in the economic turnover. The ability of an enterprise to most effectively implement a particular functional task with the maximum use of available economic resources. These opportunities include the following set of resources required for the effective implementation of innovative activities:

o intellectual;

o material;

o financial;

o personnel;

o infrastructural;

o additional sources of increasing the results of innovation.

Innovation potential is formed from two main material and non-material components: innovative potential of material resources and intellectual potential... Each component of the innovative potential has its own specific use for development, is influenced by various factors, forms the strengths and weaknesses of the enterprise. The structure of innovation potential is shown in Fig. 1.

Figure 1 - Components of the innovative potential of the enterprise

The main visible part of the innovative potential is made up of material resources, which are subdivided into current assets and fixed assets. Fixed assets include: machinery, equipment, vehicles, instruments and devices, library funds. It is important to consider here that an item of property, plant and equipment is recognized as an asset if it is probable that the enterprise will receive economic benefits from its use. Current assets are mostly represented by financial resources and shipped products, which together constitute financial opportunities for subsequent investments and project implementation. The situation with intellectual potential is completely different. This potential is represented by non-tangible assets, the action of which leads to a high indicator of efficiency. The main feature of this potential is that it can qualitatively transform the activities of an enterprise, influencing all its areas from production to management. Given the heterogeneity of intellectual potential, among its
resources should be distinguished: intangible assets, marketing resources, management and infrastructure resources and labor resources.

In accordance with applicable law intangible assets- these are non-tangible assets, that is, non-monetary assets that do not have a tangible form, can be identified and maintained by an enterprise for the purpose of using it for a period of more than one year for production, trade, for administrative purposes or leased to others. The presence and scale of development of these areas of innovation determine both the current measure of readiness and the future degree of efficiency in the development of new technologies by the enterprise. The choice of a particular strategy of innovative development depends on the magnitude of the innovative potential. So, if an enterprise has all the necessary resources, then it can follow the path of the leader's strategy, developing and introducing fundamentally new, or basic, innovations. If innovative opportunities are limited, then it is advisable to build them up and choose a follower strategy, i.e. implement improving technologies. This approach to the interpretation of innovative potential can be considered a classic one.

Lecture "Organization

Innovation activity "

The essence of innovation and its functions (stimulating, investment, reproduction).

Innovation represents the first practical use a new scientific and technical, production and technological, organizational and managerial or other solution capable of increasing the final economic results of the financial and economic (commercial) activities of the enterprise.

Not all innovations are of a qualitative nature, radically changing the technology and organization of production. Many innovations involve relatively minor changes. The history of economics shows that most often scientific and technological progress is not revolutionary, but evolutionary. Such innovations can be defined as improvements.

Improvements- these are innovations characterized by a relatively small impact on the dynamics of the development of a particular object.

All types of management activities are interrelated and, as a rule, should be carried out in parallel (Fig. 1). Moreover, the ultimate success of any type of management activity depends on its innovative component. And vice versa: the ultimate success of innovative management is possible only on the basis of the implementation of its ideas and developments in the practice of other types of management.

The innovation fulfills the following three functions:

- reproductive;

- investment;

- stimulating.

Reproductive function means that innovation is an important source of funding for expanded reproduction. The meaning of the reproductive function is to profit from innovation and use it as a source financial resources.

The profit gained from the implementation of the innovation can be used in various directions, including as capital. This capital can be used to finance new types of innovation. Thus, the use of the profit from innovation for investment constitutes the content investment function innovation.

Making a profit through the implementation of innovation directly corresponds to the main goal of any commercial organization. Profit serves as an incentive for the entrepreneur to introduce new innovations; encourages to constantly study demand, improve the organization of marketing activities, apply modern methods of financial management. It all makes up the content stimulating function innovation.

The concept of innovation and innovation process.

Innovative activity is a complex of scientific, technological, organizational, financial and commercial activities aimed at commercializing the accumulated knowledge, technologies and equipment.

Innovation process is a process of successive transformation of an idea into a product, passing through the stages of fundamental and applied research, design development, marketing, production and sales

Types of innovative activities of the enterprise.

Innovative activity of the enterprise for the development, implementation, development and commercialization of innovations includes:

1. Carrying out research and development work on the development of the idea of ​​innovation, laboratory research, the manufacture of laboratory samples of new products, types of new technology, new designs and products;

2. Selection of the necessary types of raw materials and materials for the manufacture of new types of products;

3. Development of a technological process for the manufacture of new products;

4. Design, manufacture, testing and mastering of equipment samples necessary for the manufacture of products;

5. Development and implementation of new organizational and management solutions aimed at implementing innovations;

6. Research, development or acquisition of the necessary information resources and information support for innovations;

7. Training, education, retraining and special methods of personnel selection required for R&D;

8. Carrying out work or acquiring the necessary documentation for licensing, patenting, acquiring know-how;

9. Organizing and conducting marketing research to promote innovation, etc.

Characteristic features of innovation:

1.Increased risk;

2. Cyclicity at the micro and macro level (at the macro level, associated with the large Kondratyev cycles, at the micro level with the life cycle of a particular product);

3. Dependence of the efficiency of resource use on the level of technology novelty;

4. Specific marketing and models of promoting innovations to the market.

Stages of knowledge reproduction.

The economic content of innovation can be revealed using a reproductive approach, highlighting the entire sequence of stages that are continuous and interconnected:

Life cycle of innovation

Innovation processes can be represented as successively replacing each other stages of the life cycle of a new product - from theoretical substantiation of its concept to experimental development, verification and mass distribution.

Managers specializing in the management of innovation processes must have a good understanding of the life cycle curve of any innovation, i.e. periods of its ups and downs in order to timely enter the market with next innovations (Figure 2).

After the creation of an innovation in the course of scientific and technical activities of the first three stages - fundamental and applied research, experimental design and other similar works - the processes of industrial and commercial use of innovations begin, which have confirmed their effectiveness in the course of experimental tests.

Dynamics financial flows stages of innovation processes in the figure is reflected using curve 1. It shows that at stages 1, 2, 3, during which innovations (innovations) are still being created, the amount of investment costs will constantly increase.

However, already at the stage of implementation and especially at the stage of growth in production volumes carried out on the basis of mastered innovations, the amount of investments required for this will tend to decrease.

At the stages of commercialization of effective innovation, sooner or later the moment of return comes, i.e. full return on investment. The dynamics of the processes of change in sales volumes is shown in the form of curve 2.

Technological structure.

Technological structure - a set of technologies characteristic of a certain level of production development. It is believed that 5 technological orders have been passed in the world, at the moment the Sixth technological structure is coming.

The concept of the innovation cycle. Stages of the innovation cycle. The innovation cycle model. Types of the innovation cycle. The minimum and maximum duration of the innovation cycle. The innovation cycle and the life cycle of a product or service. Methods for reducing the innovation cycle.

Joint ventures

A joint venture can be defined as an institution of inter-firm cooperation in the development, production or marketing of a product, is not based on short-term market transactions and involves significant and lasting contributions from partners in the form of capital, technology or other assets. In many cases, management responsibilities are divided between partner firms.

There are four types of technology-oriented joint ventures:

cooperation between firms only in research;

sharing proven technologies within a single product line or across multiple products. These JVs are particularly well known in the global microelectronics and robotics industries for their widespread cross-licensing practices;

joint development of one or more products (in commercial aircraft and motor building, in certain segments of the telecommunications, microelectronic and biotechnological industries);

cooperation through the performance of various functions or stages of the product life cycle, inherent in a number of international ones. JV in the field of biotechnology, pharmacology, in the steel industry and the automotive industry. This refers to situations when one firm develops a new product or marketing procedure, and another firm carries out production and adaptation to the foreign market.

Business incubator models.

There are a number of options for organizing incubators, and the choice of a specific solution depends on the stakeholders and the purpose of the incubator. There are the following categories:

Group;

Special (for example, high technology);

Star-shaped model;

Public and social incubators;

Virtual incubators.

Group model- these incubators invite and serve all types of businesses. The advantages are a mixed business environment and the stimulation of communication between enterprises, as well as the production of various types of goods and services. This mixed environment makes it easier to find clients and is suitable for areas with low concentration. entrepreneurial activity, for example, for incubators in small cities serving enterprises in rural areas.

Special model- such incubators are created to support start-up enterprises working in a specific industry, for example, automotive, biotechnology, IT. This option is suitable for areas where businesses with a specific sector are concentrated, and is often supported by universities or large companies that would like to transfer technology or research to start-up small businesses that have the same level of specialized knowledge and skills. These incubators require special infrastructure, facilities, laboratories and equipment. Additionally, it is required that incubator personnel also have a good knowledge of the specifics of the industry.

Star model- such incubators are created in areas with a low density of entrepreneurs, for example, in small cities and rural areas. This model offers an efficient way to provide wide access to services and incubator premises and eliminates the costs that would be required to create several separate incubators. The central incubator acts as the core of this system, in which the management is located and the main services are provided, such as educational, meeting rooms, office and production facilities, broadband Internet access, etc.

This central incubator is connected (using information technology, if possible) by satellite incubators, which can be very small local entrepreneurship support centers that provide information, consulting and general business services. In such satellite incubators, work space may be provided on a part-time or time-basis basis.

Public / social incubators- Many incubators are not created with the aim of generating profit for the owner or participants, but for returning the resulting profit back to the incubator and achieving sustainability. Often these incubators are set up as part of local community projects and can have a significant impact on improving local economies and enhancing entrepreneurial knowledge and values. The use of best practices is equally important for such incubators, and their activities should be aimed at improving the well-being of the whole society in this area - “social integration”.

Virtual incubators- with the penetration and development of information and telecommunication technologies, the need to provide a physical infrastructure for incubation decreases.

Many aspiring entrepreneurs, for personal, family or financial reasons, decide to start their own business at home or in close proximity to it. However, they still need access to services and support, even if they do not need the premises offered by the incubator. This no-wall model operates over information networks, providing services to entrepreneurs remotely, and increasingly over the Internet, using e-mail and virtual private networks (VPNs) to link entrepreneurs with the virtual incubator office or each other. Virtual incubators are often created from physically existing incubators, allowing the incubator to grow its client base, develop communities of interest among entrepreneurs, and create a sustainable local and regional communication network.

Lecture "Organization

Innovation activity "

Functions and types of innovation. Features of innovation activity

Organization of innovations is a means of streamlining and regulating the actions of individuals and autonomous groups of employees, focused on achieving through joint and coordinated actions goals for the creation and implementation of innovations of any kind and orientation, varying degrees of novelty and complexity, practical value and effectiveness.
Organization of innovations includes:

• The subject of innovation.
• The set of processes and actions of the organization aimed at performing the necessary functions in innovation.
• Structures that ensure the internal orderliness of the system and improve the relationships between its elements and subsystems.

The subjects of innovation are heterogeneous, multi-element and different-sized firms, companies, associations, universities, research institutes, technopolises, technoparks, etc.
Organizational forms of innovation are closely related to new principles of management based on the synergy of centralized and decentralized structures. The peculiarity of innovative development lies in the fact that it is based on the need to take into account two conflicting trends.
The organizational form of innovation processes should be understood as a complex of enterprises, a separate enterprise or their subdivisions, characterized by a certain hierarchical organizational structure and a management mechanism corresponding to the specifics of innovation processes that provides a justification for the need for innovations, identifying the main ideas of their creation, defining and using technology and organizing innovative processes for the purpose of practical implementation of innovations.
On the one hand, the innovation process is a single flow from the emergence of an idea to the implementation, development and deployment of production. At the same time, all stages of the life cycle of innovation, from the emergence of an idea to its market implementation, are closely interrelated and interdependent. Therefore, ensuring effective innovative development depends on systemic structural interactions that ensure the continuity of stages and the continuity of processes in time, which is manifested in an undeveloped market infrastructure and imperfect market mechanisms.
On the other hand, scientific knowledge, discovery, industrial invention are inherently discrete and stochastic. Numerous studies have found that there is no correlation between the emergence of scientific knowledge, its materialization and commercialization. Therefore, from this point of view, an enterprise does not necessarily have to carry out a full range of innovative business activities from the R&D stage to marketing and sales.
In the context of improving market mechanisms, according to the second trend, inter-firm interactions begin to play a special role, i.e. processes of diversification, inter-firm cooperation, etc. An increase in innovation activity is closely related to these two most important trends: the formation of innovative organizations capable of self-development, and an increase in the incorporation (i.e. involvement) of innovative structures in the system of various institutions and interfirm interactions. Thus, the properties of organizational forms of innovation are presented in Fig. eight.

Rice. 8. Properties of organizational forms of innovation

The properties of organizational forms of innovation, shown in Fig. 8, demonstrate the quality of subsystems, structures, elements and their connections within the organization as an open system.
Organizational form has two axes of orientation: the first - to internal structures, internal interactions of elements, factors and subsystems. This orientation is based on the decentralization and independence of departments, which ensures their high agility, efficiency, a plurality of forms of organizations, a variety of new methods, technologies, products and services, flexibility of structures and management methods.
The second axis of the system is focused on the external environment, it is associated with the implementation of long-term trends, with the stability of the system during external environment... This second tendency in the development of the organization is based on the mechanism of consolidation and integration, which creates a synergistic effect, which consists in increasing the effect arising from the combination of efforts aimed at one goal. This means that it is more than the effect of a simple "sum of elements, that is, in complex systems based on self-development and improvement, to which an innovative organization belongs, there is a significant synergistic effect. organizational forms innovation activities are presented in Fig. nine.

Rice. 9. Internal and interfirm organizational forms of innovation
activities

The innovation process involves many participants and many interested organizations. It can be carried out at the state (federal) and interstate levels, in regional and sectoral spheres, local (municipal) formations. All participants have their own goals and establish their own organizational structures to achieve them.
In this regard, innovative activity is characterized by a variety of organizational forms. This is due to the fact that the process of innovation covers a variety of areas of activity: scientific and technical, financial, information, marketing, and various interacting organizations participate in its implementation: research institutes, financial and consulting organizations, venture capital firms, insurance companies. The most common organizational forms of innovation are a business incubator, a technopark, a technopolis, and a strategic alliance. Business incubators are a form of support for the establishment and development of a new company. (Table 14).
Table 14
The main organizational forms of innovation

Organizational forms of innovation	Characteristics of organizational forms of innovation
Business incubator	It is an organization that solves problems limited to the problems of supporting small, start-up firms and start-up entrepreneurs who want, but do not have the opportunity to start their own business. A business incubator can be autonomous, i.e. an independent economic organization with the rights of a legal entity, or act as part of a technopark (in this case, it can be called a "technology incubator")
Technopark	This is an organization that is engaged in the formation of a territorial innovation environment in order to develop entrepreneurship in the scientific and technical sphere by creating a material and technical base for the formation, development, support and preparation for independent activities of small innovative enterprises and firms, industrial development of scientific knowledge and high technologies. The Technopark provides conditions for the implementation of the innovation process - from the search (development) of an innovation to the release of a sample of a commercial product and its implementation. The subject of the technopark's activity is a comprehensive solution to the problems of accelerated transfer of scientific research results into production and bringing them to the consumer on a commercial basis.
Technopolis	It is a larger economic activity zone in comparison with the technopark. It consists of universities, research centers, technoparks, business incubators, industrial and other enterprises, whose practical activities are based on the results of scientific and technological research, is an integral part of the international division of labor and has a habitat purposefully formed for scientists, specialists, highly qualified workers. strength. Technopolis maintains close ties with similar structures at the national and international level. In Russia, science cities and academic towns can serve as the basis for the formation of technopolises
Science city	An administrative-territorial entity, the infrastructure of which has been formed around a scientific organization, which determines the scientific and production orientation of its production structures. The purpose of creating science cities is to preserve and develop the existing scientific potential, increase its efficiency and create conditions for sustainable development (solving defense problems). The desire to expand the customer base, geography of presence or the sphere of influence of the company leads to the creation of partnerships, or alliances. V modern business consolidation has become commonplace
Strategic alliance	A temporary cooperative agreement between companies that does not involve a merger or full partnership. Strategic Advantages the creation of joint ventures and alliances in the implementation of innovative activities are as follows: the use of economies of scale in the production and / or marketing of a new product; access to partner developments and know-how; the ability to penetrate hard-to-reach markets

Organizational forms of innovation play the greatest role in the development of a scientific idea and its subsequent materialization - innovation centers . These are technologically active complexes with an established integrated structure of innovations, including universities and research and production firms. An innovative business in this model maintains stable relationships within an extensive innovation infrastructure, has developed networks for informal exchange of information and the formation of sales channels for innovations. The most famous variant of such an alliance is Silicon Valley.
Innovation centers include:

• technological parks (scientific, industrial, technological, innovation, business park, etc.);
• technopolises;
• regions of science and technology;
• incubators of innovations.

As shown in Table 14, the purpose of the operation business incubators - ensuring effective incubation (growing) of entrepreneurs, the creation of small firms.
There are two forms of participation in a business incubator - real and associative. The second form, in contrast to the first, provides for the free use of all services provided by the incubator without placing the company directly on the territory of the business incubator.
The legal basis for the relationship between a business incubator and its members is an agreement that defines the rights and obligations of the parties, financial relations, the duration of the client's stay in the business incubator. A check is issued to the client for each service. After leaving the business incubator within 1.5 - 2 years, the financial debt must be repaid. In addition, the contract may provide for deductions from profits in favor of the business incubator (as a rule, no more than 5%), which the entrepreneur pays within 3 to 5 years after leaving.
There are three main models of business incubators in Russia:
The first type was formed under the technology parks, where they function as the main nucleus. Such business incubators operate on the basis of science-intensive production and high technologies.
The second type of business incubators is aimed at entrepreneurs associated mainly with the production of consumer goods, with the provision of various repair and maintenance services.
The third type is regional business incubators created to solve economic problems, taking into account regional priorities. A large role in their activities is assigned to the solution of social problems.
Technopark is one of the most widespread in the USA and Western Europe forms of functioning of developers of new technologies, with risk firms. Among the great variety, there are three main ways of emergence of a technopark.

• Small and medium-sized entrepreneurs are often employees of university and research centers (SICs) seeking to commercialize the results of their own scientific developments (in a number of technology parks, this category of entrepreneurs is more than 50%).
• Creation of their own specialized small firms by scientific and technical personnel of large industrial associations leaving their firm to start their own business (sometimes together with colleagues in the laboratory or design bureau). As a rule, large firms do not hinder, but, on the contrary, facilitate the development of this process, since they get the opportunity to subsequently connect to the production of the latest products, if it turns out to be promising.
• Small and medium-sized firms in the technopark arise as a result of the transformation of already operating enterprises intending to take advantage of the preferential conditions that exist for the technopark in accordance with state legislation.

The long and difficult path from the development of a new product to its serial production in a technopark has been greatly facilitated. In particular, firms are provided with the necessary premises on preferential terms, they have at their disposal typed bureaus, conference rooms, secretariats, as well as workshops for prototyping, laboratories and other premises for R&D. They can get the required advice in the field of production, marketing, finance, patent information. Close cooperation is being established with departments of fundamental and applied research at universities, as well as with research institutes located in the area, not to mention relations with other enterprises of the same technopark. In addition, they are provided with more favorable credit terms, as well as easier contacts with large manufacturing firms in the region and potential customers.
The most advanced organizational form of innovation is technopolis ... Technopolis consists of large enterprises (at least 2-3 of the most advanced industries); a powerful group of public or private universities, research institutes, laboratories; residential area with modern houses, a developed network of roads, schools, sports, shopping, cultural centers. In addition, the technopolis should be adjacent to a sufficiently developed city, as well as an airport or a railway junction.
A new form of cooperation between industrial firms and universities is science park. Idea: industrial companies create their own research organizations and enterprises near universities, which attract university personnel to work on orders from firms. In turn, researchers have the opportunity to practically apply the results of their research. This new form of cooperation between industry and science creates new jobs.
Also, along with the science park, Table 15 presents new organizational forms of innovation.

Table 15
New organizational forms of innovation

New organizational forms of innovation	Main characteristics
Founding Center	It is a new organizational form of innovation, a territorial community of newly created organizations, mainly manufacturing and manufacturing services, which has common administrative buildings, a management and consulting system
Innovation center	Conducts joint research with firms, training students, organizes new commercial companies... The innovative projects carried out at the center are applied research. If the project has been brought to the stage when the feasibility of implementing the results obtained has been proven, it is funded under a program whose ultimate goal is to organize a new company. Along with scientific and technical assistance, the center takes over the financing of a new company at the stage of its formation, as well as the selection of managers
Industrial Center technologies	The aim is to promote the introduction of innovations in mass production. This is achieved by conducting appropriate expertise, scientific research and providing advice to industrial firms, especially small ones, as well as individual inventors in the development of scientific and technical innovations.
University Industrial Center	Formed at universities to combine the financial resources of industrial firms and the scientific potential (personnel and technical) of universities. Such centers conduct mainly fundamental research in the areas in which the participating firms are interested.
Engineering Centers	Universities are created on the basis of large universities with financial support from the government to stimulate the development of new technologies. They carry out a study of the fundamental laws underlying the engineering design of fundamentally new artificial systems that do not exist in nature. Such research does not supply the industry with a development ready for implementation, but a theory within a specific area of ​​engineering activity, which can then be applied to solve specific production problems. Another function aims to train a new generation of engineers with the required qualifications and broad scientific and technical horizons. The organizational structure of the centers provides not only creative cooperation of engineers directly at each stage of work, but also the participation of business representatives in management at all levels
Industrial yard	It is a territorial community of mainly small and medium-sized organizations located in the same complex of buildings, managed by a parent company

The close intertwining of cooperation and competition in recent decades has manifested itself in the organization of inter-firm cooperation within the framework of strategic alliances and coalitions. It is advisable to carry out major technological breakthroughs in social production on the basis of interfirm scientific and technical cooperation, which is highly effective. Interfirm cooperation is typical for alliances, consortia, joint ventures .
Entrepreneurial associations, strategic alliances and coalitions are the most attractive in the economy "soft" associated "metastructures". They are considered not only as the cheapest and most effective way to combine joint efforts. In the organization of "soft metastructures", the most important is their orientation towards the improvement and development of basic principles and fundamental ideas in production. Competing members of "soft groups" test innovations from different sides, while partner efforts contribute to the concentration of resources in the most important direction.
One of the most important forms of "soft metastructures" is strategic alliances. Their goal is to activate the channels for improving production and transfer of new technologies, as well as the implementation of complementary functions in the conduct of scientific research and the implementation of their results. Of particular importance are strategic alliances in the form of joint research and development production activities through technology transfer; and also in the form of consortia.
Strategic alliances in knowledge-intensive industries (in the production of robots, automated production lines, microelectronics) cover several or all stages of the R&D reproductive cycle. This does not prevent a wide variety of types of cooperative agreements on joint scientific activities within the individual stages of the life cycle. Another feature of strategic alliances is the special attention paid to the technological preparation of production and the development of innovations.
The fact is that large companies are often faced with a low susceptibility of the existing production apparatus to the adoption of innovations. Here the bottleneck becomes the stage of introduction and production of the first industrial design. For the reasons stated above, large companies willingly use the form of an alliance with a small specialized implementation business.
Strategic alliances are faced with the tasks of conducting a complex of scientific research, searching and training appropriate specialists, finding financial resources, organizing laboratories, implementation centers, departments for testing and controlling product quality. As market demands become more stringent and demand diversifies, the alliance's field of activity extends to related and related industries. Diversified alliances have a great advantage over other financial and industrial groups, it is based on the selective ability to maintain a competitive advantage in the market, on the one hand, and on the successful development of promising areas for capital investment, on the other.
A promising type of interfirm integration is consortia. Designed to integrate all stages of the innovation cycle, they are usually created for active research, industrial and foreign economic activity... An example is the Russian Aviation Consortium.
Consortia of two types are most widespread on the world market in the field of innovation. Consortia of the first type are focused on carrying out their own long-term scientific research work of a fundamental and applied nature. They arise in high-tech industries with predictable long-term success (eg communications, telecommunications). The second type of consortia is mainly aimed at priority scientific research of an intersectoral plan. The future market success is not yet fully outlined here, but scientific research is part of the core scientific and technological policy of corporations and the state.
For example, such consortia were created in the USA to study solid state physics, the phenomenon of superconductivity, research artificial intelligence... They are created to stimulate R&D "on the side", on the basis of the largest laboratories of universities and research centers. Dozens of major corporations provide financial support and control over the results of such consortia in the United States and Japan. This is determined by the importance of innovative development.
One of the forms of inter-firm cooperation, along with strategic alliance is an financial and industrial groups (FIG) ... The main principles of creating FIGs include their purposeful formation on the basis of technologically and cooperatively related industrial organizations, which ensures improved manageability, reduced production costs, joint responsibility under contracts and stability of supplies. The key factors for the success of the organizational and economic interaction of FIG participants with financial institutions is the establishment and development of holding and trust (trust) relations, as well as the prevention of negative monopolistic tendencies in connection with the concentration of capital. Integration of scientific, industrial, financial and trade and marketing organizations as subjects of the main activity of FIGs is ensured by a systematic approach to their functioning in the market conditions of management. A systematic approach allows you to preserve the integrity of such organizational structures, to counteract the effects of external and internal destabilizing factors. The economic substantiation of projects for the creation of FIGs is based on an examination of the potential effectiveness of the future joint activities of the merged organizations, an assessment of the product market, employment, and environmental safety. The efficiency of FIGs directly depends on the level of risk in the creation of science-intensive and competitive products. Therefore, insurance institutions are also included in the structure of FIGs, which makes it possible to skillfully manage the existing risks in innovative activities in fairly large organizational formations.
On the territory of Russia there are about 5 thousand organizations focused on supporting innovative entrepreneurship. Important scientific centers and technology parks are located in Zelenograd, Obninsk, Dubna, Novosibirsk, Arzamas, Krasnoyarsk, Protvin, Pushchin, etc.
On the example of innovation centers, technoparks and technopolises, the importance of innovation infrastructure is especially noticeable, which contributes to the entry of science into the market environment, the development of entrepreneurship in the scientific and technical sphere and the increase in the economic efficiency of innovations. The likelihood of commercial success of innovations increases sharply due to the formation of special institutions, organizations and systems for ensuring the innovation process, formed into a single innovation sphere.
The central role in the innovation sphere is played by the innovation infrastructure, which is the organizational, material, informational, financial and credit base for creating conditions conducive to the efficient allocation of funds and the provision of services for the development of innovative activities.
The state of the innovation infrastructure is closely related to the model economic growth and with the level of technological development of the national economy. The innovative model of economic growth inherent in the most developed countries is characterized by an increase in the role of immaterial, innovative and informational growth factors, as well as by the rapid development of the sphere of knowledge-intensive services. In such countries, the development of an innovative structure is based on the creation of a network of consulting, engineering, information, telecommunications services, etc.
The leading role in the innovation infrastructure, in addition to scientific, state and public institutions, is played by investment institutions that contribute to the accumulation of financial and investment resources and diversification of the risks of innovation. The most important investment institutions here are insurance companies, non-state pension funds, investment banks, investment and venture funds, financial and investment companies.
The plurality of organizational forms of innovation at the state, regional and other levels is one of the features of innovation management.
TO in-house organizational entities innovative activities include brigade innovation, temporary creative teams, risky units associated with corporate business... The process of formation of innovative subdivisions is aimed at supporting intra-firm entrepreneurship and is an important condition for its activation, in particular, when branches with progressive ideas of innovation are created within old firms. In addition, this kind of small innovative entrepreneurship can be carried out on the basis of the creation of venture risk firms in contact with venture funds.
Entrepreneurs and managers, specialists from different branches of knowledge, performers of various functions are involved in innovation activities. Specific practice has developed a number of equally specific types and roles of innovators, leaders, and performers. Such typical carriers stand out role functions in the process of innovations as "entrepreneurs" and "intrapreneurs", "generators of ideas", "information gatekeepers", etc. (Table 16)

Table 16
Typical innovative roles staff

Role-playing function	Main characteristics
"Entrepreneur"	A key figure in innovative management. This is, as a rule, an energetic leader who supports and promotes new ideas, perhaps his own, is not afraid of increased risk and uncertainty, is capable of active search non-standard solutions and overcoming difficulties. The entrepreneur is also characterized by specific personality traits: intuition, dedication to an idea, initiative, the ability to take risks and overcome bureaucratic obstacles. The entrepreneur is focused on solving external problems: creating an organization operating in the external environment; coordination of the firm's services in external activities; interaction with subjects of the external innovation environment: market promotion of a new product; search and formulation of the need for new developments and new products. Therefore, the entrepreneur holds positions such as the head of the new product division, the project manager. There are not many entrepreneurs in the organization
"Intraprener"	An equally important figure in innovative management. There should be significantly more intrapreneurs in the organization. This is a specialist and leader focused on internal innovation problems, on internal innovative entrepreneurship. Its tasks include organizing numerous brainstorming sessions, initial search for new ideas, creating an atmosphere of employee involvement in the innovation process and providing a “critical mass” of innovators so that the company can be considered innovative as a whole. As a rule, this is the leader of a group that is distinguished by increased creative activity.
"Idea's generator"	This is a different type of innovative staff. Its characteristic features include the ability to produce in short time big number original proposals, change the field of activity and the subject of research, the desire to solve complex problems, independence in judgments. "Generators of ideas" can be not only leading scientists and specialists who put forward new proposals, but also engineers, skilled workers, specialists of functional services, acting with the so-called "secondary" innovations. The traditional practice of informally identifying "idea generators" can be supported by organizational decisions: outstanding innovators are awarded the titles of "idea generators" with appropriate incentives and benefits, their activity affects career advancement
"Information gatekeepers"	They are located at the nodal points of communication networks, accumulate and transfer specialized information, control the flows of scientific, technical, commercial and other messages. They accumulate and disseminate the latest knowledge and best practices, "feed" creative research with information at different stages of creating new products or carrying out organizational and economic changes in the company.
"Business Angels"	Persons acting as investors in risky projects. Typically, these are retirees or senior company employees. Using them as a source of funding has a number of advantages. Their loan is much cheaper, as they do not have overhead costs, unlike venture funds. Practical activities leaders mainly forms four main archetypes: "leader", "administrator", "planner", "entrepreneur". All of them are necessary for the successful innovative activities of the company.

The end of the table. 16

Role-playing function	Main characteristics
	Plays its specific role in the development and implementation of innovative design solutions. The desire for new things, foresight of the course of affairs, 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 here.
"Administrator"	Engaged in planning, coordinating and monitoring the implementation of an investment project. In conditions when the successful functioning of the company and the innovative project at the implementation stage requires strict control and extrapolation planning (i.e. planning for the future, assuming that today's development trends will continue in the future), the emphasis in the requirements for the leader is placed on his ability to evaluate firm performance, not personal qualities
"Planner"	Seeks to optimize the future activities of the firm, concentrating the main resources in the traditional areas of the firm and directing the firm to achieve its goals
"Entrepreneur"	Although oriented towards the future, it differs from the "planner" in that it seeks to change the dynamics of the firm's development, rather than extrapolating its past performance. While the "planner" optimizes the future of the company 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.

Innovation activity presupposes the presence of an innovative infrastructure, which includes both market and non-market organizations, firms, associations, covering the entire cycle from the generation of new scientific and technical ideas and their development to the release and sale of science-intensive products, which is a set of interrelated and mutually complementary systems and their corresponding organizational elements, necessary and sufficient for the effective implementation of these activities.
Of course, the listed examples do not exhaust all possible organizational forms of innovation. In the process of building up the potential for innovative development in Russia, it is obvious that the quantity and quality of such forms will increase.

Previous

9.1. Concept and types of innovation

9.2. The essence of scientific and technological progress and the main directions of its development

9.3. Evaluation of the effectiveness of innovations

Concept and types of innovation

Improving efficiency material production and ensuring the competitiveness of products is based on the use of new high-performance equipment and progressive technology, the use of modern organizational forms and economic methods of management. Improvement of production is carried out on the basis of innovative activities at different stages of the science-production cycle.

As a result of the implementation of research or development work, an innovative product (news) is obtained, and its introduction into economic practice is recognized as an innovation (innovation).

An innovative product (news) is the result of an innovative project and research and development of a new technology (including information technology) or products with the manufacture of an experimental sample or pilot batch.

Innovations are newly or improved competitive technologies, products or services, as well as organizational and technical solutions of a production, administrative, commercial or other nature, significantly improve the structure and quality of production, or social sphere... The process of applying for the first time in the production of new scientific achievements, that is, innovations, begins innovative activity.

The innovative activity of an enterprise is a complex process of creating, using and distributing innovations in order to gain competitive advantages and increase the profitability of its production. In a market economy, the innovative activity of an enterprise is a significant factor that allows an enterprise to occupy stable market positions and gain an advantage over competitors in the area that is the sphere of its commercial interests.

The adoption and implementation of appropriate decisions on the materialization of scientific achievements characterizes the essence and content of innovation processes.

Innovation processes are a set of progressive, qualitatively new changes that constantly arise in complex production and economic systems based on the use of scientific achievements. Innovation processes begin in certain areas of science, and end in the field of production. The innovation process is carried out according to the "science - innovation - production" scheme.

The innovation process is characterized by an innovation cycle that covers the period from the search for new ideas to their applied use in production and obtaining specific results. In the innovation process, the innovation life cycle is also distinguished. This is the period from the introduction of an innovation into production to the termination of its use. So, the innovation cycle is associated with the stage of creating innovations (news), and the life cycle - with the stage of their practical use.

By their nature and functional purpose, the following news and innovations are distinguished: technical - new products, technologies, construction and auxiliary materials, equipment; organizational - new methods and forms of organizing all types of activities of enterprises and their institutional and voluntary associations; economic - methods of economic management of science, production and other areas of activity based on the implementation of functions of forecasting and planning, financing, pricing, motivation and remuneration, assessment of performance; social - various forms of activating the human factor, including new forms vocational training personnel, stimulating their creative activity, creating comfortable living and working conditions; legal - new laws and various regulatory documents (acts) that define and regulate all types of activities of enterprises and organizations.

In terms of the scale and strength of the impact on the efficiency of certain links of social production, all innovations can be combined into two groups - local (separate) and global (large-scale). Local innovations lead mainly to progressive transformations in the activities of enterprises and produce a corresponding impact on the efficiency of their functioning. Global innovation is part of the fundamentally new, significantly improve the technical and organizational level production, ensure the economic and social development of society.

In innovation, it is important to take into account the life cycle of innovations - the period of time when an innovation goes from the emergence of an idea to its commercial use, when there is an active demand from the population for this innovation, after which the innovation moves into the category of ordinary products, processes, products. In this case, in order to ensure further competitive advantages, the enterprise must necessarily curtail ineffective production when it does not have active consumer demand and start introducing a new innovation. With the introduction of a new innovation, the life cycle of the previous one ends.

There are three ways to organize innovative activities:

Innovation activity based on internal organization, when an innovation is created and mastered within the firm by its specialized departments on the basis of planning and monitoring their interaction on an innovative project;

Innovation activity on the basis of an external organization through contracts, when an order for the creation and development of an innovation is placed between third parties;

Innovative activity on the basis of an external organization through the activities of venture capital enterprises. To implement an innovative project, the firm establishes a subsidiary venture capital firm, which attracts additional third-party funds (funds).

Most often, the second method of organizing innovative activities is used - the company places an order for the development of news, and masters it on its own. The relative rarity of using the first method is explained by the insufficient scientific potential of enterprises in various sectors of the economy.

The essence of the innovative strategy of the enterprise is that the effective development of the enterprise is associated with gaining an advantage over competitors and increasing profits by constantly updating the product range and expanding the directions of the enterprise. In a market economy, the advantage is given to those enterprises that are actively adopting innovations. This allows them to expand sales markets for their products, conquer new market segments, and in the case of mastering fundamentally new innovations, temporarily take a dominant position in the market for new products, directly providing an increase in the mass of profits.

Innovative entrepreneurial activity is a special process of organizing business, based on the constant search for new opportunities to improve technical and technological factors of production. It is associated with the willingness of the entrepreneurial structure to take on the risk of implementing a new project, as well as the resulting financial, social and moral responsibility. In general, innovative entrepreneurial activity can be defined as a social economic process that leads to the creation of goods (products, services) and technologies, best in their properties, through the practical use of innovations.

The need for innovative entrepreneurial activity is due to: the need to improve the technical and technological level of production; an increase in costs and a deterioration in the economic performance of the enterprise; obsolescence of technology and technology; increasing production efficiency through the introduction of new technology; economic feasibility strengthening the intensive factors of production development based on the use of the achievements of scientific and technological progress in all spheres of economic activity; the importance of developing the creativity of inventors and innovators and using their proposals.

In practice, there are three main types of innovative entrepreneurial activity: innovative activity in the field of technical and technological support of production; innovative activities in the field of increasing production, improving quality and reducing the cost of products; innovative activities in the field of social development of enterprises and rural areas.

The first type of innovative entrepreneurial activity is associated with the process of quantitative and qualitative renewal of production potential, which will ensure an increase in labor productivity, savings in energy resources, raw materials and materials and a corresponding increase in the mass of profit.

The second type of innovative entrepreneurial activity is a process of qualitative improvement of products, their reduction in price, expansion of the range, which is aimed at better meeting the needs of the population.

The third type of innovative entrepreneurial activity is associated with the expansion and improvement of the sphere of services for the population, contributes to the improvement of conditions for work and rest of the personnel of the enterprise.

To increase the efficiency of social production, the state promotes the development of the economy on an innovative basis, ensures the functioning of innovative enterprises that develop, produce and sell innovative products. The main goal of the state innovation policy is to create socio-economic, organizational and legal conditions for effective reproduction, development and use of the country's scientific and technical potential, ensuring the introduction of modern environmentally friendly and resource-saving technologies, production and sale of new types of competitive products.

State regulation of innovation activities is carried out by: defining and supporting priority areas of innovation activities at the state, sectoral and regional levels; formation and implementation of state, sectoral and regional innovation programs; creation of a regulatory framework and economic mechanisms to support and stimulate innovation; protection of the rights and interests of subjects of innovation; financial support for the implementation of innovative projects; establishment of preferential taxation of subjects of innovation activity; supporting the functioning and development of modern innovation infrastructure.

In accordance with this, the state ensures the interaction of science, education, production, the financial and credit sphere in the development of innovative activities, and effectively uses market mechanisms to promote innovation and entrepreneurship in the scientific and industrial sphere.

For the convenience of studying the material, we divide the article into topics:

The development of innovative processes is influenced by various groups of factors: economic, technological, political, legal, organizational and managerial, socio-psychological, cultural. Some factors promote innovation, while others hinder it. In the group of economic and technological factors positive influence the innovative activity of the enterprise is provided by the availability of the necessary financial resources, material and technical means, advanced technologies, economic and scientific and technical infrastructure; hinder innovation activity - lack or lack of funds for investment, weakness of the material and scientific and technical base, the predominance of the interests of current production, etc. Similar examples can be given for other groups of factors.

An innovative enterprise develops an innovative project in its structural divisions or, on the basis of a contract, attracts an organization specializing in innovative entrepreneurship. In the case of large innovative projects, the second option is preferable.

Financing of innovations is carried out from the same sources as financing of any investment, i.e. self-financing, borrowed funds, borrowed funds, other mixed or non-traditional sources, extra-budgetary funds, budgets of various levels.

Organization of innovation activity

Innovative focus economic development, the growing need for technological renewal emphasize the importance of a clear correspondence between the principles of organization and structural and organizational relationships in innovation. It is about finding the best ways to bring innovation impulses to economic reality. It is clear that with the expansion of innovative transformations, a scientifically grounded formation of the functional and elementary base of innovative development is required.

The organization of innovations includes three fundamental aspects: the subject of innovation, which is an association of people who jointly implement the development, implementation and production of innovations;
a set of processes and actions of the organization aimed at performing the necessary functions in innovation;
structures that ensure the internal orderliness of the system and improve the relationships between its elements and subsystems.

From this point of view, the organization of innovations should be understood as a process of streamlining innovation activities, as a subject, firm, institution, innovative enterprise, as determining the composition and location of divisions, as well as regulating procedures of forms, methods, processes that are carried out in innovation.

An organization from the standpoint of a firm can be viewed as an association of people or their agreement on the performance of work on the implementation of innovations. The subjects of innovation are heterogeneous, diverse and different sized firms, companies, associations, universities, research institutes, technopolises, technoparks, etc. All these organizations are the main carriers and economic entities that carry out a real renewal of production. The spirit of time is the emergence of a special innovative business, closely related to "its" stage of the life cycle.

So, innovative enterprises and organizations can specialize in fundamental research (academic and university sector), in R&D (applied research and development), it can be scientific innovative enterprises, higher educational establishments, small businesses, scientific and technical complexes and associations. Both entrepreneurial structures and firms, institutes and corporations with a developed R&D base are associated with the stage of implementation and creation of prototypes. On the basis of applied R&D and R&D, follower innovators create basic technological, scientific, technical and product innovations.

The introduction and production of scientific, technical and product innovations are, as a rule, carried out by large firms with a good resource base, qualified personnel and certain positions in the markets. Western Europe has accumulated a lot of experience in innovative development, although researchers do not directly link firm size with the number of inventions. But in France and Great Britain, it is widely believed that the academic and higher education sectors and small firms play a major role in the R&D stage.

At the stage of pilot production, marketing and sales, a different-scale business is involved, while the production and diffusion of innovations are carried out in large and medium-sized enterprises and in industrial companies.

According to the type of economic division of labor that has arisen in innovation, many small and medium-sized enterprises are subcontractors of large firms specializing in the production of semi-finished products, components, and also performing the functions of providing and servicing the main business.

The so-called spin-off divisions from the parent company, independently developing scientific and technical innovations, also serve their stage of the life cycle of innovations. Innovative enterprises also differ depending on the predominant type of innovation that is the object of their activities. So, they are divided into the following classes:

Leading innovators focused on new scientific discoveries, new applications and pioneering inventions;
innovative leaders who create fundamentally new processes and products. Based on the application of previously made discoveries into inventions;
innovators creating basic innovations based on the old way;
innovators producing, modernizing and rationalizing innovations;
innovators who create innovations that replace earlier products and technologies;
innovators specializing in sales and marketing of innovations;
innovators who create innovations to meet the demand in new markets;
innovators engaged in diffusion, dissemination and replication of innovations in various spheres of the national economy.

Innovative enterprises also specialize depending on the level of novelty of the innovations produced (fundamentally new, with relative, partial, local novelty or imitation).

Organizational forms are closely related to new principles of management based on the synergy of centralized and decentralized structures. The peculiarity of innovative development lies in the fact that it is based on the need to take into account two conflicting trends.

On the one hand, the innovation process is a single flow from the emergence of an idea to the implementation, development and deployment of production.

All stages of an innovation system, from a fundamental idea to market success, are closely interconnected and interdependent. Therefore, to ensure the effectiveness of innovative development, systemic structural interactions ensuring the continuity of stages and the continuity of processes in time. This feature is clearly manifested in an undeveloped market and imperfect market mechanisms.

On the other hand, scientific knowledge, discovery, industrial invention are inherently discrete and stochastic. Numerous studies have found that there is no correlation between the emergence of scientific knowledge, its materialization and commercialization. Therefore, from this point of view, an enterprise does not necessarily have to carry out a full range of innovative entrepreneurial activities: from the R&D stage to marketing and sales.

In the context of improving market mechanisms, according to the second trend, inter-firm interactions begin to play a special role, i.e. processes, inter-firm cooperation, etc. An increase in innovation activity is closely related to these two most important trends: the formation of innovative organizations capable of self-development, and an increase in the incorporation (i.e. involvement) of innovative structures in the system of various institutions and interfirm interactions.

A modern innovative firm is characterized by a variety of organizational structures arising from both the multivariance and low determinism of innovation processes, and the imperfection of the forms of commercialization and financing of innovations. Organizational design of an innovative firm is based on the relationship between organizational and management structures and the susceptibility of the production apparatus to the introduction, development and diffusion of innovations. In modern management theory, in fact, there are no strict preferences in choosing the optimal organizational structures and forms of innovative business.However, the emerging narrow specialization of innovative small and medium-sized businesses is associated with simple two and three-tier organizational structures.

Abroad, research firms account for only 5-10% of small businesses, while among large enterprises up to 70% of companies have scientific departments, innovation focus, etc. Small innovative business is largely focused on applied research, design development, development of various innovations, provision of expert, advertising, consulting and intermediary services. Small and medium-sized enterprises orient production towards small series of innovations, striving to fill market niches with highly specialized products. In addition, for example, in mechanical engineering and instrument making, the production of unique and small-scale equipment, instruments, tools, as a rule, falls to the share of small and medium-sized enterprises.

Big business and especially giant firms, possessing sufficient financial, material and human resources, suffer from a low susceptibility of the production apparatus and the rigidity of hierarchical ties, which are difficult to accept innovations. The problems of coordination and inter-firm cooperation become the logic of improving the mechanisms for organizing innovations.

By the end of the 1990s, significant efforts were being made in the West to create a special form of organizing innovative and creative activity - the so-called intellectual self-governing association based on the principles of organizational design and "modular specialization". It allows to achieve high innovative activity of independent subdivisions within the framework of associated activities.

In an innovative organization of the XXI century. revolutionary transformations should cover linear, functional, marketing and other structures, which will become independent internal enterprises, served by unified information and independently producing goods and services. Within the framework of an "intelligent self-governing association", these internal enterprises will become participants in internal or so-called organizational markets within the association.

An organization that was previously a rigid hierarchical structure becomes a set of independent collectives, open social systems. Differentiation within the organization should be replaced by the so-called homogenization, where the main advantages will be creativity, high adaptability to changes, flexible innovative response to the external environment and efficient management on weak signals.

Describing the most important functions of the organization of the 1980s as "interorganizational" associated with the process of organizing a system of interconnections and interdependencies, modern management theorists apply to companies at the beginning of the 21st century. the term "intraorganizational self-organizing systems". At the same time, innovative development is considered as the central stream of ongoing transformations.

Properties of innovative organizations of the future

Organizational design, the use of new models and structures is becoming the most important direction of management.

The properties of innovative organizations demonstrate the quality of subsystems, structures, elements and their connections within the organization as an open system.

The organization of the new type has two axes of orientation: the first is toward internal structures, internal interactions of elements, factors and subsystems. This orientation is based on the decentralization and independence of departments, which ensures their high agility, efficiency, a plurality of forms of organizations, a variety of new methods, technologies, products and services, flexibility of structures and management methods.

The second axis of the system is focused on the external environment, it is associated with the implementation of long-term trends, with the stability of the system in the external environment. This second tendency in the development of the organization is based on the mechanism of consolidation and creating a synergistic effect, which consists in capturing the effect arising from the combination of efforts aimed at one goal. This means that it is more than the effect of a simple sum of elements ie; in complex systems based on self-development and improvement, which include an innovative organization, there is a significant synergistic effect.

Based on the generalization of two development trends, four main functional categories of features arise: adaptation of the system, its goal-setting from the standpoint of reaction to the external environment, integration of elements and their relationships, as well as maintaining the internal principle of self-organization - homeostasis of the system.

The properties of the innovation system are based on improving the interaction of two opposite trends: decentralization and differentiation, on the one hand, and on centralization and integrative processes, on the other.

In order for the system to function optimally as a whole, it must accumulate heterogeneous functional subsystems and elements capable of playing the role of intermediaries, carriers of innovations, alternative elements (suppliers, partners, contractors, etc.) in various spatial and temporal frameworks of the organization's existence.

The presence of many forms of organization forms the spatial frame of the system, and the many participants, subsystems and alternative elements, using in their activities a variety of new methods, products and services, are interconnected and intertwined with many connections, which provides an increase in the overall vitality and sustainability of the organization.

Thus, the relationship between the economic strategies of departments and organizational structures is considered from the angle of the requirements of innovative development. Each company independently determines its own organizational structure. However, improving overall vitality is closely related to the optimal functioning of the firm's three main functional subsystems (R&D and product development, manufacturing technology and marketing).

The type of organization of functional subsystems should correspond to the nature of the links between technological operations and be aimed at satisfying market demands that are diverse in terms of volume and time. From this point of view, the most important property of the system is its adaptation to the external environment. To meet the varied demand, the company manufactures small-scale and unique products, a significant part of which is order-oriented, contract-oriented. This determines the initially high level of stability of relations between the manufacturer, supplier and buyer.

The high adaptation to the external environment of many Japanese firms is also explained by the organization of sales and marketing, since order fulfillment, the formation of demand and sales channels usually precede the stages of product development and manufacture. With a high adaptability of the company to market demands, the main barriers limiting competitors' access to the market are the organization's ability to create competitive advantages, which are the company's scientific and technical experience, the level and novelty of technologies, patent monopoly, the availability of a research base, and highly qualified personnel. The priority of values, creativity and innovative development, accompanied by professional growth and an increase in the prestige of work, plays a decisive role in the prosperity of the company.

The innovative orientation of production is closely linked with the innovative nature of management: administrative methods are supplanted by social and psychological ones, and the employee's promotion is associated with his involvement in acceptance and with a qualitatively new labor motivation.

The staff of a small subdivision, closely connected with the strategic center, is characterized by the desire to justify the trust of the manager, showing themselves in the best possible way in a new capacity - an active participant in innovative activities. In small subdivisions, labor motivation is noticeably increased and initiative is stimulated. The innovative nature of management is also manifested in the fact that small independent innovative units in their daily activities are not connected by complex procedures for coordinating decisions horizontally and vertically, which are typical for large bureaucratic organizations.

In modern Japanese corporations, the top manager, guided by innovative approaches and principles of managerial rationality, does not seek to apply strict total control. On the contrary, the greatest effect is given by the orientation towards flexible partnerships (for example, the firms Fujitsu, Sony, Matsushito, etc.).

The flexibility of methods of managerial influence extends to most of the management functions (planning, motivation, coordination and control), as well as to the object of management.

Innovative production is based on flexibility, variability and adaptability of technological systems, equipment readjustment and reprofiling of production facilities. The flexibility and variability of technologies is combined with the possibility of organizing production horizontally based on the parallel functioning of various stages of the innovation process. So, for example, most technological processes in mechanical engineering and instrument making are of a discrete nature, which means the possibility of parallel organization of the stages of innovation development, production and sales on the basis of a contract or through purely market relations.

This principle of organizing interactions between individual departments is based on a flexible distribution of material, information and financial flows, the experience and knowledge of the employee, and services.

The organization of the new type makes extensive use of complementary processes of integration and diversification. Vertical integration or combination with the previous stages can be organized both within the framework of a single organization, through the intra-organizational market, and on the basis of permanent contracts. Integration is focused on enhancing the research and production activities of the company. On a mixed corporate-market basis, new organizational structures of a permanent and temporary type are being formed, based on the integration of all links of the innovation cycle, on the one hand, and on the creation of mechanisms for coordinating and consolidating the activities of individual firms, innovative business enterprises and other organizations, both among themselves and and with the institutions of a market economy - on the other.

The peculiarity of such inter-firm integration lies in maximum adaptation to the external environment and in the necessary consolidation and situational adequacy of the partners' activities. It is characterized by a synergistic effect that reaches its highest value in organizational structures such as intermediate forms of economic organization, some of which include institutional structural elements. The most advanced forms of integration and structural interactions arise both in financial and industrial groups and in new areas of innovative entrepreneurship. The mechanism for the consolidation of integration and structural processes is most fully embodied in venture entrepreneurship.

The innovation process of the future is characterized by reliance on venture capital, integrated with numerous financial, market, scientific and government institutions.

The patterns of development of the innovative organization of the future allow us to talk about the economy of the XXI century. as evolutionary-institutional. However, already in the 1990s, 30% of American and 25% of Japanese firms resorted to the practice of creating intermediate forms of organization.

Innovation management

The activities of the innovation management department, first of all, are aimed at promoting the integration of the HSE into national and international innovation systems, the development of professional cooperation with their participants, including in the field of expertise, staffing and the formation of project management systems related to innovation and venture capital. investments. The department creates conditions for the commercialization of the results of intellectual activity of the HSE divisions, promotes the creation of innovative enterprises and coordinates the activities of the HSE scientific and educational divisions in this area.

Ensuring the corporate interests of the HSE in the preparation and implementation of projects (agreements) providing for the use of property rights to HSE intellectual property or HSE's participation in other legal entities is an integral part of our work. We develop systems for stimulating entrepreneurial initiative of HSE students and postgraduates and infrastructure for supporting entrepreneurship at HSE and its branches, creating conditions for the establishment of new rapidly developing enterprises by HSE students, postgraduates and alumni. Particular attention is paid to the development of international relations of the HSE in the field of supporting entrepreneurship and commercializing the results of intellectual activity.

The Department of Innovation Activities carries out:

Organization and development of cooperation on the commercialization of the results of intellectual activity between the HSE and other participants in the innovation system (infrastructure organizations of the innovation and venture capital market, scientific organizations, financial institutions, business societies, authorized government bodies, international organizations, and other specialized organizations).
Organization and management of the development of HSE innovation support centers (commercialization centers, business incubators and an innovation park) and their infrastructure.
Analysis of the KIBS markets from the point of view of the prospects for the creation of new commercial products and preparation of proposals for the organization of their development.
Organizational support for the development and implementation of high-tech commercial products and services based on the results of the intellectual activity of the HSE divisions.
Methodological support of innovative activity; formation of a library of regulatory and methodological documentation for innovative project management systems.
Preparation of proposals to the HSE governing bodies on the participation of HSE in the prescribed manner in the authorized capital of other legal entities and organizational support of such participation.
Preparation of proposals on the commercial use of HSE intellectual property, including on the basis of licensing agreements, ensuring the implementation of relevant decisions of the HSE governing bodies.
Developing negotiating positions and representing the interests of the HSE on issues related to the use of property rights to intellectual property of the HSE or the participation of the HSE in the statutory capital of other legal entities in accordance with the established procedure.
Preparation of initiatives aimed at involving HSE students and staff in project work associated with the development of new commercial products based on the results of intellectual activity;
Coordination of the activities of the HSE structural divisions, including branches, on the development of entrepreneurship, as well as the participation of students, postgraduates and academic staff in entrepreneurship development programs.
Assistance to HSE faculties in organizing and conducting practical training for students and postgraduates.
Organization and holding of seminars, conferences, round tables and other events according to the specifics of the Department's activities.

The innovative activity of the teacher

The teacher, educator have always been central figures in education. The necessary changes in education cannot occur if teachers do not strive to improve their professional activities. The time and effort required for new ideas and new ways of education to come into practice depend to a large extent on the willingness and ability of teachers, educators to change their activities, mastering innovations and becoming co-creators of new practices.

Creativity in the activities of the teacher

A teacher's professional activity is incomplete if it is built only as a reproduction of once mastered working methods. Such activity is defective not only because it does not use objectively existing opportunities to achieve higher educational results, but also because it does not contribute to the development of the personality of the teacher himself. There is no master teacher without creativity.

In a broad sense, creativity is any practical or theoretical human activity in which new results are created (material products, knowledge, methods, etc.). These results can be new only for this person, or they can be significant innovations for many (at the limit of all) people. The teacher's creativity begins with the assimilation of what has already been accumulated by others (adaptation, reproduction, reproduction of knowledge and experience), but in its developed forms it is a process of transformation of the established practice. The teachers whose names are known to everyone who is at least a little familiar with the history and modernity of education are Ya.A. Komensky, I.G. Pestalozzi, C.D. Ushinsky, M. Montessori, A.S. Makarenko, S.T. Shatsky, V.A. Sukhomlinsky, Sh.A. Amonashvili, M.P. Shchetinin, V.F. Shatalov, S.N. Lysenkova, E.N. Ilyin and others - one most important quality unites - a creative attitude to work, the desire to do it as best as possible. But there are many teachers who are known to a lesser extent, but have the same quality and in their everyday search create their own unique practice and themselves as a person. A creative attitude to one's work is the most important personality trait and a condition for its full development.

"Personality" is often understood as something inherent in each person, in fact, identifying this concept with the concept of "individuality". It is believed that every person has a personality. However, in modern psychology, the concepts of individual and personality are separated. As noted by the outstanding Russian psychologist A.N. Leont'ev: “Our language reflects well the discrepancy between these concepts: the word personality is used by us only in relation to a person, and moreover, starting only from a certain stage of his development. We do not say "animal personality" or "newborn personality". No one, however, finds it difficult to talk about the animal and the newborn as individuals, about their individual characteristics.

Teacher readiness for innovation

The nature of the teacher's innovative activity depends on the conditions existing in a particular educational institution, but, first of all, on the level of his readiness for this activity.

In the future, we will understand the readiness for innovative activity as the totality of the teacher's qualities that determine his focus on the development of his own pedagogical activity and the activities of the entire school team, as well as his ability to identify urgent problems of student education, find and implement effective ways to solve them.

The first component of a teacher's readiness for innovative activity is the presence of a motive for inclusion in this activity. The motive gives meaning to the activity for a person. Depending on the content of the motive, innovative activity can have different meanings for different people... Participation in innovation can be perceived as:

As a way to get additional earnings;
as a way to avoid possible tensions in relations with management and work colleagues in case of refusal to participate;
as a way to achieve recognition and respect from management and colleagues; how to fulfill your professional duty;
as a way to realize your creative potential and self-development.

Lack of motivation indicates that the teacher is not ready for innovative activities from the point of view of its focus. A material motive or a motive for avoiding failure corresponds to a weak readiness for innovation. A high level of readiness for innovation corresponds to a mature motivational structure, in which the values ​​of self-realization and self-development play a leading role.

The teacher's focus on developing their professional abilities and achieving the best possible results - necessary condition the acquisition by innovative activity of a sense of value and purpose, and not a means for the implementation of some other motives. Any person in professional activity will be able to achieve ever higher levels of skill only by changing, only mastering new ways of activity and solving more and more complex problems. Working only in the mode of reproduction, reproduction of methods of activity already mastered once, it is impossible to become a high-class professional. Anyone who strives to reach the heights of mastery should be aware that the way there lies through a critical attitude towards himself, what has been achieved, and the search for ways and means of developing his practice. Without realizing participation in innovative activity as a value for oneself, there can be no high readiness for this activity.

The second component of the readiness under consideration is a complex of knowledge about modern requirements for the results of school education, innovative models and technologies of education, in other words, about everything that determines the needs and opportunities for the development of existing pedagogical practice. A teacher's sensitivity to problems is determined, first of all, by how he understands the goals of school education in general and from them deduces the requirements for the results of his work. If these requirements do not meet the highest standards, then the teacher will not see problems in the results of his work. In the same way, a teacher who is poorly oriented in innovative models of education and innovative programs and technologies will not see the shortcomings of the school's pedagogical system and his practice, and the possibilities for their elimination.

But it is not enough just to know about the existence of innovative educational models, programs, technologies. In order for a teacher to be well oriented in the space of possibilities and to be able to make the right choice, he must understand well the conditions for their effective application. Any change in activity should be not only relevant, but also realistic, i.e. corresponding to the conditions actually existing in the given school. If, for example, a teacher wants to build his work, implementing the technology of developmental, problem-based or research learning, and in general, the pedagogical process at school is built according to a knowledge-based model, then he must be aware that in these conditions only partial application is possible. innovative technology.

The degree of a teacher's competence in innovative education can be different, therefore, the level of his readiness for innovative activity in this aspect will also be different.

The third component of the teacher's readiness for innovative activity is the totality of knowledge and methods of solving the problems of this activity, which the teacher owns, i.e. competence in the field of pedagogical innovation. A teacher well prepared for innovation in this aspect:

Owns a complex of concepts of pedagogical innovation;
understands the place and role of innovation in an educational institution, its relationship with teaching and educational activities;
knows the main approaches to the development of the school's pedagogical systems;
knows how to learn from the experience of innovative teachers;
is able to critically analyze pedagogical systems, curricula, technologies and didactic teaching aids;
knows how to develop and substantiate innovative proposals to improve the educational process;
knows how to develop projects for the introduction of innovations;
knows how to set goals for experimental work and plan it;
knows how to work in working groups of implementation projects and conducting experiments;
is able to analyze and evaluate the system of innovative activity of the school;
knows how to analyze and evaluate himself as a subject of innovation.

The general level of teacher readiness for innovation is a function of:

The level of motivational readiness;
the level of competence in innovative education;
the level of competence in pedagogical innovation.

Readiness for innovative activity in modern conditions is the most important quality of a professional teacher, without which it is impossible to achieve a high level of pedagogical skills.

Forms of innovation

The innovation process is always accompanied by the enterprise
Matrix structure - the most effective form of organizing innovation
Feature - the creation of in-house venture capital enterprises

For an in-house organization American companies full integration of organizational forms of innovation management into traditional organizational structures is characteristic today. This affects the vertical and horizontal relationships, reporting lines and organizational principles of firms.

In recent years, the concept of management has expanded as a result of the emergence of a new science of enterprise restructuring. The emergence of this direction is due to the process of structural companies that began in the 90s, caused by the need to adapt their activities to permanent changes in the external environment. Among the main directions of reorganization, three groups are distinguished: elimination of low-productivity structural links in order to increase, as well as improvement of the structure to facilitate the control function; creation of a strategically effective structure for the implementation of innovative strategies; the introduction of innovative organizational concepts as part of the spread of a new understanding of the organization.

The main forms of organizing work on the implementation of innovative solutions

The study of the innovative activity of many American companies allows us to distinguish three fundamentally different organizational forms - sequential, parallel and integral. The latter is more characteristic of large American companies such as Boeing, Hewlett Parkard, Digital Eguipment, ATT, GM, etc.

The sequential form assumes a phased implementation of innovative activities in turn in all functional units. After the end of the stage in a specific department, the results are transferred to the management of the company, which decides whether it is advisable to continue work on the implementation of innovations. For example, if the top management of a company makes a strategically important decision to develop and launch a fundamentally new product on the market, then with a consistent form of organization of work, the following scheme will operate.

This scheme has its pros and cons (there are much more of the latter). Among the advantages are the repeatability of the project assessment at each stage and, as a result, the reduction of risks; simplification of the control system, since at each stage there is only a homogeneous type of activity (R&D, sales, etc.).

Among the disadvantages are the following:

Previous divisions no longer have the opportunity to improve and adjust their stage of work after transferring it to the next group of specialists;
subsequent specialists cannot bring their ideas into the project at previous stages (for example, the marketing department specialists are not able to advise the R&D department regarding consumer preferences that have changed since the innovative decision was made, for example, to the size or packaging of the product);
with each stage, the cost of correcting previous defects increases (at the design stage, such a correction is estimated at an average of $ 1,000, and at the testing stage, its cost rises to tens of thousands of dollars);
the terms of the project are lengthened due to the need to make decisions after each stage;
if the subsequent unit makes fundamentally important comments to the previous stages and the management accepts these comments, then the whole process begins anew from the first link in the chain.

Parallel organization involves carrying out all work on the project at the same time in all departments.

In this case, to correct the work, it is enough to send the project for change only to the appropriate department. However, the main disadvantages include the absence of a coordinating body; the complexity of control over the implementation of each stage; the need for simultaneous analysis of the results by the top management of the company. As a rule, this form is used by medium and small firms with a flat management structure and a small number of functional departments.

With all the positive features of the sequential and parallel organization of work on the implementation of innovative solutions, there is a significant negative factor - a complete reorientation of all participating departments to work on the project, while refusing to perform the usual daily functions of the company's traditional economic activities.

To avoid this situation, many companies are gradually introducing integrated forms of innovation management into their organizational structure, which is often referred to as the method of collaborative design.

The most common type of integration form is the matrix system of the organization. Its essence is that along with traditional functional and production units project task forces are organized, led by a project leader with a coordinating function.

When making the next innovative decision, the project manager creates target divisions, where specialists from various divisions of the company are invited for the duration of the project. At the same time, they are in double subordination - to the project manager and the head of their unit. However, the conflict of subordination does not arise, since the functions of each leader are clearly divided. The project manager defines the tasks necessary to fulfill the decision of the top management, and the functional and line managers perform the organizational function (distribution of responsibilities) and control the entire course of work.

On large enterprises such forms are often transformed into independent research and production complexes for the development of new business areas (for example, at IBM) or venture divisions, if projects are assessed as high-risk. At the highest level of management, advisory target committees or councils are created to define the company's scientific and technological development strategy, general research and innovation planning, which advise the board of directors and the president of the company. They include highly professional consultants who are often invited from outside.

When innovations in a company become not an exception, but the norm, as a rule, several innovative projects are implemented at once and the matrix structure takes the following general form.

Among the main advantages of the matrix system, American researchers name: shortening of the project implementation time, prompt response to any external changes, simplification of the control system, non-interruption of traditional economic activities.

When using the integration structure in US companies, the following advantages were noted, such as reducing the time to implement innovative projects by 30-70%; reduction in the number of design changes by 65-80%; improving the quality of implementation of decisions by 200-600%; creating a creative atmosphere in the team and reducing resistance to innovation.

The American machine-building company Digital Equipment Co, as a result of the adoption of the matrix system in 1991, was able to reduce the development, production, operation and maintenance of new terminals by $ 21 million, new mini-computers by $ 75 million. 2 times.

The higher efficiency of the integration system of work was confirmed by a study conducted by the American machine-building company Perkins Group before the implementation of an innovative project. The results showed that in Japanese companies that actively use this system, significantly more time is spent on developing an idea for a new product and much less time on correcting errors, compared to American and Western European firms using other organizational forms.

The main condition for the effectiveness of this form is a clear definition of the functions and responsibilities of all members of the target groups.

First, it is necessary to establish collective decision-making on the implementation of the tasks of the project, and in matrix structures ah there is a possibility of participation of specialists from outside.

For example, firms 3M and HP practice attracting potential consumers and suppliers of future products to target groups for testing in conditions as close as possible to the market. The management of Mercury Computers Systems invited potential suppliers of component parts to jointly develop new products, as a result of which the design time was reduced from 125 to 90 days, it became possible to reduce the price and quantity of required components.

Secondly, the responsibilities of the project participants should be strictly defined. Each specialist and each group is responsible for the quality execution of the entire project on time, and the failure of work at one stage means the failure of the project as a whole.

Thirdly, to ensure that these conditions are met, the company's management must introduce a special system of incentives and remuneration for all members of target units, focused on achieving the final result.

Several years ago, these principles were tested at ATT and Boeing, which made it possible to accelerate the renewal of their products, improve quality indicators, and enhance labor motivation.

The creation of project teams occurs not only when making decisions on the implementation of product innovation strategies, it is effective when implementing any innovation. For example, Xerox has created a matrix structure in its marketing strategy to differentiate and improve its sales policy. The project team developed a system for the supply of equipment and sales promotion, in which the most specific customer needs were met, from delivery times and installation features to a differentiated payment system in the form of discounts and credits. If before its implementation only 70% of users were completely satisfied with the quality of service, then after this organizational innovation - 90%.

Venture enterprises

A special form of organizing innovation management, actively used by American corporations, is the creation of in-house venture capital enterprises.

They are formed at large firms with the aim of developing strategically important aspects of research activities and / or supporting private innovation projects of individual groups of specialists, and sometimes individual employees-innovators. Thus, the venture divisions finance and stimulate the development of "unofficial" innovation activities, to which the company's management has only an indirect relationship, approving the activities of the mini-venture firms themselves.

Projects considered by venture companies are, as a rule, high-risk with an average payback period of 7-8 years. The firm creates a special venture fund to finance such divisions, and the heads of venture firms are empowered to plan the frequency of use of the fund and set the amount of funds themselves.

In the United States, the practice of venture organization of innovative activities began in the mid-70s. Currently, there is a second wave of the "venture boom". General Electric, for example, has 30 venture capital firms operating in various strategic zones, with a total fund of $ 100 million. Xerox established Xerox Technology Ventures in 1989 with a $ 30 million fund that can groups of engineers or other functional employees to obtain support for their independent innovation and technology projects.

If the project is viable and funds are allocated from the venture fund for its implementation, many companies encourage the creation of new firms on their base, giving them unlimited independence. Then the parent company acts as the main shareholder of the new company, thus establishing full, and receives exclusive rights to introduce innovative achievements into its activities. By 1992, about 50 innovator firms were created in the well-known American corporation ATT, operating according to this system.

So, we can note the following trends in the reorganization of American companies in order to improve the efficiency of innovation:

Reduction of administrative levels of management and expansion of the management range;
the formation of multiple management structures, when, along with the main one, temporary secondary structures and separate coordinating units are created;
using such advantages of matrix structures as reducing the time of work, increasing personal and collective responsibility, inviting external consultants, the absence of double bureaucratization as a result of a clear distribution of functions;
the creation at the senior management level of standing committees for strategic advice at the top management level;
unification of R&D, marketing, sales and production units into multifunctional research and production complexes for the development and implementation of innovations;
organization within target groups of consumer centers to conduct market testing of new products;
empowering the head of project departments with the function of coordinating their activities and determining priority tasks for the project;
establishment of a special motivation system focused on achieving the final result and creating an innovative culture in the company.

All this makes it possible to reduce resistance to the innovation process, shorten project implementation times, reduce the number of defects in work execution, improve the quality of new products, enhance the effectiveness of the introduction of new marketing measures, and stimulate the growth of creative initiative.

Areas of innovation

The innovation process is the transformation of scientific knowledge into a new type of product.

The innovation process consists of the following stages of its organization:

1. Research (research work).
2. Development.
3. Manufacturing.

I. Research:

1. At the first stage, exploratory research work (R&D) is carried out - this is fundamental scientific and theoretical research. The result is concept innovation. Search R&D developments, as a rule, are carried out both in academic institutions and in large scientific and technical organizations in industry. This research work is carried out by highly qualified personnel. The main source of funding for exploratory research is the state budget funds allocated at no cost. This is due to the fact that a complete solution of a scientific and technical problem is quite important for the state.

2. At the second stage, applied research is carried out. Their result is a scientific study of the idea. These R&D projects are funded by the investor and are highly risky investments. Applied research is carried out by scientific and technical organizations and departments of universities.

II. Development of

At this stage, development work (R&D) is carried out. R&D is financed in large stages, that is, the most significant results are financed. This is necessary in order to minimize financial losses from the enterprise in the event of negative ROC.

III. Production

Commercialization of innovation - the launch of innovation in production and its release to the market as a product. When mastering the production of an innovative product, large investments are required in the reconstruction of production, retraining of personnel, in advertising, etc. at this stage, the new product is not yet known on the market and investments continue to be risky. This is the most costly stage of the innovation process. The costs of mastering the production of new products for single, serial, large-scale and mass production exceed the costs of R&D by 4, 6, 8, and 10 times, respectively.

Innovation activity includes not only the innovation process (transformation of scientific knowledge into a new type of product), but also marketing sales of goods, their consumer properties, and the competitive environment. They also include a set of technological, managerial and organizational-economic measures, which together lead to a widespread dissemination of innovation, which in turn creates a new approach to information, consulting and other types of services.

Innovation activities can also be carried out outside the framework of the innovation process, these include the acquisition of patents, licenses, disclosure of know-how, etc.

In addition, innovative activities include the modification of goods, to be in demand in the market by means of finalizing designs, using new materials and technologies in order to improve their consumer qualities, reduce costs and generate additional profits.

Innovation activity at the stage of mastering the production of a new product includes work on updating equipment, instruments, tooling, mastering new ways to improve product quality, and also includes work on organizing and planning production processes.

Currently, consulting organizations are actively involved in innovation activities. This is due to the fact that the manufacturer does not always have the necessary stock of knowledge to find the right solution when developing an innovative product. At the same time, the expertise of a specific situation is not necessarily carried out by the employees of the consulting organization themselves. Their main task is the effective organization of innovative activities by attracting highly qualified specialists in a specific field of scientific knowledge (they conduct expert opinions on innovative projects). Such examinations make it possible to make an informed decision about the effectiveness and feasibility of implementing innovative activities in this area.

Analysis of innovation activity

The system of management of innovations, innovation process and organizational and arising in the process of this management is called innovation management (MI).

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

The subject of innovation management is the study of the theory and practice of innovation, the innovation process and the mechanism of innovation management. Innovation management is an integral part of any management process and at the same time an independent discipline, it is one of the many varieties of functional management, the direct object of which is innovation processes in all their diversity, carried out in all spheres of the national economy.

At the same time, it is an independent area of ​​management and economic sciences and professional activities aimed at forming and ensuring the achievement of innovative goals through the rational use of labor, material and financial resources.

As a science and art, innovation management is based on the theoretical provisions of general (system) management.

As a type of activity, innovation management is a set of management decision-making procedures that make up the general technology for managing innovations at an enterprise; it involves the distribution of tasks for their specific performers.

As a management apparatus, it is a system for managing innovations of a hierarchical structure and governing bodies, managers.

Innovation management implies such management of innovations that affects the organization, planning, incentives, control over the implementation of innovative projects at the macro level (federal level), meso level (regional level, cluster level, level of integrated business groups) and micro level (development and implementation of innovations by individual enterprises and organizations).

The analysis of innovation activity is carried out for separate groups of indicators: indicators that characterize institutions engaged in innovation activities; indicators of the results of innovative activities;

indicators of the use of the results of innovation; indicators of the effect of innovation.

Innovation performance indicators cover:

The volume of research, scientific and technical activities, design and engineering work;
volumes of production of prototypes;
volumes of scientific and technical services.

These indicators are given: total, by individual sources of funding, by years, their absolute change and in dynamics.

The indicators of the use of the results of innovative activities include:

The number of names of new types of products by year;
the share of new types of products in its total volume by year;
competitiveness of products in the domestic and world markets;
the degree of technology progressiveness;
the scope of work on the technical improvement of production, their absolute and relative change over the years;
economic results: an increase in profits as a result of the introduction of the results of innovative activities, a decrease in the resource availability of products, etc., which are calculated by years, their absolute and relative change is determined.

The effect of innovation is determined by the following indicators:

Commercial (financial) effect;
budgetary effect;
general economic effect.

The commercial effect reflects the financial consequences of the implementation of the results of innovative activities for its direct participants. It is calculated as the difference between financial results and expenses and can be positive or negative.

The budgetary effect characterizes the financial consequences of the implementation of the results of innovative activities for the state and. It is estimated as the difference between the income from innovation and the costs of the corresponding budget for its implementation.

The general economic effect determines the results of innovative activities for the entire national economy, regions and industries and is characterized by indicators:

The sources of financing for innovative projects carried out by a legal entity are:

Own funds of the enterprise (reinvested part of the profit, insurance amounts for compensation for losses, funds from sales);
attracted funds (issue of shares and other securities, contributions, donations, funds provided on a non-refundable basis);
borrowed funds (budget, commercial, bank loans).

There are the following forms of financing innovative activities:

1. Government funding.
2. Equity financing.
3. Bank loans.
4. Venture financing.
5. Leasing.
6. Forfaiting.
7. Blended finance.

Government funding

From the state budgets of various levels and specialized state funds, the directions of innovation activity that are of priority importance are financed. The provision of budgetary funds is carried out in the following forms:

A) financing of federal targeted innovation programs;
b) promising innovative projects on a competitive basis.

Among the priorities of the state innovation policy of the Russian Federation are federal target programs: "National technological base", "Development of electronic technology in the Russian Federation", "Development of civil aviation technology", "Informatization of the Russian Federation", "Dual-use technologies", "Development of industrial biotechnology", "Restructuring and Conversion of the Defense Industry", etc.

The following requirements are imposed on innovative programs for the implementation of which it is expected to receive state financial support:

Innovative projects aimed at the development of promising (developing) sectors of the economy, subject to their partial financing (at least 20% of the amount required for the implementation of the project) from the company's own funds, have the right to participate in the competitive selection;
should not exceed the established standards (as a rule, 2 years);
government funding of innovative programs that have passed competitive selection, can be carried out at the expense of federal budget funds allocated on a returnable basis, or on the terms of granting part of the shares of an economic entity to state ownership;
innovative programs submitted for the competition must have positive conclusions from the state environmental expertise, state departmental or independent expertise.

Equity financing

This form is available for enterprises organized in the form of a closed or open joint stock company; allows you to accumulate large financial resources by placing shares among an unlimited circle of investors (borrowing money from buyers of shares for an indefinite period) for the implementation of promising innovative projects. By means of securities, the investment loan is replaced by market debt, which helps to optimize the structure of financial resources invested in an innovative project.

To determine the nominal amount of the issue of securities, use the following indicators:

The amount of financial resources required for implementation;
innovative project;
expected capital gains and stock size;
the amount of cash receipts that the issuer expects to receive when placing shares.

The risk of venture capitalists is great, but if successful, it is offset by excess profits. Statistics show that in 15% of cases venture capital is completely lost, in 25% - risk-firms suffer losses for a longer period than planned, in 30% - receive moderate profits and in 30% - excess profits (excess of "risk capital" 30-200 times). It is possible to reduce risks in the implementation of venture capital financing with a careful selection of projects, as well as through the simultaneous investment of funds in several innovative projects at different stages of implementation.

financial leasing

Financial leasing - attraction procedure borrowed money in the form of a long-term loan provided in kind and repaid in installments.

When carrying out a financial lessor, the lessor undertakes to acquire the property specified by the lessee from a certain seller and transfer it to the lessee for a certain period of time for temporary possession and use. The term of the financial lease agreement is greater than or equal to the period of full amortization of the leased asset. After the expiration of the term of the agreement, the leased item can be transferred into the ownership of the lessee, subject to full payment of the amounts under the lease agreement.

This procedure allows, on the one hand, to implement the sale of expensive equipment to a larger number of users, on the other hand, to reduce tenants associated with the acquisition of capital-intensive products.

Forfaiting

Forfaiting is an operation to transform a commercial loan into a bank loan. The essence of the operation is as follows.

The buyer, who does not have the required amount of financial resources at the time of the transaction, writes out to the seller a set for an amount equal to the cost of the transaction object and interest for the deferred payment, i.e. for providing a commercial loan.

The seller takes into account the received promissory notes in the bank with the wording "without the right to turnover", which frees him from property liability in the event of the insolvency of the drawer. For the payments recorded, the seller receives money from the bank. As a result, the commercial loan is provided not by the seller, but by the bank, which has agreed to take into account the promissory notes and assumed the credit risk, i.e. a commercial loan is transformed into a bank loan. The amount of credit risk, which depends on the reliability of the drawer, affects the discount rate at which the bank accounts for the promissory notes.

Lending under the forfeiting scheme is medium-term (from 1 to 7 years).

Blended finance

It is carried out by attracting funds necessary for the implementation of innovative projects from various sources.

Effectiveness of innovation activity

The effectiveness of innovation implementation activities is assessed by analyzing the competitiveness of manufactured products, their successful implementation in the market, both internal and external.

As a result of the activity on the implementation of innovations, completely new ideas, products and services, technological processes, forms of management and organization are born in various spheres of the economy and in its structures.

The results of activities on the implementation of innovations are formed in the form of an innovative product, which can have a certain material form or be in a non-material form.

The goal facing R&D can be safely called the creation of new products and services, which will subsequently be the basis of the company's production activities in the future. Consequently, when planning activities for the introduction of innovations of a firm, it is necessary to calculate and analyze the effectiveness of the prospects for an innovative project. But we should not forget that any plan drawn up does not oblige to be invariably carried out, on the contrary, it must be corrected in the process of fulfilling the intended goals. The effectiveness of innovation activity should be assessed throughout the entire work based on the analysis of the influence of previously unaccounted for factors.

Implementation of innovative activities is associated with costs, therefore, when calculating efficiency, these costs must also be taken into account.

When analyzing cost effectiveness, the problem of assessing the results of activities is eliminated.

The result from the application of innovations directly depends on the results and costs taken into account. There are economic, scientific and technical, financial, resource, social, and economic effects.

Due to the time factor, the calculations of results and costs are divided into indicators:

Effect for the billing period;
annual effect.

Efficiency is defined as the ratio of the result (effect) and costs.

Summarizing all of the above, we can say that the main task of technical and economic design as part of the ROC is to ensure the effectiveness of the created product and, consequently, its competitiveness in the market. In this regard, the construction of an integral quality indicator and an integral economic indicator product.

In managing the efficiency of the innovation process, in addition to ensuring its technical and economic indicators, the main position is taken by reducing the period of time for R&D and choosing the date of launching a new product on the market. The entry of new technologies into the market speaks for the effectiveness of innovation.

Subjects of innovation

The activity of organizing and implementing innovative processes is called innovation. Such activities involve the use of the results of fundamental and applied scientific research, experimental and design developments and solutions, various innovations to create or improve a product introduced to the market, or a new or improved technological process used by an enterprise. Innovative activities include the provision of educational, financial, consulting services.

The main types of innovation activities include:

Research and development work;
technological work, preparation of production and industrial testing;
acquisition (sale) of patents, licenses, know-how;
investment decisions required for innovative activities;
certification and standardization of innovative products;
marketing solutions innovative activity;
selection and organization of markets for innovative products;
training and retraining of personnel for innovative activities.

Innovative activity has a number of features.

Duration of the innovation process. Innovation is the longest of all in terms of time, such as real investment, production.
High degree of uncertainty and risks of the innovation process. Innovation differs from other business processes by low predictability of results.
Ability to initiate structural change. Successful innovation significantly affects the position of the enterprise, its organization, market position, industry structure and the economy as a whole.
“Human intensity” (increased intellectual saturation) of innovation activity. The main innovative resource is, the creative ability to generate and translate ideas.
The nature of the innovative. Failure to achieve the initially set goals does not mean the failure of the innovative project, and vice versa, the creation of a new product does not mean commercial success.
Non-formalized mechanisms in the innovation process. Innovation initiates change, effects that are weak or not at all amenable to formalization.

The objects of innovation are the development of equipment and technology by enterprises, regardless of their organizational and legal form, located on the territory of the country.

The subjects of innovation are those organizations and individuals that carry out innovative activities, that is, organize, stimulate and develop innovative activities, taking into account the specific features of such activities.

Such organizations include legal entities, regardless of the organizational and legal form and form of ownership, both of Russian and foreign origin. TO individuals include citizens of the Russian Federation and foreign citizens. The subjects of innovation also include bodies state power and its subjects and local governments.

Subjects of innovation activity may have the functions of customers, executors and investors of innovation programs, projects and programs to support innovation activities, depending on the strategic objectives they face and innovation potential.

Innovation potential is a set of various types of resources used by the subjects of innovative activity for its implementation.

Indicators of innovation activity

To assess the innovative activity of an organization and its innovative competitiveness, indicators of the organization's innovative activity are widely used in domestic and foreign practice.

Such indicators can be divided into the following groups: costly; time indicators; renewal and structural indicators.

Cost indicators:

Specific costs for R&D in, which characterize the indicator of the science intensity of the company's products;
unit costs for the acquisition of licenses, patents, know-how;
acquisition costs of innovative firms;
availability of funds for the development of initiative developments.

Indicators characterizing the dynamics of the innovation process:

Indicator of innovativeness TAT,
the duration of the process of developing a new product (new technology);
the duration of preparation for the production of a new product;
the duration of the production cycle of a new product.

Renewability indicators:

The number of developments or implementations of product innovations and process innovations;
indicators of the dynamics of updating the product portfolio (the proportion of products manufactured for 2, 3, 5 and 10 years);
the number of acquired (transferred) new technologies (technical achievements);
the volume of exported innovative products;
the volume of new services provided.

Structural indicators:

Composition and number of research, development and other scientific and technical structural units (including experimental and test complexes);
the composition and number of joint ventures engaged in the use of new technology and the creation of new products;
the number and structure of employees engaged in R&D;
composition and number of creative initiative temporary teams, groups.

The most commonly used indicators reflect the specific costs of a firm for R&D in the volume of its sales and the number of scientific and technical departments.

The indicator of innovativeness TAT ​​is widely used, which comes from the phrase "turn - around time". This is understood as the time from the moment of realizing the need or demand for a new product until the moment it is sent to the market or to the consumer in large quantities. Other indicators, for example, structural indicators, showing the number and nature of innovative divisions, are less commonly used in the general press. Such indicators are usually found in special analytical reviews.

Stimulating innovation

The fact that the development of innovative activity, the transition to an economy of an innovative type is the only way to restore and develop the economic potential of Russia, is now understood in the same way by all branches of government. However, the implementation of this, of course, the correct slogan in practice, in fact, is blocked by the same branches of government as a result of the failure to make the necessary decisions to stimulate innovative activity.

In these circumstances, it seems important to us to present our proposals on the forms and methods of creating a favorable treatment for those enterprises, investors and financial structures that want to invest in the development of production potential.

The existing system of incentives for scientific organizations

From 1992 to 2001, tax legislation established a number of benefits provided to scientific organizations.

It is fundamentally important to change the situation with the costs of research and development work. In accordance with the new tax legislation, enterprises can now exclude them from the tax base, transfer them to. The disadvantages of the adopted formulation include, firstly, the fact that the benefit is not tied to the actual application of the scientific result in production, and secondly, the fact that in the regulatory legal acts today there is no clear list of types of research and development work. (it is not even clear whether this exemption can be applied to technological developments). In addition, not every organization is ready to include R&D costs in the cost price. this reduces the competitiveness of the product.

The correct solution is also the investment loan established by the first part of the Tax Code, in which the organization is given the opportunity to reduce its tax payments within a certain period and within certain limits, followed by a phased payment of the loan amount and accrued interest. It is important that the implementation of promotional or innovative activities, including the creation of new or improvement of applied technologies, the creation of new types of raw materials or materials, is the basis for obtaining an investment tax credit. Unfortunately, even in this case, the benefit is not linked to government priorities.

This is probably the only case of direct stimulation of the innovation process in Russian legislation. Not very profitable, but existing. Unfortunately, we do not know any examples of its use yet.

Thus, the new Tax Code of the Russian Federation does not fully solve the problem of stimulating scientific, technical and innovative activities, but at the same time it takes away the previously existing benefits from scientific organizations.

In our opinion, a comprehensive mechanism is needed to stimulate the innovation process, including the establishment of benefits for scientific and innovative activities. should stimulate scientific and technological progress along the entire chain, from basic research before the introduction of developments in production, taking into account the limited resources and state (public) priorities.

Foreign experience in stimulating scientific, technical and innovative activities From the wide arsenal of measures developed in this area by world practice, it is necessary to choose the most adequate to the current situation and Russian specifics. The most important are three main methods: tax incentives, incentives through depreciation policy (not as part of tax policy, but as an independent mechanism), direct budget subsidies to companies that develop new types of products.

Tax support. An increase in the share of benefits that ensure a favorable innovation climate is a general trend. In the Federal Republic of Germany, for example, the ratio of direct state funding for scientific research and the aggregate of benefits over the past 15 years has decreased from 15 times to 2.4. In the United States, there are more than a hundred benefits that enhance scientific and technological progress (STP). The main advantage of tax support is that incentives are not provided in advance, but as a reward for real innovation. It is noteworthy that in the United States, the amount of lost funds in the form of taxes roughly corresponds to the contributions of firms to the innovation process.

The main principle of the Western system is that tax incentives are provided not to scientific organizations, but to enterprises and investors. Incentives plus competition provide a strong demand for research and innovation. Regular revision of benefits allows you to purposefully stimulate innovative activity in priority sectors, to influence not only the structure and number of scientific and innovative organizations, but most importantly, the structure of production. Taking into account that in Soviet times the structure of production (and export!) Had a quite definite character, the task or, more precisely, of leveling this structure is no less important than increasing innovation activity. This task can also be solved with the help of a targeted incentive system.

Notably, in a number of countries, incentives exceed investment. For example, in Australia, the tax relief is 150 percent of the investment, in Belgium - 110 percent. Most countries (Canada, USA, Japan, France, Italy, etc.) provide for a 100% exemption from taxable income for innovation costs.

Depreciation policy. Depreciation policy is often viewed as part of tax policy. The establishment of standards for reducing the cost of capital and intangible assets and the procedure for attributing them either to production costs or to expenses of the period, of course, directly affects the amount of profit and, accordingly, tax. However, in recent decades, regulatory constraints have become increasingly used: the standard defines the maximum life of the corresponding equipment or the use of appropriate technologies. Moreover, such limiters can be installed not only for manufacturers, but also in some cases for consumers. These non-tax methods are also considered to be part of the depreciation policy.

Examples. Regulatory prohibition of the use of freon-containing freons from a certain time, the prohibition in Germany and Italy of the use of vehicles after 6 years of their operation.

Method of direct budgetary subsidies. Direct budget subsidies are allocated either to enterprises that develop new products, or to consumers of these products. Often these subsidies are linked to the supply of goods for government needs. In particular, in the United States, the amount of such a subsidy for conducting new promising R&D can reach 15 percent of the value of a government order. And in Italy, for example, the ban on the operation of old cars was supplemented with budgetary subsidies to buyers of new cars instead of old ones - $ 1.5 thousand and more, depending on the class of the car. In Belgium, budget funds (up to 150 million euros) for technology transfer are attracted through universities and research institutes. European Union provides for the allocation of 363 million euros over 4 years for the creation of an information program of the innovation system, the creation of innovation centers. In Germany, technology transfer is stimulated by the possibility of using budgetary funds through universities when creating innovative companies together with private capital.

Goals of stimulating innovative activity

Choosing the right incentive target is central.

If the goal is the technical re-equipment of all branches of production at a new technological level, the general intensification of the use of innovations, then there are enough general solutions that equally apply to all spheres of the economy.

If at the same time the task of restructuring and increasing the competitiveness of real sectors of the economy should be solved, taking into account the prospects for entering the world market, then the incentive mechanism should include both the choice of state priorities and a special (even more profitable for the investor) mechanism for stimulating these priorities.

In the first case, those industries that are still the most attractive for investments, oil and various ores, and their primary processing will receive a powerful additional development. In the future, we will get an even more one-sided structure of exports, an even greater dependence on world prices for raw materials.

High-tech industries, as more risky for investments, will remain deprived of investments in this case, they will not receive an incentive for development.

In our opinion, the incentive system should contribute to the solution of a dual task in the field of economics: a general intensification of the application of innovations, ensuring structural restructuring and increasing the competitiveness of the real sectors of the economy.

The main thing to be learned from the experience of countries with market economy, consists in the following: the high innovative activity of the economy is ensured by the leading role of the state in the scientific and technological market, in determining national priorities and the active influence of the state on the process of innovative development through the system of economic incentives.

Principles for the development of state priorities in the field of science and technology

There are two ways to make government priorities attractive.

The state can somehow develop and then declare some priorities and create a system of incentives that make these priorities attractive to private investors, industry, scientific organizations.

Example. For 18 months, the French Ministry of Industry conducted a survey among the country's leading industrial firms and scientific organizations in order to identify technologies that will play a leading role in the next 5-10 years. Based on this survey, a list of 105 technologies was compiled. The selected technologies were analyzed based on the criteria of the readiness of scientific and industrial-technological positions of France in comparison with other developed countries. It turned out that in scientific terms, France has a "strong" position in 66 technologies and "weak" in 17 technologies. French enterprises are considered “strong” in 24 technologies, “weak” in 49 technologies, and France occupies an intermediate position in the rest of the positions. At the same time, in some areas, the scientific and industrial positions of France turned out to be similar. The revealed coincidence matrix determined the directions in which the state will provide support to enterprises and firms.

In the second case, state priorities (a nationwide system of technological priorities), taking into account which tax incentives or other support should be provided, are developed by the state together with the scientific sphere, industry, banking and industrial capital. In this case, not only financial, but also moral and patriotic levers are included: it is not only beneficial, but also honorable to take part in the development of priorities together with the state, this has a positive effect on the image of the enterprise, etc. Moreover, the “bar” of incentives (the level of benefits) in this case can be reduced to a certain extent.

Example. In Japan in 1948, at a national conference with the participation of representatives of the state, science, industry and banks, 6 national priorities in technology were identified: large-scale shipbuilding, electronics, synthetic materials, etc. 15 years later, in all these areas, Japan took the lead in the world.

What to do in the conditions of Russia?

A two-stage scheme for developing government priorities can be proposed.

FIRST STEP

The state declares three groups of priorities.

The first group is determined by the need to preserve state sovereignty, ensure the security of the state and its international authority. This includes basic research, defense research, environmental work, and the maintenance (and development) of government standards. The priorities of this group can be called critical in the sense that if they are not implemented, then the very existence of Russia is called into question.

The second group unites priorities based on the state's desire to enter the world technology market, where Russia still occupies more than modest positions.

Entering or not entering this market is not only a task of the level of development and the level of industry, but also a task of political will, since its solution will require at the initial stage a significant concentration of budgetary resources on a relatively small number of innovations by reducing funding in other areas. This also includes research that ensures the economic independence of Russia, i.e. research on import substitution technologies. This group of priorities can be called disruptive technologies.

The third group of priorities is to support domestic producers. Their products today are not competitive on the world market, but taking into account the purchasing power of the population, they are quite successfully sold on the domestic market. Therefore, the main task here is to gradually bring domestic goods up to the world level. We emphasize the word "gradual", since it is impossible to immediately make a leap to the world level due to the state of the material and technical base, the level of qualifications of personnel and other objective reasons... At the same time, by improving domestic goods, we not only solve the problem of economic recovery, but also provide employment, increase the purchasing power of the population and the quality of its life. Therefore, the main criterion influencing the decision of the question of state support is an increase (ultimately) in the number of technologically advanced enterprises that create new jobs. This group of priorities can be called socially oriented priorities.

SECOND PHASE

At the second stage, representatives of science, industry, business, banks, federal authorities and, which is very important, regional authorities jointly determine the lists of the main technologies that fall under one or another priority. It is clear that the role of federal and regional authorities in relation to the three groups of priorities will be different. Critical and disruptive priorities are primarily the concern of the federal government. Socially oriented priorities are mostly the concern of regional authorities.

For the three groups of priorities, the ratio of the amount of subsidized and tax support, as well as their sources, may be different. Tax incentives in the former case can be provided mainly through federal taxes, and in the latter case through local taxes. In world practice, subsidized types of support are more typical for the first group of priorities - the state order is paid very high. In our case, taking into account budgetary constraints, preference will have to be given to tax support.

Accordingly, four levels of tax incentives can be proposed: from maximum exemptions or complete exemption from all types of taxes and payments for critical priorities, to minimum incentives for developments that do not fall under any of these priorities.

The proposed system of incentives, in addition to solving the formulated tasks, will also ensure the reorientation of the productive part of Russian science to state priorities, and will contribute to the concentration of resources in priority areas.

Accordingly, the incentive policy should move the process in this direction. The object of stimulation should not be a scientific organization as such, but scientific and innovative activity and innovative interest of real sectors of the economy, recognized as a public priority, the directions of which are determined by the state, financed (in whole or in part) from the budget and controlled by the relevant executive authorities.

By changing tax rules, tax rates, payment terms, tax structure, depreciation policy, principles of budget support, the state will be able to effectively influence the processes of consumption and capital accumulation, the structure of material production, and its territorial distribution. With the help of a flexible incentive system, an optimal balance should be achieved between budget financing of science and self-financing of scientific and technological progress.

Proposals for a system of stimulating scientific and innovative activities, taking into account state priorities in the field of science and technology

Taking into account the foregoing, the following scheme for stimulating science and innovation is proposed.

1. Scientific research aimed at the implementation of critical priorities (fundamental research, defense research and development work, research of federal significance in the field of environmental protection, etc.), funded from the federal budget, are exempt from all taxes and fees (except for insurance contributions to state social funds). For other (private, banking, industrial, etc.) investments in these studies, when calculating the amount of the investor's tax, it should be allowed to deduct from taxable income expenses on R&D and technology transfer in the amount of 150% (i.e., one and a half in relation to actually implemented).

The subjects of budgetary funding, as a rule, should be academies of sciences with state status and their organizations, higher educational institutions, state research centers and individual leading state scientific organizations of a sectoral profile.

2. In terms of breakthrough and socially oriented priorities (in addition to the benefits already specified in the Tax Code of the Russian Federation), tax incentives should be aimed at incentivizing investments:

A) to exempt from tax investments directed to the development of new types of equipment and materials in production, by 100-120% of the actual costs;
b) provide an investment tax credit for 3-5 years or 1-2 years, respectively;
c) exempt from value added tax and import customs duties imported equipment, raw materials, materials, licenses, know-how necessary for the implementation of an investment project and which are not competitors to domestic producers for projects with breakthrough priorities, or reduce taxes and duties by 50%. 75% on socially oriented priorities;
d) link the permission for enterprises in the sphere of material production to take into account the costs of R&D, preparation and development of production not as one-time costs, but as deferred costs and deduct them from income (refer to the cost of products, works, services) within several years of the planned development period, agreed with the relevant federal executive body. If this planned deadline is not met, apply penalties;
e) remove restrictions on accelerated scientific and technological equipment, to proceed when determining the amortization period of service from moral, not physical wear and tear;
f) when calculating property tax, do not include in the taxable base of industrial enterprises the cost of machinery, equipment, prototypes, models and other products transferred (including temporarily) for testing and experiments or donated to a scientific organization in the process of fulfilling an agreement (order) for the creation of scientific and technical products in accordance with the terms of the contract (order).

Since research and development in priority areas are subject to preferential treatment, the problem arises of the tax service's ability to correlate the list of state priorities in three gradations and a specific R&D contract.

In Belarus, this problem was solved by a voluntary examination of all contracts in the State Committee for Science and Technology of this republic: benefits are provided only for those contracts for which the Committee has confirmed their compliance with state priorities. They may, of course, object that the scale of our countries is incomparable, the number of contracts is orders of magnitude greater.

However, in our opinion, a similar mechanism for recognizing the right to a benefit, in principle, can be created on the basis of the Ministry of Industry and Science of Russia with an examination of contracts at the Republican Research Scientific and Consulting Center for Expertise (RINKTSE) and its territorial offices. At the same time, state contracts for R&D financed from the budget (which is about 70% of funding) can be exempted from examination, since their priority can be determined by the federal authority - the state customer or the presidium of the Academy of Sciences.

Now about general benefits innovative activity. Innovation is understood as the whole process of development support up to the release of serial products: marketing, certification, patenting, preparation of business plans, consulting, engineering, etc.

For innovative projects related to the implementation of socially oriented priorities, it is possible to establish the same benefits as for scientific and technical activities, but provided conditionally. If, in accordance with the agreement with the federal executive body in charge of the relevant sector of the real economy, the project is not implemented and the production of the innovation is not started, all tax benefits are payable with penalties in the general manner as for late payment of tax.

For projects for the implementation of breakthrough technologies, it is possible to provide an investment tax credit for the amount of investment in an innovative project, with the same conditionality of the timing of its implementation. In case of non-fulfillment, the tax is paid with the accrual of penalties.

It is advisable to consider the issue of concessional lending (at a rate not exceeding 1/3 of the Bank of Russia rate) from the Development Budget or government funds. If the innovation project is not completed, interest on the loan is charged at an increased rate, for example, 150% of the Bank of Russia rate.

System of benefits provided to scientific organizations

What has been said above about the stimulation of scientific and innovative activities, depending on state priorities in the field of science and technology, will not provide an opportunity for an immediate refusal to support the scientific organizations themselves.

In the event of a mechanical, undifferentiated deprivation of benefits for scientific organizations on these taxes, which are not directly related to the current profitability of the organization, all organizations will have to either increase the amount of funding 2-10 times (which is unrealistic), or cease their activities.

However, maintaining the principle of granting benefits depending on the share of research activities (70%) means hindering the process of developing innovative activities in scientific organizations themselves.

Therefore, in our opinion, this support should be linked not with the share of R&D or with industry subordination, but with the organizational and economic form of the scientific organization.

Scientific organizations that have the status of non-profit organizations and institutions, regardless of the founder, but subject to state accreditation, should be completely exempted from property tax.

Scientific organizations that have the status of a commercial organization (unitary enterprise, economic society or partnership), the following benefits should be granted:

To exempt from property tax unique scientific stands, installations and structures that are a national treasure and, in fact, a mobilization reserve of Russian science, which turns out to be unclaimed due to the general economic crisis. The list of such installations could be approved by the Ministry of Industry and Science of Russia;
not to impose property tax on scientific, experimental and production equipment and devices, other acquired at the expense of the budget within the framework of the relevant state R&D contracts, during the term of the contract, but not more than two years after the acquisition;
allow scientific organizations to revalue specialized scientific property on their own, with the approval of the results by the relevant government authority (Multiple directive revaluation of fixed assets according to the indices of the Goskomstat of Russia led to a paradoxical situation when a gas analyzer or computer produced in 1980 turns out to be more expensive than modern gas analyzers and computers. that such an assessment should take into account not only the physical, but also the obsolescence of scientific equipment. Only specialists are able to assess this factor. Therefore, the requirements of the Ministry of Finance of Russia and the State Statistics Committee of Russia to reassess scientific equipment and devices through appraisers or with documentary evidence contribute to the moral aging of the park of scientific devices.);
to remove from the base for calculating property tax the value of work in progress (debit balance on account 20 "Main production" at the end of the reporting period), which is provided for by the instruction of the Ministry of Taxes and Levies of Russia, but not by the RF Law "On corporate property tax."

Any significant R&D is carried out for at least a year. Equate scientific organizations with trade organizations, Catering and there is no reason for serial (mass) production.

Apparently, it is advisable to make some adjustments to the rights of scientific organizations regarding the use of land.

The new Land Code of the Russian Federation provides for non-profit scientific organizations with state status, the ownership of land plots on the right of permanent (unlimited) use; for non-governmental commercial scientific organizations, it is obvious that the land will be provided on a lease basis.

An analysis of these provisions gives reason to believe that scientific organizations will need a significant increase in funding (which is unrealistic) to maintain the existing potential, not to mention its development; and to participate in the innovation process. Of course, with the proper development of technology transfer as a result of R&D, one can expect an increase in the income of scientific organizations under this item, but after some time. In the very first years of the RF Tax Code, scientific organizations that own land both on terms of use and on lease terms will be brought to the brink of survival.

Taking into account the above, for academies of sciences with state status and state non-commercial scientific organizations, it is advisable to preserve the right of unlimited, gratuitous use of the land assigned to them. This would be in line with the Federal Law "On the Enactment of the Land Code Russian Federation", according to which this category of organizations does not require re-registration of the right to use. Moreover, in order to stimulate innovation and attract extra-budgetary investments, it is advisable to allow these scientific organizations to lease land in order to create innovative complexes on a shared basis.

Example. The investor is ready to invest in the implementation of scientific and technical development by creating, on a shared basis, production on land that is in perpetual use by the research institute; in accordance with the Land Code of the Russian Federation, land proportional to the area of ​​the building must be transferred to the ownership of the owner of a part of the building, i.e. the federal land passes into private hands. To prevent this from happening, it is advisable to allow the surrender of the corresponding plot of land in long term lease... In addition, income from land lease, by analogy with income from property lease permitted by law, would be a significant addition to the budget of scientific organizations for the maintenance and development of their material base, and perhaps innovative activities.

For commercial scientific and technical organizations, scientific service organizations and the social sphere engaged in or providing innovative activities (state unitary enterprises, state scientific centers, etc.), it is advisable to minimize the costs of land tax or land lease without adhering to the calculation scheme, originating only from the type of settlement by its size.

At the same time, for organizations carrying out research and development in the field of priorities of the first group (critical), it is possible to completely exempt from payment for land for the period of such work.

conclusions

In general, the proposed scheme of benefits involves the stimulation of scientific activity in the field of fundamental research, federal targeted scientific and technical programs in priority areas of development of science and technology, defense R&D, scientific research of social significance (including environmental protection), carried out on a non-profit basis at the expense of the budget and voluntary donations (grants). Incentives should apply, first of all, to the investor or to the investor-research institute complex. Tax incentives should be differentiated depending on the priority of applied research, development and technological development. All incentives for innovative activities must be provided "conditionally", in case of failure to implement an innovative project, taxes must be paid with penalties for late payment of tax, and soft loans must be returned with increased interest.
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