Modern approaches to the management of innovative activities of an enterprise

Approaches to the management of innovation activity are considered, the stages of innovation management are characterized, and the tasks of the enterprise innovation management system are defined.

The dynamic development of the world economy causes the strengthening of globalization processes and the need for constant revision of strategic goals and adjustment of the activities of business entities in order to quickly and adequately respond to changes in the external environment. The need to constantly update the range of technologies for its production and marketing, new approaches to the organization of production necessitates the acceleration of innovation processes and the improvement of approaches to managing the innovative activities of enterprises in order to obtain competitive advantage.

Issues of innovation management are especially relevant for domestic enterprises, where this process is at the stage of formation.

To a large extent, this is due to the growing importance of innovation as an important factor in increasing competitiveness and ensuring the future efficiency of enterprises in the conditions of market relations. At the same time, there is currently a high level of uncertainty in the implementation of innovations, which is associated with the need to identify methods and mechanisms of influence on the innovative activity of enterprises. This is explained, firstly, by the presence of a significant number of factors influencing the innovation process; secondly, the lack of a unified innovation policy, which is implemented in the system of state laws and regulations; thirdly, the low level of reliability and insufficiency of statistical information on innovation activities; fourthly, the instability of the economic environment and the lack of experience of top managers and staff in managing innovation activities in a market economy.

Despite the presence a large number scientific developments, the problems of managing the innovative activity of enterprises remain insufficiently studied. Modern innovation management systems are marked by a large number of elements, the presence of multiple links between them, the influence of numerous factors and a high degree of dynamism, which necessitates the improvement of approaches to innovation management.

The difficult state of the economy, the impact of globalization processes predetermines the need for the formation of qualitatively new approaches to the management of innovation activities that can help domestic enterprises adapt flexibly, efficiently, and in a timely manner to changes in external and internal environment.

Innovation at the present stage of economic development is the main means of maintaining competitiveness and an integral part of entrepreneurial activity

Innovation management is carried out in parallel with the management of existing traditional production, but innovation management methods differ from traditional production management methods, since innovative processes are aimed at creating previously non-existent products, qualitative renewal productive forces and industrial relations.

At the same time, it should be borne in mind that innovation activity is complex, consists of many elements that are in a flexible relationship, and a dynamic external and internal environment requires constant improvement of approaches to management and unlocking the innovative potential of enterprises.

In addition, L.L. Antonyuk, A.M. Second lieutenant, V.S. Savchuk rightly note that “the creation effective system innovation management requires the availability of relevant theoretical developments aimed at clarifying conceptual apparatus and classification of innovations, as well as research into the genesis of innovations”.

To manage innovation, it is necessary to study the nature of innovation and be able to distinguish innovation from minor modifications in products and technological processes(leaving the design unchanged and do not significantly affect the functions and properties); from structural nomenclature shifts in the development of the production of new products of the enterprise, but already known on the market, in order to meet current demand.

The study of the principles of innovation management in an enterprise should be considered in their evolutionary development in accordance with changes in business conditions and the impact of the transformation of the external environment on the methods of adoption. management decisions. It should be noted that the complexity of the ways in which innovation is carried out increases with the development of markets and technologies.

According to the research of economists, four stages (generation) of development are distinguished in the theory of innovation management

The first generation of approaches to the management of innovative activities of enterprises include the conduct of research activities under the direct supervision of research scientists, who themselves were responsible for the selection and implementation of research innovation projects.

Corporate innovation project management is considered an approach to managing the innovation activities of second-generation enterprises.

At this stage, corporate managers realized the need to manage research and development activities and enterprises began to focus on those projects that answered common goals their management.

With the development of scientific and technological progress, it has become obvious that the prospects for economic achievements of enterprises are increasingly dependent on successful work their scientific and technical divisions, which led to increased attention to their functioning and the growth of costs for innovation. Under these conditions, the third generation of approaches to the management of innovative activities of enterprises based on the concept strategic planning. According to this approach, in order to reduce the degree of risk and reduce the time for the development and implementation of new types of products, enterprises form a balanced portfolio of innovations and select innovative projects based on portfolio analysis, taking into account their competitiveness and life cycle.

In the current economic conditions, the fourth generation of approaches to the management of innovative activities of enterprises is being formed, which is based on the concept of joint decision-making, according to which the development innovative products, along with inventors, scientists and manufacturers, consumers, suppliers and other interested people. Thus, the maximum approximation of the technologically implemented innovation with the needs of consumers is achieved.

In general, the management of innovation activity aims to create such a mechanism that would allow a comprehensive influence on innovation activity, rational use of the existing scientific and technical potential, budgetary and own funds enterprises, getting a useful result in as soon as possible.
The essence of innovation management is to establish promising areas of development and a list of possible scientific and technical solutions and choose among them priority.

The tasks of the innovation management system can be considered:

– Formation of the goals of innovative development;
– Motivation for the introduction of innovations;
– Planning of innovative activity;
– Organization of work related to the implementation of innovations;
– Management of innovation risks;
– Introduction of innovations;
– Monitoring the implementation of innovations.

In the general case, the management of the innovative development of an enterprise is a set of measures that cause various transformations and transformations in the organizational system, labor relations, relationships with suppliers and consumers of products.

To organize the process of innovation management, it is necessary to clearly formulate management goals, assess existing and potential opportunities, strengths and weak sides, management methods, develop an appropriate organizational structure and solve a number of other issues.

The management system for innovative activity of an enterprise is formed under the influence of environmental factors and includes: management objects, management body, management methods and management tools. The functioning of such a system should be under the direct influence of the governing body.

At the same time, in modern conditions, even at enterprises with high innovative potential

Where innovation activity is carried out constantly and is purposeful, as a rule, there are no departments directly involved in innovation activity in the general management structure.

Considering that for successful operation and innovative development, enterprises must independently and purposefully form and implement an innovation policy, including the development of programs and plans for innovation, the search and structuring of ideas, monitoring the development of new products and their implementation, coordinating the activities of production units, providing financial And material resources, creating motivation for innovative activities of highly qualified personnel, etc., at domestic enterprises it is advisable to provide a department in the general management structure that is directly involved in innovative activities, in particular, researching the market for similar products, especially consumer needs for new products and goods that have recently appeared on the market ; development and introduction into production of new types of products, equipment, technologies; technology transfer and innovative developments; conducting marketing research on the innovation market, etc.

Based on the understanding of innovation management as a management activity aimed at forming and achieving the goals of innovative development of an enterprise through the effective use of material, labor and financial resources, the main areas of this activity can be considered the management of the main aspects of innovation, which include: the search for innovative ideas; organizing the development of innovations; introduction and dissemination of innovation.

The first stage is to search for opportunities to create new goods (services). At the same time, market analysis aims to identify existing and potential future needs, as well as opportunities to create new consumer needs. Generating ideas is about finding possible ways meet identified needs.

The search for innovative ideas should be carried out from both external and internal sources.

TO external sources include: scientific developments carried out by research institutes; results marketing research; developments coming through the channels of commercial technological exchange; patent information; development of potential competitors, etc. The sources of information can also be various printed editions, statistical collections, reference books, reports joint-stock companies etc.. To internal sources innovative ideas include: know-how of the enterprise, rationalization proposals in the field of engineering, technology, organization of production and management, etc.

The organization of the development of innovations involves the concentration of efforts of managers on the processes of analysis and selection of innovative ideas; assessing the competitiveness and prospects of various options for the implementation of innovative projects; risk analysis; innovation planning, etc. Idea filtering involves a preliminary selection of ideas, taking into account their commercial attractiveness for the manufacturer and consumer interest.

Economic analysis is the careful analysis and selection of ideas with a view to their commercial implementation. At the same time, a detailed analysis of a potential innovative project is carried out, in particular, the goals and expected end results, stages and deadlines for the implementation of work, the necessary resources are determined, and performers are selected. Product development involves direct research and development.

The next step is to manage the introduction and diffusion of the innovation.

Particular attention at this stage should be paid to achieving the final result - commercial benefits. Before sending the product to series production a prototype is made and trial marketing is carried out, which makes it possible to assess the level of demand and the possibility of promoting the product on a small scale. This allows not only to present to the consumer new product, but also to assess his attitude to the product and the intention to make a purchase. Trial marketing gives Additional information before commercial implementation and can significantly increase the likelihood of its success. Thus, the commercialization of an innovation involves the preliminary placement of a new product on the market to attract potential consumers, and then the diffusion of innovation.

When implementing these areas of innovation management, one should take into account specific features innovation process, in particular that successful ideas should be found in the early stages of this process, as well as the fact that the product development process, as a rule, requires significant costs, therefore, by the development stage, it is necessary to prove only the most promising ideas. Another feature of innovation is that seemingly unpromising ideas can be much more successful than their selected counterparts. Therefore, in the process of managing the innovation process, it is necessary to provide for the creation of a bank of ideas; they must go through several stages of consideration and selection. While focusing on the most compelling ideas, it should be remembered that the innovation process must respond to strategic goals, technological capabilities and financial resources enterprises.

The basis for the development of innovations at the enterprise is the search and effective use of human resources, strengthening motivational principles, creating a creative business atmosphere, since it is the vigorous activity of creative individuals and teams that is the basis for the creation and implementation of innovations. One of the main tasks of innovation management is to stimulate creative activity personnel of the enterprise in the direction of generating extraordinary solutions.

In the context of the globalization of the economy, despite national differences, a common feature of the functioning of all enterprises is the focus on innovative development, providing the ability to quickly adapt to changing business conditions.

Given this, the philosophy of the activities of enterprises should be an innovation management system, which should include:

– Development of an innovative enterprise development program;
– Search and selection of ideas;
– Search for potential investors for the implementation of innovative programs and projects;
– Financial support for innovation activities;
– Continuous improvement of business processes and organizational structure enterprises;
– Ensuring motivation for innovative activities of highly qualified personnel;
– Training and advanced training of personnel;
– Development of an action plan for the modernization and reconstruction of production;
– Monitoring the implementation of innovative projects;
- Orientation of developers and production to meet the needs of consumers regarding products, manufactured products.

So the improvement of existing approaches to the management of innovative activities of enterprises will help increase their competitiveness; expanding the range and improving the quality of products; obtaining new competitive advantages; consolidation in existing and promotion to new markets; increase the efficiency of the functioning of enterprises and improve the economic situation in the country as a whole.

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The concept of "management" is interpreted as the impact on various objects, which aims to streamline, improve and develop it.

In early textbooks scientific foundations production management management was defined as a targeted impact on teams of people to organize and coordinate their activities in the production process.

The English meaning of the concept of management is expressed by the word "management". Management from a substantive point of view is a way of managing, directing, coordinating and controlling; use of resources such as labor, capital, and others with maximum efficiency. Based on this point of view, innovation management is a purposeful management system for innovation activities, its resources, people involved in the development and implementation of innovations in order to achieve the maximum efficiency of innovations as the most important factor in socio-economic development.

Originating at the end of the 19th century, the science of management has gone through a difficult path of development. The first attempts to generalize practical experience in management were replaced by the creation of a school scientific management, whose founder was F.U. Taylor.

Subsequently, the original theories were replaced by theories that require taking into account a complex set of scientific, technical and socio-economic factors. Subsequent management schools were based on the evolution of managerial thought. So, at a certain stage, scientists began to consider management theory from two points of view: closed and open systems and rational and social factors management.

Against the backdrop of scientific and technological progress and the rapid evolution of the external environment, the theory and practice of management evolved. The main stages in the evolution of management science under the influence of different schools and approaches are shown in Figure 3.1.

Rice. 3.1

The peculiarity of the evolution of management as a scientific discipline was that it developed on the basis of several schools of management thought, which partially coincided, and partially supplemented and improved each other. This explains that both traditional and innovative management used the knowledge and techniques of various schools, and the management process was based both on the theoretical concepts of management and on various scientific approaches and practical techniques.

This is due to the high complexity and low determinism of the control object. In fact, it was necessary to develop algorithms optimal control scientific, technical, technological, social and mixed systems.

Management as a science is an interdisciplinary study that uses a wide range of methods of sociology, psychology, logic, pedagogy, science of science, mathematics and cybernetics, various technical and economic sciences.

The evolution of management science was based on the enrichment of the content and principles of management, as well as on the improvement of its functions, methods and techniques.

Various concepts and approaches to innovation management as a science are presented in Table. 3.1.

Table 3.1 Classification of concepts and approaches in innovation management

As a manuscript IVANITSKAYA Anna Evgenievna FUNCTIONAL APPROACH TO MANAGEMENT OF INNOVATIVE ACTIVITIES OF ENTERPRISES Specialty 08.00.05 – Economics and management of the national economy (management of innovations) ABSTRACT of the dissertation for the degree of candidate of economic sciences Yaroslavl - 2014 The dissertation work was carried out in the federal state budgetary educational institution of Higher Professional Education "Vladimir State University named after Alexander Grigorievich and Nikolai Grigorievich Stoletovs" (VlSU) Supervisor: Doctor of Economics, Professor Yury Alekseevich Dmitriev Official opponents: Khartanovich Konstantin Vitalievich Doctor of Economics, Professor Vladimir Branch of the Russian Academy of Sciences National economy and Civil Service under the President of the Russian Federation”, Professor of the Department of Economics Lavrishcheva Elena Evgenievna Doctor of Economics, Associate Professor of FSBEI HPE “Kovrov State Technological Academy named after I.I. V.A. Degtyareva”, Professor, Head of the Department of Economics and Production Management Leading organization: Federal State Budgetary Educational Institution of Higher Professional Education “State University of Management” P.G. Demidov at the address: Yaroslavl, st. Komsomolskaya, 3, room 308, the dissertation can be found in scientific library Yaroslavl State University named after P.G. Demidov at the address: 150003, Polushkina grove, 1-a and on the official website of the Yaroslavl State University. P.G.Demidov" http://www.uniyar.ac.ru/ The abstract was sent "" December 2014 Scientific secretary of the dissertation council Kurochkina Irina Petrovna 2 I. GENERAL DESCRIPTION OF THE WORK Relevance of the research topic the path of development, the effective functioning of economic entities is due to their ability to implement progressive changes based on the achievements of scientific and technological progress. The introduction of innovations is seen as the only way to increase the competitiveness of manufactured goods, maintain high rates of development and profitability. The transition to an innovative development path involves both the modernization of traditional sectors of the regional economy and, first of all, the growth of their innovative part. At the same time, according to Rosstat and the Higher School of Economics, in 2012 in the Russian regions the share of innovatively active industrial enterprises averaged 11%, which is significantly lower than in developed countries (in France - 40.2%, in Germany - 69, 8%). The main share of funds spent on technological innovations accounted for the purchase of machinery and equipment (55.2%), while 2.5 times less funds were allocated for research, development and mastering of new technologies. The following are distinguished as the main barriers to the introduction of innovations: the lack of enterprises' own Money, high cost of innovations and risks, weak financial support from the state, low innovation potential and motivation of staff to innovate, uncertainty of economic benefits from the use of intellectual property, innovative inertia of consumers, lack of a clear vision of the essence of innovation activity and skills of organizing effective innovation management among business leaders, imperfection of legislation and underdevelopment of innovation infrastructure. The current situation makes it necessary to solve the problems of finding and introducing into practice new forms of organization and management systems for innovative activities of enterprises, reserves for increasing its efficiency, approaches to its activation, the implementation of which will allow combining, reproducing and using technological and non-technological innovations to increase the pace of economic development. The complex nature and interrelation of problems that arise in the process of implementing innovative activities determines the need to take into account and analyze the interdependence of the implemented management functions, determine target competencies in order to improve the efficiency of management decisions, which necessitates a return to the functional foundations of management. In turn, this determines the relevance of using a functional approach to the management of innovative activities of enterprises, which makes it possible to reveal the essence of this process. The degree of scientific development of the problem. Theoretical studies of the innovative development of enterprises and regions are the subject of the work of many domestic and foreign scientists. Among foreign authors, these are, first of all, P. Drucker, K. Christensen, F. Nixon, D. North, M. Porter, B. Santo, D. Bright, O. Williams, I. Schumpeter, F. Jansen, and others. They defined the role of innovation as a leading factor 3 economic growth, a conceptual apparatus has been developed, the main causal relationships in this field of activity have been identified. Among domestic scientists who have made a significant contribution to the study of factors that determine the growth of the innovation component in the development of enterprises and regions, one can single out V.V. Guskova, S.Yu. Glazyev, Yu.A. Dmitrieva, O.A. Donicheva, A.A. Dynkina, G.I. Zhytsa, V.S. Kabakova, G.B. Kleiner, S.V. Kortova, V.P. Kuznetsova, L. E. Mindeli, A.N. Petrova, A.G. Porshneva, A.A. Rumyantseva, R.A. Fatkhutdinova, V.N. Fridlyanova, A.A. Harina, developing modern concepts innovative development based on the change of technological structures, the cluster theory of the formation of the regional economy, the creation of innovative systems. The systematization and classifications of innovations, as well as the theoretical and methodological aspects of the management of innovative activities of enterprises, are devoted to the works of V.N. Arkhangelsky, V.P. Barancheeva, V.L. Baburina, P.M. Begidzhanova, M.I. Bizhanova, L. Gokhberg, V.N. Gunina, G.S. Gamidova, O.G. Golichenko, G.A. Denisova, P.N. Zavlina, V.I. Zinchenko, S.D. Ilyenkova, A.K. Kazantseva, M.I. Kamenetsky, I.V. Kuznetsov, V.G. Medynsky, Ya.S. Matkovskaya, I.N. Molchanova, I.E. Ogloblina, N.F. Permicheva, A.I. Prigogine, B.A. Pateeva, E.M. Rogovoi, A.P. Repeva, B. Twiss, E.A. Utkina, V.A. Shvandar. At the same time, it should be stated that some theoretical and methodological aspects of management require further in-depth research. First of all, this concerns the functional foundations, the marketing component of innovation activity, the issues of managing and evaluating the innovative potential of an enterprise, determining reserves for increasing efficiency and improving the management system for innovative activity of enterprises. In turn, this requires clarification of the conceptual apparatus of innovation management, a clear definition of the content of the structure of the innovation management system, its managed subsystem, the place and role of marketing and innovation potentials in it. Based on the foregoing, the topic of the dissertation research, its purpose and objectives are determined. The object of the research is the innovative activity of industrial enterprises as a process aimed at the use and commercialization of the results of scientific research and development for the creation and implementation of technological and non-technological innovations. The subject of the study is the system of organizational and economic relations and managerial decisions aimed at stimulating the innovative development of industrial enterprises and improving the efficiency of innovative activity. Field of study. The study includes the study of the theory of innovation and innovation activity, as well as approaches to its management, which corresponds to the passport of the specialty 08.00.05 "Economics and management of the national economy: innovation management" (paragraph 2.1 "Development of theoretical and methodological provisions of innovation activity; improvement of forms and ways to study innovation processes in economic systems Oh"). 4 The purpose of the dissertation research is to improve the management of innovative activities of enterprises based on a functional approach that allows revealing the essence of management as a process of implementing general and specific managerial functions and reflect their interdependence in the development and implementation of innovations. The goal set defines the following objectives of the study: 1. To reveal the essence and specifics of the innovation activity of industrial enterprises, to analyze modern models of the innovation process and determine the conditions for increasing its efficiency, to systematize and clarify the conceptual apparatus of innovation management. 2. Analyze the management system of innovative activities of enterprises and reveal the relationship between its main subsystems. 3. Reveal the interdependence between special management functions in planning and implementing innovations and justify the use of a functional approach to managing the innovative activities of enterprises. 4. Identify external factors that stimulate the innovative activity of enterprises, and justify the possibility of their use to improve the efficiency of innovation management. 5. Based on the functional approach, develop the main directions for improving the management of innovative activities of enterprises, taking into account its specifics. The theoretical and methodological basis of the study was the works of domestic and foreign experts on the problems of innovative development of enterprises, management, marketing, legislative and regulatory documents of state bodies of the Russian Federation and its subjects, instrumental and methodological developments of research teams. In the process of analyzing and summarizing the information received, dialectical, system-structural methods, the method of comparative analysis, analogies, observation, survey, method were used. expert assessments, PERT-analysis, FMEA analysis. The information base of the study was the official data of Rosstat and TOGS for the Vladimir Region, the Ministry of Economic Development of the Russian Federation, the Ministry of Industry and Trade of Russia, materials of sociological surveys of heads of industrial enterprises, financial reporting documents of enterprises, materials contained in articles and monographs of domestic and foreign scientists, materials of international and industry scientific conferences, as well as personal research and the results of the implementation activities of the author. The validity and reliability of scientific provisions, conclusions and recommendations is confirmed by a fairly complete analysis of normative documents and legislative acts, statistical materials, scientific publications of domestic and foreign scientists on the problems of innovative development and management of innovative activities of enterprises; the use of scientific research methods, a thorough argumentation of all provisions and recommendations, the involvement of a significant amount of factual material, 5 economic calculations, as well as the positive results of testing developments at industrial enterprises and organizations of the Vladimir region. The scientific novelty of the dissertation research lies in the theoretical substantiation of the possibility of using the functional structure of a business1 in the management of innovative activities of enterprises, identifying the relationships between the systems for implementing basic management functions2, and on this basis, developing a model for the formation and interaction of the basic functionalities of an innovative business3 when planning and implementing innovations. The model can be the basis for considering the theoretical and practical problems of managing the innovative activity of enterprises. The most significant scientific results obtained personally by the author and characterizing the scientific novelty and significance of the study are as follows: 1. The theoretical content of the innovative activity of the enterprise is disclosed, taking into account the specifics of the distinctive properties of innovation. On this basis, from the standpoint of a functional approach, the structure of the innovation management system was refined and supplemented by including seven basic functionalities of the innovation business in its managed subsystem - information support, intelligence, marketing, innovation, risk management, accounting and production. A model of their formation and interaction has been developed, taking into account interdependencies functional areas management and reflecting the main directions of the use of basic functionality in the process of managing the innovative activity of an enterprise. The proposed model can be the basis for building organizational models for managing innovation activities. 2. An extended interpretation is substantiated valuation the innovative and marketing potentials of an enterprise (as components of the controlled subsystems of the innovations and marketing functions, respectively), including an investment component that allows you to show the priority of increasing the efficiency of using potentials in relation to their build-up when planning innovative activities. 3. A client-oriented model of an extended innovation process is proposed, taking into account the identified specifics of the marketing component of innovation activity and based on the concept of client marketing. With this in mind, the principles and advantages of the model are formulated, which make it possible to increase the efficiency of the innovative activity of the enterprise. 4. Identified and substantiated a set of factors that stimulate the innovative activity of enterprises, increase the efficiency of innovation management, and determine the innovative development of the regional economy. 1 The functional structure of a business is understood in this work as a set of functional areas of management, which are systems for the implementation of basic management functions, and the links between them. 2 The basic management function in the work is understood as a set of specific management functions aggregated according to the criterion of their target orientation. 3 Innovative business in the work refers to activities in the field of material production, aimed at extracting income from the introduction of innovations, as a result of innovation. The term "innovative business functionality" refers to a system formed to implement the basic functions of innovation management. 6 5. Approaches to the formation and monitoring of functional information support, intelligence and risk accounting, reflecting the specific characteristics of innovation activity, have been developed. The theoretical and practical significance of the research results lies in the fact that the provisions formulated in the work, the conclusions proposed methodological developments and recommendations develop the theoretical and methodological apparatus of innovation management and the functional foundations for managing the innovation and marketing activities of enterprises, which makes it possible to make informed optimal management decisions when planning and implementing innovations and improves the efficiency of innovation activities in modern conditions management. The research materials can be useful to managers and specialists of economic departments in the administrations of the constituent entities of the Russian Federation in the preparation of regulatory legal acts on improving the management of the industrial and scientific and technical complex of the regions, developing and implementing programs for the innovative development of small and medium-sized businesses; can be used by employees of research and consulting structures in the development and examination of business plans for the implementation of innovative products and processes; heads of enterprises in the management of innovative activities and advanced training of managerial personnel; teaching staff of higher educational institutions. Testing and implementation of research results. The main provisions and individual results of the study were presented at international, all-Russian and interuniversity scientific and practical conferences in the cities of Vladimir, Suzdal, Murom, Moscow, in 2007-2013. Certain theoretical and methodological provisions have been accepted for implementation by Vladimir organizations and industrial enterprises of the FGBI ARRIAH, Avtopribor Plant JSC, VMTZ LLC, the Department for Entrepreneurship Development, Trade and Services, and are also used by the Department of Management and Marketing of the VlSU in teaching the disciplines "Strategic marketing", " Innovation management”, “Management of innovative projects”, “Business planning”, which is confirmed by the relevant implementation acts. Publications. On the topic of the dissertation, 23 papers were published with a total volume of 20.59 pp, including 1 collective monograph and 5 articles in scientific journals recommended by the Higher Attestation Commission of the Russian Federation. The structure of the dissertation work is determined by the goals and objectives of the study. It includes an introduction, three chapters of the main text, a conclusion, a list of references of 178 titles, 13 tables, 37 figures, applications and is presented on 176 sheets of typewritten text. In the introduction, the relevance of the dissertation research is substantiated, the degree of scientific development of the problem is determined, the purpose and objectives of the research are formulated, the object and subject, research methods are singled out, the main provisions of scientific novelty are disclosed, the theoretical and practical significance of the work is given, and information on approbation of the research results is presented. 7 In the first chapter of the dissertation “ Theoretical basis management of innovative activity of enterprises”, the place of innovative ideology in the mission of enterprises is determined, the conceptual apparatus of innovative management is systematized. The content of innovation activity is revealed in terms of its relationship with the development of scientific and technological progress, as well as its specificity, which makes it possible to consider innovation activity in close connection with the innovative business, as its final stage associated with the commercialization of innovation. The use is justified and the essence of the functional approach to improving the efficiency of innovation management of enterprises is revealed, the structure of the innovation management system and the role of innovation and marketing potentials in it are analyzed, priorities in innovation management are identified. A model for the formation and interaction of the basic functionalities of an innovative business in the planning and implementation of innovations has been developed, its principles, goals and objectives have been formulated. In the second chapter of the dissertation "The main factors of external influence on the management system of innovative activity of enterprises", an analysis was made of the relationship between the innovative activity of enterprises and the innovative development of the regional economy. Factors are revealed, the complex use of which contributes to the activation of innovative activity and the increase in the efficiency of innovative activity of enterprises. The necessity and directions for improving the methodology of business planning of innovative activity are substantiated, the possibilities of using PERT analysis in the development of innovative business plans are considered, and the main directions of state support for innovative activity of enterprises are disclosed. In the third chapter of the dissertation “Directions for improving the management of innovative activities of enterprises”, on the basis of a functional approach, the main directions for the formation and use of information support functionality, risk accounting and intelligence, the choice of which is determined by the specifics of innovative activity, namely, high information uncertainty, increased risks and the need to select and stimulation of personnel with innovative competencies. As part of the information support functionality, emphasis is placed on the format for presenting aggregated information on the spatial and temporal organization of the innovation process. Within the framework of the intelligence functional, the solution of the problem of motivation and stimulation of innovators in the industry is considered. As part of the risk accounting functionality, the risks of innovation activities are identified and systematized by stages of the extended innovation process. As one of the most important, investment risks are considered, for the assessment and reduction of which the FMEA analysis methodology is adapted and used. In conclusion, the main conclusions based on the results of the dissertation research are formulated. 8 II. MAIN CONTENT OF THE WORK 1. In modern economic conditions, innovations, as a result of innovative activity, having a triad of properties - scientific and technical novelty, industrial applicability, commercial feasibility, are the basis of scientific and technological progress, and therefore the innovative activity of enterprises largely determines its pace . It is the possibility of commercial implementation of innovation that indicates the success of innovation and determines its effectiveness. Analysis methodological recommendations on the collection and analysis of data on innovation (Oslo Manual) led to the conclusion that the results of innovation are technological (product, process) and non-technological (organizational, marketing) innovations, which is expressed either in the appearance on the market of fundamentally new or improved products, or in changes in the financial and economic condition of the enterprise. At the same time, it is substantiated that the innovative activity of an enterprise as a business entity (entrepreneurial activity in the field of material production), the results of which are non-technological innovations, is its organic component, since they are often based on ideas that arise within the enterprise itself and do not require significant investments. At their core, non-technological innovations tend to hold back scientific and technological progress, extending the life cycle of existing products and technologies on the market. From this point of view, technological innovations should be considered more significant for accelerating its pace. Considering the innovative activity of industrial enterprises as a process associated with the use and commercialization of the results of scientific research and development for the creation and implementation of technological and non-technological innovations, it is noted that their commercialization begins with the stage of industrial production. Taking this into account, activities aimed at generating income (commercialization) from the introduction of innovations, as a result of innovation, are treated in the dissertation as an innovative business. Thus, innovative business can be considered the final stage of innovative activity. This allows us to take as a criterion of its success the possibility of its transformation into a form of innovative business. Such an interpretation of the relationship between innovation activity and innovative business served as the basis for the fact that in the work the problems of managing the innovative activity of enterprises are considered through the prism of the problems of managing innovative business from the standpoint of introducing technological innovations, as ensuring scientific and technological progress and implemented within the framework of expanded innovative processes. Without denying the importance and advantages of modern scientific approaches to the management of innovation activity, it is substantiated that from the point of view of the complexity of solving problems that arise in the process of planning and developing innovations, revealing the essence of management as a process of implementing general and 9 specific management functions in their unity, the most interesting is the functional approach. Its implementation implies the construction of an innovation management system and monitoring the content and implementation of general and specific management functions, taking into account their interdependence. The general functions of management reveal the essence of management activity as a sequence of continuously recurring processes for making and implementing management decisions (planning (goal setting), organization (arrangement of performers), coordination (coordination), activation (stimulation), control). Specific (concrete) management functions require targeted competence in a specific functional area. When they are implemented general functions are used as tools. Analysis and aggregation of specific functions of innovation business management according to the criterion of target orientation made it possible to identify 7 basic management functions - information support, intelligence, marketing, innovation, risk management, accounting, production. To implement each of them, 7 systems (innovative business functionals) have been formed that have the same type of structure, consisting of five subsystems - providing (resource support subsystem), managing, managed, target and scientific support subsystem. The target subsystem of the functional reflects its content and predetermines the requirements for planning and organizing its other subsystems, and the output characterizes the required result of the functional implementation (Table 1). Table 1. Characteristics of the basic functionals of the innovative business4 Requirements for the target subsystem of the functional Information support functionality Intelligence functionality 4 Generate aggregated information about the state of the external and internal environment of the enterprise (the state of the industry, the specifics of the field of activity, the main factors-resources of the innovation process), in a single format for all participants innovative activity presentation format; Ensure the possibility of internal and external communications ( technical means , software products, databases) Select personnel with the required target competencies and dynamic abilities; Form and motivate an innovative team for a specific project; To form teams-executors of basic functionals; Manage cross-functional interactions; To increase the intellectual potential of the enterprise. Compiled by the author 10 Functional output requirements The result is the information content of the supporting subsystems of the basic functionals The result is the innovative executing teams of the basic functions End of Table 1 its "selling aspects" that form consumer competencies in relation to innovation and informed (perceived) needs; Predict the general indicators of the potential market; To ensure the fulfillment of volume indicators of the production program in a competitive market due to 4P components of marketing pressure (operational marketing activities). To ensure the readiness of the enterprise to release an innovation that meets the expectations of consumers and the interests of the manufacturer, by generating innovative ideas for the implementation of technological innovations and the implementation of a set of works confirming the possibility of their materialization and commercialization; Ensure the innovative development of basic functionality with non-technological innovations (marketing, organizational). Result of the technical task for the design of innovation, containing a list of its "selling aspects" Result industrial design / set of design and technological documentation for an innovative product (documented result of R&D) Carry out continuous monitoring, Result - a list of qualitative and quantitative risk assessment of risks, their assessment and innovative activities; a list of developed ones Develop measures to prevent and compensate for risk countermeasures at all stages of the innovation process Ensure the implementation of all forms of accounting in the result - accounting for the implementation of innovative activities in the policy of the enterprise, the interests of consumers and the manufacturer; amounts of cash Develop indicators for evaluating the effectiveness of flows for innovation activities in general and for each investment, basic functionality. operational and financial activities in the framework of the implementation of an innovative project, calculation of the effectiveness of an innovative project. To ensure the release of an innovative product and the result of its competitiveness (to provide a new level of innovative product to meet customer needs with a benefit for (as a result of the manufacturer) the implementation of technological innovations) / changes in the performance of PCBs of the enterprise (as a result of the implementation of non-technological innovations) 11 Functional structure of innovative business (a set of functionals innovative business, characterizing the functional areas of management, and the links between them), unlike the traditional one, has its own characteristics, primarily related to the content of functionals, their interdependence, as well as the need for primary formation in the case of the implementation of radical technological innovations (Fig. 1). input Feedback Information support functionality Intelligence functionality Marketing functionality Innovation functionality output Risk accounting functionality Accounting functionality Production functionality production acts as a resultant, i.e. depends on the cumulative influence of all previous functionals, and each subsequent functional depends on the previous one). The sequence of formation of functionals reflects the results of an expert survey conducted by the author of the responsible executors of an innovative project to create a new vaccine at the Federal State Budgetary Institution "ARRIAH" (Vladimir), a research and production enterprise that actively implements innovations in the field of animal health). The survey data showed the number and interdependence of the generation and manifestation of problems in the basic functionality of the innovative business in the implementation of an innovative project. The number of problems that arise in the process of forming functionals decreases from left to right, and the number of problems that appear during the implementation of an innovative project increases. Thus, in case of inefficient implementation of other basic functionalities, the production functional comes out on top in terms of the number of problems that will have to be overcome in the implementation of an innovative project. Thus, from the standpoint of the functional approach, innovation management can be represented as a process of implementing general and specific management functions in their unity, carried out through basic functions, taking into account their interdependence. The result of this process is reasonable effective management decisions aimed at creating and introducing product, process and organizational innovations on the market that ensure the satisfaction of new or more high level meeting existing needs. 5 Developed by the author based on the analysis of works by F.A. Shamray and the results of an expert survey of the responsible executors of the innovative project to create a new vaccine at the FGBI “ARRIAH” (Vladimir) 12 Based on the above, in Fig.2. the structure of the management system for innovative activity of an enterprise is presented, where the content of the input, output of the system, as well as the controlled and target subsystems are determined. External influence Control subsystem Input Opportunities of the enterprise, Market needs Supporting subsystem Subsystem of scientific support (conceptual apparatus, functions, management methods, matrix of RAS, PERT system, etc.) Target subsystem (spatial-temporal readiness for the release of an innovative product) Output Innovative product Functions of the innovative business) Feedback Figure 2 - The structure of the enterprise innovation management system6 Figure 3 shows the structure of the managed subsystem, reflecting the place of each basic functionality in their interdependence. As the basis of the managed subsystem, among the seven basic functionals, the production functional (as providing the introduction of an innovative product to the market) and the innovation functionality (as generating Various types innovations) (indicated by a parallelepiped and a prism). Their special relationship is due to the fact that, in their essence, they determine the minimum level of management - the ability to produce a product and systematically improve the techniques and methods used for this (introduce organizational, marketing innovations), which is clearly seen even with such an OPF of economic entities without forming a legal entity as individual entrepreneur . Other functionalities that develop with an increase in the scale of production and financial flows are indicated by cylinders. As can be seen from Figure 3, the functionality of innovation predetermines the innovative development of all basic functionalities (mainly organizational, process and marketing innovations). 6 Compiled by the author based on the analysis of the works of Fatkhutdinov R.A., Dmitriev Yu.A., Arsentiev A., Shamray F.A. 13 Figure 3 - The structure of the managed subsystem of the enterprise innovation management system7 In fig. 3 also reflects the place of innovation potential as a component of the innovation functionality, and marketing potential as a component of the marketing functionality. Thus, the implementation of the innovative potential is carried out within the framework of the innovation function (and not innovation activity in general) and is expressed in the generation of innovative ideas, various types of innovations and the implementation of a set of works that prove the possibility of their materialization and commercialization. Based on the property of commercial feasibility, an innovation is considered to have taken place after its acceptance by the mass consumer, therefore, a positive result of the innovation functionality will not be enough, and therefore, when bringing an innovation to the market, the combined result of all seven innovative business functionals is required. Taking into account the clarifications and conclusions, the paper proposes a model for the formation and interaction of the basic functions of an innovative business, which describes the process of functioning of the systems for implementing the basic functions of managing the innovative activity of an enterprise. The model is based on the functional structure of the innovative business. The functionals are built in the sequence of their primary formation (series-parallel development) within the first cycle of the innovation process, which includes the R&D stage (within the life cycle of the product, these are the implementation and launch phases). Within the framework of subsequent cycles associated with the modernization of innovation (within the life cycle of a product, these are phases of growth, maturity, decline), functionals are developed (adjusted) in parallel based on monitoring the external and internal environment of the enterprise, which reflects feedback (adjusting the outputs of each of the functionals depending on output of the production functional). Priorities in the use of results (outputs) 7 Developed by the author on the basis of the identified interdependencies of functionals in the functional structure of the innovative business 14 of each of the functionals can change in accordance with the life cycle of innovation ("fading" of innovation). The proposed sequence of formation of functionals, their monitoring, the necessary adjustment, the degree of purposefulness and consistency in joint development contribute to solving problems associated with the release of an innovative product. Basic principles of model management: 1) complexity 2) systems approach to the formation of functionals, 3) innovativeness as the ability to generate innovations in each functional 4) customer orientation The model of formation and interaction of the basic functionals of an innovative business is shown in Figure 4. The author considers the advantages of the developed model: taking into account the relationship and interdependence of functional areas of management reflection of the main directions of formation and use of basic functions in the process of managing the innovative activity of an enterprise the presence of feedback from consumers reflection of the possibility of implementing the development processes of both technological and non-technological innovations in their unity for building organizational models for managing innovation 15 Development of "selling aspects" of an innovative product and technical specifications for designing innovation Development of strategic and operational marketing decisions in the field of planning and commercialization of innovation Evaluation, monitoring and improving the efficiency of using marketing potential Marketing functionality Ensuring innovative development of all functionality Ensuring technical and technological readiness for the release of innovation (obtaining a documented R&D result) Generation of innovative ideas Evaluation, monitoring and improvement of the efficiency of using innovative potential Functionality of innovation Development of anti-risk measures Continuous monitoring, analysis and risk assessment of innovative projects Preparation of a list of risks for the project Risk accounting functionality Economic efficiency assessment implementation of innovation Ensuring all forms of accounting in the implementation of the project (formation of accounting policy) Search for sources of financing Procurement logistics Planning cash flows for the project Ensuring a new level of customer satisfaction Dispatching Operational planning Inventory logistics Production functionality Selection of a financing scheme Accounting functionality innovation ensuring innovativeness of basic organizational, marketing functions innovations serial-parallel development of functionals in the implementation of product, process innovations in the first cycle of the innovation process 16 Developed by the author based on the analysis of the works of F.A. Shamraya, A.P. Repeva, M.I. Givargizova results of an expert survey of the executors of the innovation project to create a new vaccine FGBI "ARRIAH" (Vladimir) 8 Motivating the team and stimulating innovation Management of cross-functional interactions Increasing the intellectual potential Formation of team executors of basic functionalities Formation of an innovative team for the project Intelligence functionality Monitoring of implementation of the innovative project Figure 4 - Model of formation and interaction of the basic functionalities of the innovative business8 Formation of an integrated innovation system Information content of the supporting subsystems of basic functionalities Formation of aggregated information about the state of the internal and external environment Ensuring the possibilities of internal and external communications of the innovative business Information support functionality with Market needs 2. The study revealed that the possibilities and effectiveness of the implementation of innovative activities of an enterprise are largely determined by the state of its innovative and marketing potentials, and therefore changes in the structure of the output of an enterprise in the direction of increasing the innovative part are associated primarily with their build-up. This position is justified by the prevalence of scoring methods for their assessment (for example, the methods of V.I. Zinchenko, E.V. Popov) and does not seem to be fully justified. Agreeing with the above interpretations of innovation and marketing potentials, as part of the analysis of these methods, it was revealed that the scores do not take into account the costs of increasing potentials, and therefore do not contribute to saving resources and increasing the efficiency of using existing potential. In this regard, they can be considered only an indirect indicator of the effectiveness of innovation and marketing activities and can only be used for monitoring. Taking into account the identified shortcomings scoring potentials, based on the analysis of the articles of the financial statements of the enterprise (form No. 1 Balance sheet), in addition to the score, the use of an extended valuation of potentials is proposed. This assessment is made up of the value of individual objects of tangible and intangible assets of the enterprise and the value of its business reputation (goodwill) and reveals the investment component of innovative and marketing potentials (Figures 5.6). At the same time, it was noted that goodwill is not a direct object of capitalization for the enterprise-owner, however, in the case of the sale of an innovative business, it is identified as "goodwill" for the buyer. When acquiring a business with high marketing and innovation potential in value terms, the positive difference between the market value and the book value of the assets will be treated as goodwill acquisition costs. With a low potential (goodwill), the owner will be forced to make a discount on the cost of the business, and the new owner will record an increase in current income due to the discount received (deferred income). Thus, the presence of an investment component in the valuation of the innovative and marketing potential of an enterprise involves calculations of economic efficiency and payback periods for capacity building. This circumstance characterizes them as a resource requiring both current and investment costs, making it possible to substantiate the feasibility of increasing them and determining priorities in planning innovative activities - improving the efficiency of using potentials in the first place, building up - in the second place. 17 Valuation of marketing potential Assets of marketing activity Goodwill Databases on buyers, suppliers, competitors Potential of marketing personnel Communicative potential of R&D on market research Rights to means of individualization ) R&D in progress R&D completed Innovative products in progress Intangible assets (intellectual potential) Intellectual property rights (patents, licenses), production secrets Experimental laboratory R&D base Goodwill (image of an innovator, innovative qualities of personnel, presence of an innovative marketing strategy) evaluation of innovative potential9 3. The dissertation examines the role and place of marketing in modern models of the innovation process. Their common characteristic– despite being oriented towards market needs, they are based on the concept of “economic marketing”, which aims marketing activities enterprises to increase profits due to the components of marketing pressure (4P complex), i.e. the function of marketing is to search for a free market niche, an unmet need. In addition, these models do not specify the role of marketing in the innovation process or reduce it to commercialization, to activities to bring an experimental batch of innovative products to the market. It is noted that such positioning of marketing can be justified only under the conditions . Zinchenko, E.V. Popov 18 traditional product markets, since consumers have the necessary purchasing competence to perceive the "selling aspects" of the product. However, if the product is innovative, the potential consumer does not have the appropriate purchasing competence, resulting in inefficient costs for the intended innovations. Taking into account the advantages and disadvantages of the studied models of the innovation process, as well as the identified specifics of the marketing component of innovation activity, Fig. 7 shows a client-oriented model of an extended innovation process, reflecting its main stages and the role of marketing. It has been determined that in order to increase the likelihood of innovation commercialization, the marketing function should primarily consist in the formation of consumer competencies and informed (realized) needs, which corresponds to the concept of customer-oriented marketing, the implementation of which in the extended innovation process should be carried out before the start of the R&D stage (at the sowing and breeding phases). innovation to the market). As innovativeness “fades out”, the function of marketing should be to extend the life cycle of innovation (in the phases of growth, maturity, decline). Figure 7 - Customer-oriented model of an extended innovation process10 The main task of customer marketing is to create a need for innovation by developing appropriate consumer competencies (to establish selection criteria in the form of a list of "selling aspects" of an innovative product) and to determine the content and form of technical specifications for innovation design. The nature of innovation is determined by marketing strategies (for example, financial leadership strategy - process innovation, differentiation - product innovation, segment concentration - organizational innovation to identify and develop new customer needs). The main objective of economic marketing is to extend the life cycle of innovation through the implementation of a 4P-complex of marketing activities, as a result, information is received through feedback channels from consumers, on the basis of which a decision is made either about the need to modernize an innovative product or to return it for revision (R&D). ). The recycling stage characterizes the loss of innovation properties over time (2-3 years) and the refusal to continue its release, at the same time, depending on 10 Cooper, F. Kodama, S.D. Ilyenkova, G.M. Dobrova, A.P. Repiev, K. Oppenlander. 19 characteristics of an innovative product, it can be considered as a separate innovative problem. Basic principles of model management: 1. focus on the formation of consumer competencies in relation to the planned innovation. 2. the use of various sources of innovation to ensure the innovative development of an enterprise 3. the creation of cross-functional working groups that bring together technologists, designers, marketers 4. consumer involvement in the innovation process 5. cyclicity activities both in the first cycle of the innovation process and in subsequent cycles related to the modernization of innovation taking into account different sources of innovation (external - the results of fundamental and exploratory research, market needs, internal - own R&D, hidden - disposal) the possibility of returning to previous stages feedback with the consumer 4. In the dissertation research, as a result of the analysis of the relationship between the innovative activity of enterprises and the innovative development of the regional economy, factors were identified and substantiated, the integrated use of which contributes to the activation of innovative activity and an increase in the efficiency of innovative activity of enterprises. These factors include: 1. A clearly defined mission of the enterprise, as a link between its internal and external environment. In order to intensify innovative activity, it seems appropriate to formulate it as follows - "initiation of innovative activity of its consumers". First of all, such a mission statement is important for enterprises operating in industrial markets. 2. The focus of the regional innovation policy is to increase the importance of the sector of industrial enterprises of small and medium-sized businesses, as the most mobile in terms of introducing innovations, and the purposeful creation of industrial clusters, as an effective form of interaction in the process of implementing innovations. According to Rosstat data for 2012, the sectoral structure of small and medium-sized businesses has remained virtually unchanged in recent years - the share of trade is 39.2%, industry - 9.7%, which cannot be considered preferable. The innovation sector in the structure of small business is only 5.4%. 3. Formation of an integrated innovation system(IIS) as an effective form of interaction within the framework of the implementation of specific innovative projects by selecting participants among cluster enterprises. 20 IIS is an association of participants in an extended innovation process based on their natural specialization and effective division of labor, in which its overall effectiveness and efficiency are maximized. Taking into account the advantages of the cluster form of interaction, it is proposed to replace the existing approach to the selection of participants in such a system among innovatively active enterprises in the region by selection among enterprises of the corresponding industrial cluster. 4. End-to-end business planning of innovation activity, which is expressed in the coordination of business plans of interconnected IIS organizations at the stage of their preparation, and the use of a model for the formation and interaction of innovative business functions as a tool for developing a business plan. The innovative activity of enterprises requires the improvement of the business planning methodology based on scientific ideas about the functional structure of the innovative business and the relationship of its basic functions. As practice shows, radical technological innovations that require large investment costs and are implemented through business plans that are diverse in form and content (for example, the form approved by the Order of the Ministry of Economic Development of the Russian Federation of March 23, 2006 No. 75), in many cases remain not fully implemented. The reason for this, from the author's point of view, may be the inefficient formation of the basic functions of the innovative business. In this regard, it is determined that the quality of a business plan should be predetermined by the degree of its compliance with the functional structure of an innovative business. Thus, the development of a business plan for an innovative project of an enterprise included in the IIS should provide for the construction of an effective functional structure of the innovative business that ensures the release of an innovative product focused on the innovative product of the leading enterprise in the IIS. Business plans should be developed within the framework marketing strategies that predetermine the nature of innovative solutions, as well as within a clearly defined mission. In this case, the release of an innovative product will be stimulated by partner enterprises. 5. Use of project management tools to coordinate the work of IIS participants in the development and implementation of business plans. Simultaneous implementation of an innovative project by IIS participants requires their coordination in terms of time and costs. The project management tools used for this in the form of a RAZ matrix and PERT analysis, which have proven their effectiveness in the practice of industrial enterprises considered in the dissertation research, are poorly used, which is due to the fact that most innovations are improving. In this regard, the work compiled a matrix of RAZU and using the MS Project software, PERT was carried out - an analysis of the development of a business plan for the production of a new FGBI ARRIAH vaccine (Vladimir). The structural decomposition of works (functional) was carried out, their duration, the general term for the development of a business plan, as well as critical tasks that affect the timing of the project, were determined. The layout of the business plan attached to the Procedure for Considering Investment Projects, approved by the 21st Decree of the Mayor of Vladimir dated October 08, 2003, No. 382, ​​was taken as a basis. The results of the PERT analysis are presented on pages 77-81 and in Appendix B of the dissertation. The total duration of the development of a business plan for an innovative product is 106 days. Critical tasks are determined by the departments of marketing, engineering service, support services, financial and economic department. In the context of time and resource constraints, the use of the PERT method made it possible to optimize the process of developing a business plan, improve its quality and submit it in a timely manner both for participation in the competition for financing from the Entrepreneurship Support Fund and for potential investors. 5. Based on the functional approach, the dissertation developed the main directions for the formation and use of functionals that reflect the specific characteristics of innovative activity - information uncertainty, risks, the need to select personnel with innovative competencies and its stimulation and motivation: the state of the external and internal environment of the enterprise, taking into account the variety of factors affecting the innovation process (spatial, temporal, financial, intellectual, etc. ). The resource factors that ensure the effective flow of the innovation process are presented in spatio-temporal organization and relationships. At the same time, the information presentation format is the same for all participants in the innovation process and allows you to trace the relationship of participants, funding sources and project locations at the main stages of the innovation life cycle (Fig. 8). Figure 8 - Format for presenting aggregated information about the spatio-temporal organization of the innovation process11 11 Developed by the author based on the analysis of the works of M. Givargizov, M. Porter 22 - the dissertation considers the problem of motivation and stimulation of innovative activity in the framework of the implementation of the intelligence functional. Its relevance for mechanical engineering is substantiated as main sphere industrial production, which affects the development of other areas of economic activity and reflects the level of scientific and technical state of the country. Industry analysis showed that the increase in its efficiency is largely determined by the state of foundry production. In this regard, the reserves for increasing the efficiency of using the intelligence functionality are determined, which consist in determining the size of the material incentive fund for innovators based on the calculation of the economic effect of the introduction of innovations (on the example of calculating the economic effect of introducing retro-innovation in foundry production). For this purpose, we used an economic and mathematical model for stimulating the innovation activity of economic systems12. economic sense The model is based on the fact that the basis of process innovations and the source of incentives for the performers of an innovative project is the saving of social labor costs. Savings are determined by the difference between traditional and innovative options production process. 0 p  T Cmet  1  T Cmet  1 + (1 + m1)Vt 0 + (1 + m1)Vt p 0 p E = ∑ + K X − + K X → max (1)   ∑ i t t ∑ ∑  i (1 + E) (1 + E) t = o t = 0 t t     1 1 1 1 for W>Wo, ∑ qi f1i xi ≤ Q(E) , ∑ g i f1i xi ≤ G (E) , ∑ wi f1i xi ≤ V (E) , ∑ bi f1i xi ≤ B(E) , where qi, gi , i ,1 i ,1 i ,1 i ,1 wi and regional, financial incentives, wages, awards for scientific and technical achievements); fli is the incentive capital intensity of the innovative 0 0 foundry product for the period under review, Cмэt , Vt 0 , K ∑ - current material and energy costs, wage fund, basic production assets per p unit of traditional output in period t; C мэt , Vt p , K ∑p respectively the same parameters in the innovation process; X i1 - the volume of the foundry product at the i-th stage of production according to the i-th technological method. With the increase in the effect obtained as a result of the calculation of the model, it becomes possible to increase the size of incentive funds, which will stimulate employees to innovate and create an interest in achieving the maximum efficiency of innovative activity. Retro-innovation was understood as the fulfillment of an order for the manufacture of a casting "Spigot" in the non-ferrous foundry of JSC "Vladimir Motor Tractor Plant". The technology of chill casting was adopted as traditional, and the technology of single molds was adopted as innovative (the calculation of indicators used in the model is given on pages 106-108 of the dissertation text). 12 Bizhanova, M.I. Model of stimulation of innovative activity of economic systems /M. I. Bizhanova, G. S. Gamidov, N. S. Geraeva// Innovations. - 2008. - No. 3. - С.68-71 23 The resulting effect in the amount of 2019,600 thousand rubles. can be a source of material incentives for innovators and can be distributed in proportion to their share of participation in the implementation of an innovative project. - as part of the implementation of the risk accounting functionality, the FMEA13 analysis methodology was adapted and used, which makes it possible to conduct a qualitative and quantitative assessment of the main risks of innovation activity by stages of the innovation process. With regard to risk management of an innovative project at the stage of developing a business plan, the FMEA methodology makes it possible to develop measures to reduce the possibility of a risk event and the severity of consequences in the event of its occurrence, to increase the level of the possibility of its early warning at the most important stages of the innovation process. For analysis, the main risks accompanying the stages of the innovation process, corresponding to the field of activity of the enterprise (on the example of the field of biotechnology) were selected. Based on the developed qualimetric scales (Table 3), they were used to obtain average values ​​of expert assessments in points, which made it possible to determine the most dangerous risk group for the project, requiring special attention developers (table 4). Taking into account the proposals for their prevention, a variant was obtained, which was the basis for the development of a business plan (table 5). Theoretical and practical results of the study make it possible to more fully reveal the process of innovation management, determine its main directions and target competencies, contribute to the adoption of sound optimal management decisions when planning and implementing innovations and improve the efficiency of innovative activities of enterprises in modern economic conditions. 13 FMEA analysis (Failure Mode and Effects Analysis) is used in the development and continuous improvement of products and processes and is a tool for managing quality and achieving efficient production of competitive products. 24 4 - Moderately good (there is an opportunity to successfully implement corrective measures) 5 - Moderate (there is an opportunity to implement corrective measures) 4 - Below average 9 - Very poor (it is practically impossible to implement preventive measures in advance) 10 - Absolute unpredictability 9 - Very high 25 10 - will definitely happen (the maximum probability of a negative development of events) 8 - bad (it is very difficult to carry out preventive measures in advance) 8 - high (the onset of a risk situation is quite likely) 8 - high (the consequences of the risk can lead to a sharp deterioration in project performance indicators) 9 - very high ( neutralization of the consequences of the risk is costly) 10 - catastrophic (maximum negative consequences - the risk of project failure) 7 - very weak (it is difficult to carry out preventive measures in advance) 7 - close to high 6 - weak (an early warning system is possible, but the effectiveness of measures is difficult to verify) 7 - rather high (the consequences of the risk significantly affect the possibility of implementing the project) 6 - above average (the risk situation is likely to occur) 5 - medium (the risk situation has equal chances of occurrence or non-occurrence) 3 - good (the ability to take measures to change essential parameters in advance risk is close to high) 3 - not very low 3 - not very serious (the occurrence of a risk situation does not entail serious consequences in the implementation of the project) 4 - below average (the consequences of the risk do not significantly affect the possibility of implementing the project) 5 - medium (overcoming the consequences of the risk requires costs comparable to the current costs of the organization and does not require significant time) 6 - above average (financial losses in the event of a risk have a negative impact on the key performance indicators of the project and are overcome over a long period of time) 2 - very good (the ability to carry out measures in advance to change in significant risk parameters is high) 2 - low 2 - low (the consequences of the risk practically do not affect the possibility of implementing the project) 1 - almost certainly (the maximum possibility of implementing preventive measures) Factor C - the level of the possibility of early warning 1 - very low (the occurrence of a risk situation is unlikely ) Factor B - the possibility of occurrence 1 - very low (negative consequences are minimal) Factor A - the severity of the consequences risk limits max 250 points max 180 points max 100 points max 70 points points 6.7 9 7.7 7.8 6.7 7.5 8 Lack of results on time Environmental risks of the project Refusal to certify and license the product Obtaining an unpatentable result Untimely patenting Technological inadequacy Rejection by the market 26 6 8.2 Obtaining negative results of clinical trials Low sales volumes compared to planned 6.8 Failure to achieve results on time 3 3.2 3 2.7 2.7 3.3 5 6 4.8 7 6 3 3.5 3.5 3.8 5 5 4.2 6.7 7.7 6.3 6 A Severity of consequences 8 B Possibility of occurrence Obtaining a negative result fundamental research and preclinical trials Main risks C Level of early warning capability Table 4 - Risk assessment of the innovative project for the production of a new vaccine by FGBI "ARRIAH" according to the FMEA method and preclinical trials Clinical trials stage Licensing stage Commercialization stage Production stage Stages of the innovation process Analysis of the needs of structural units, incoming and technological control of the quality of raw materials marketing, adjustment of research tasks and directions, staff development, introduction of modern methods of analysis and analytical equipment Action that corrects possible consequences Market rejection Technological inadequacy 27 Operational marketing, consumer segmentation, positioning strategy selection Strengthening of innovative potential, control of process and equipment parameters. coordination of activities of departments, use of PERT-analysis methods Modification of project parameters taking into account the environmental risks of the safety project, improvement of output quality control of products audit of QMS requirements and standards; Refusal to certify and license; coordination of the activities of product divisions to ensure the functioning of the QMS; examination of scientific and technical documentation Obtaining non-patentable monitoring of analogues, examination of scientific and technical documentation of the result No result within the established timeframe Obtaining negative results of clinical trials Obtaining a negative result of fundamental research and preclinical trials No result of preclinical trials within the established timeframe Main risks 2.8 2.3 6.3 6.7 6 .7 2.3 2.2 3.7 8.3 5.7 5.3 4 6.2 5.3 6.8 5.8 5.5 А| The severity of the consequences after adjustment 7.2 V| Possibility of occurrence after adjustment Table 5 - Risk assessment of an innovative project after adjustment Critical risk limits max 250 points max 180 points max 100 points max 55 max 70 points in С| Z| 1.8 2.3 3.8 4 2.7 5.2 6.5 5.5 5.3 29 29 60 72 81 147 178 198 210 Early warning capability level after adjustment Risk assessment Z|= A|*B| *C| after correction MAIN PUBLICATIONS ON THE THEME OF THE THEsis Monograph 1. Dmitriev, Yu.A. Management of the development of innovative activity at enterprises in the conditions of modernization of the economy: monograph / Yu.A. Dmitriev, A.E. Ivanitskaya, L.I. Shustrov. - Vladimir: VKI "Sobor", 2013. - 172 p. (author - 4 pp) Articles published in publications recommended by the Higher Attestation Commission of the Russian Federation 2. Filbert, L.V. Model of stimulation of innovative activity in foundry production / L.V. Filbert, A.E. Rodina* // Foundry worker of Russia. - 2010. - No. 2. - S. 43-44. (author - 0.15 p.l.) 3. Filbert, L.V. Development of the mechanism for managing the innovative activities of enterprises / L.V. Filbert, A.E. Ivanitskaya // Economy in industry. - 2013. No. 1. - S. 85-89. (author - 0.2 pp) 4. Ivanitskaya, A.E. Marketing component in the innovative activity of enterprises / A.E. Ivanitskaya, Yu.A. Dmitriev // Bulletin of the University (State University of Management). - 2013. - No. 11. – S. 89-94. (author - 0.25 pp) 5. Dmitriev, Yu.A. Development of the conceptual apparatus in the innovative activity of enterprises / Yu.A. Dmitriev, A.E. Ivanitskaya // Organizer of production. - 2014. No. 2. - S. 71-78. (author - 0.3 pp) 6. Filbert, L.V. Conceptual bases of innovative activity management in foundry production / L.V. Filbert, A.E. Ivanitskaya // Foundry worker of Russia. - 2014. - No. 6. - S. 36-40. (author - 0.2 pp) Main articles published in other publications 7. Rodina*, A.E. Implementation of the concept of strategic marketing in innovative activities of enterprises / A.E. Rodina, L.V. Filbert // Innovative factors in the development of the regional economy: Sat. articles by prep. and asp. VlSU / Under the general. ed. S.A. Maksimov. - Vladimir: Cathedral, 2008. - S. 248-263. (author - 0.45 p.l.) 8. Motherland *, A.E. Management system for innovative activities of an industrial enterprise / A.E. Rodina, L.V. Filbert // Economic problems of innovative development of the region: reports and abstracts of speeches of Int. scientific-pract. conf. VlGU. - Vladimir, 2008. - S. 252-255. (author - 0.16 p.l.) 9. Motherland *, A.E. Development of the concept of business planning in the innovation activity of enterprises / A.E. Motherland // Corporate social responsibility: materials of int. scientific-pract. conf. - Vladimir: Cathedral, 2009. - S. 148-155. (0.24 p.l.) 10. Rodina*, A.E. Efficiency of innovative projects / A.E. Rodina, L.V. Filbert // innovative way development - the main condition for the modernization of the economy / Sat. works of Rev. and asp. economy Faculty of VlGU. Under total ed. prof. S.A. Maksimov. - Vladimir: Sobor, 2010. - S. 282 - 289. (Author - 0.2 pp) 11. Motherland *, A.E. Development of the innovative part of the regional economy / A.E. Homeland // Innovative way of development - the main condition for the modernization of the economy / Sat. works of Rev. and asp. economy Faculty of VlGU. Under total ed. prof. S.A. Maksimova - Vladimir: Cathedral, 2010. - S. 274-282. (0.31 p.l.) 12. Rodina*, A.E. Innovative-synergetic aspect of industry modernization / A.E. Motherland // Development factors regional markets. Materials III. 28 int. scientific-pract. conf. /Under the total. ed. Yu.N. Lapygina, R.V. Scuba. - Vladimir, VlGU, 2011. - P.107-111. (0.23 p.l.) 13. Rodina*, A.E. Marketing component of innovative activity / A.E. Rodina, L.V. Filbert // Main Directions for the Implementation of Modernization and Innovative Development of the Regional Economy. Materials intl. scientific-pract. conf. - Vladimir, Cathedral. - 2011. - S. 165-168. (author - 0.12 p.l.) 14. Ivanitskaya, A.E. Analysis and risk assessment of innovative projects / A.E. Ivanitskaya // Innovative development of the economy - the basis for sustainable development of the territorial complex / Sat. scientific the labors of the hands. admin. and hands. enterprise Vlad. region, teacher, postgraduate VlGU / Ed. Yu.A. Dmitrieva, L.I. Shustrova. - Vladimir - Moscow, Cathedral, 2012. - P. 430-436. (0.27 pp) 15. Ivanitskaya, A.E. The place of innovative potential in the structure of innovative business / A.E. Ivanitskaya, L.V. Filbert // Strategic management of infrastructure complexes in the region. Materials intl. scientific-pract. conferences / Ed. R.V. Scooby, M.A. Barinov. - Vladimir, VlGU, 2013. - 386 p. - P. 338-341 (author - 0.17 pp) * The surname Rodina was changed to Ivanitskaya in connection with marriage 29

Abroad, the role and approaches to innovation management are constantly changing and developing. The evolution of approaches to innovation management in Western management schools is shown in fig. 1.28.

Rice. 1.28.

Approaches to the organization of innovation management at enterprises have also changed. At first, innovations were considered as separate functional areas of the enterprise. (functional approach), and the processes of organizing innovation activity and managing it were concentrated in separate functional divisions engaged in research, design, design and technological preparation of production. This model provided for high specialization, which increased the technological level of developments, contributing to the improvement of quality and improvement of products and technologies. However, in the process of mastering the production of new products and technologies between functional services there were constant conflicts. For example, technologists demanded to simplify the design of a future product or replace materials taking into account the existing technological base, which ultimately worsened structural properties product.

As a result, there was a change in the paradigm of innovation management from functional to design approach. Innovation project management began to be separated into separate "cross-functional" projects, and enterprise management structures began to transform from linear-functional into matrix, or project-based, program-targeted (Fig. 1.29). The presence of horizontal connections, a common vision of the final result among all project participants helped to avoid conflicts. In addition, the project approach made it possible to concentrate resources, control deadlines individual works and stages, to increase the effectiveness of innovative projects. However, this approach poorly took into account the needs of consumers, the dynamics of market conditions, the achievements of competitors, etc.

As a result, at present, the process approach is becoming more and more widespread, which considers innovative activity to be complex, covering all departments of the enterprise and representing a set of business processes for the creation, development, promotion and maintenance of innovations. On the one hand, the in-depth specialization of the participants in the innovation process, which is characteristic of the functional approach and ensures a high technological level of development, remains, on the other hand, business processes ensure the integration of participants and the concentration of resources, and their regulation, as in the project approach, ensures compliance with deadlines and the possibility of coordination. actions in the process of innovation. In addition, the process approach assumes that innovation activity becomes a permanent form of enterprise development and does not end with the implementation of individual projects. However, for individual innovations or small innovative enterprises successfully finds its application project approach to the management of innovation.

Stages of innovative activity at the enterprise

Innovative activity at enterprises includes the following stages (according to the standard life cycle product or technology) that determine the level of maturity of the innovation.

Rice. 1.29.

• 1. Research work, as a result of which scientific documentation is formed (as a rule, a report on the results of R&D). On the basis of the documentation created in the process of research and development, the Terms of Reference (TOR) for experimental design development (R&D) and the design of documentation for technological preparation of production (TPP) are formulated. An independent result of R&D is protected intellectual property objects with high commercial potential, which can be transferred to other enterprises on a commercial or non-commercial basis under a transfer agreement (license agreement). For marketing and organizational innovations, this stage can be transformed into the development of organizational projects. The organization of research and development is regulated by the GOST 15.101-98 standard "System for the development and production of products. The procedure for performing research work." The following stages are distinguished as part of the R&D:
  • development of technical specifications for research (patent research, analysis of scientific and technical information, analysis of the problems of society and the patterns of its development, assessment of the scope and timing of research);
  • development of a technical proposal (sources and research tools, methods and requirements for research results, including the composition reporting documentation);
  • carrying out theoretical and experimental research (hypothesis, experiment planning, experiment, theory and methodology development);
  • registration of research results;
  • acceptance and delivery of R&D, including the defense of scientific results.
• 2. Development work in the process of design preparation for production(KPP), as a result of which a set of working documentation is formed (draft and detailed designs of the product), as well as pilot and industrial samples of products are made, on the basis of which the TOR for the Chamber of Commerce and Industry is formulated. An independent result of R&D is protected intellectual property objects with high commercial potential, which can be transferred to other enterprises on a commercial and non-commercial basis under a transfer agreement (license agreement). For marketing and organizational innovations, this stage can be excluded. The organization of ROC is regulated unified system design documentation (ESKD). The main stages of the checkpoint are:
  • terms of reference (product purpose, main performance indicators, demand assessment, assessment of production and consumption efficiency);
  • technical proposal (possibility and ways to meet the requirements of the TOR, restrictions and additional conditions of production, updated assessment of efficiency);
  • preliminary design (circuit diagrams functioning of the product, specifications, layouts, clarification of performance indicators and performance indicators);
  • technical project (design documentation of individual components and parts, strength calculations, assessment of achievement of target performance indicators);
  • development of working documentation (for the manufacture of a prototype, trial series, serial production).
• 3. Technological preparation of production, which results in the formation of a set technological documentation(including technological maps, working documentation for non-standard equipment, tools and fixtures, layout of production facilities with equipment placement, etc.). An independent result of the Chamber of Commerce and Industry are protectable intellectual property objects with high commercial potential, which can be transferred to other enterprises on a commercial and non-commercial basis under a transfer agreement (license agreement). For marketing and organizational and managerial innovations, this stage can be excluded. The organization of the CCI is regulated by the Unified System standard technological preparation production (ESTPP) and in accordance with the Unified System of Technological Documentation (ESTD).
• 4. Mastering production, during which the necessary construction and installation work is carried out, purchased / manufactured, installed, adjusted and put into operation technological equipment, supplies of raw materials, materials, components, tools and equipment, auxiliary consumables are organized, production regulations are introduced (project for the production of works (PPR), technological standards, etc.), additional workers are recruited and (or) trained, other work is performed, necessary for the production of a new product and (or) the application of a new technology1. For marketing and organizational and managerial innovations, this stage can be transformed into the development of new methods and approaches to organizing the promotion and maintenance of the product, production management and product sales.
• 5. Sales and support of production and operation (consumption) product / technology, which involves the development of a set of measures to ensure rhythmic (in accordance with the product delivery schedule) production, marketing support, logistics, interaction (including training and consulting) with the consumer, organization of warranty and post-warranty repairs and maintenance of the product. This stage can be a stand-alone enabling innovation or standalone marketing or organizational innovation.
• 6. Organization of activities for the disposal of the product(processing, burial, etc.). The stage may be absent for intangible products or services, as well as for marketing and organizational and managerial innovations. It can be stand-alone enabling innovations or standalone marketing or organizational innovations.

The stages of innovation activity can be implemented both within one enterprise and distributed among several participating enterprises, depending on the configuration of the innovation activity process. If the composition of enterprises participating in the process of innovation activity is predetermined and strictly limited, then there is closed innovation model. If the composition of enterprises in the process of innovation is unknown and unlimited in advance, then the model open innovation.