11.1. Risks in innovation activity Innovation activity is associated with various types of risk. In general terms, the risk in innovation is defined as the probability of losses arising from investing in the development and production of innovations. To species

3. Investors and other subjects of investment activity Subjects of investment activity (participants other than investors) may be citizens and legal entities of Russia and foreign states (as well as states represented by their governments): investors; customers;

113. Financing of innovation activities (beginning) Innovation is a commercialized innovation with high efficiency; is the end result of human intellectual activity, his imagination, creative process, discoveries,

114. Financing of innovation activities (end) Innovation is the result of investing in the development and acquisition of new knowledge, not previously used ideas for updating the areas of people's lives: technology; products; organizational forms of society

6.2. Sources of financing of innovation activity Financing of innovation activity is the process of providing and using funds allocated for the design, development and organization of production of new types of products, for the creation and

7.6. Legal support of innovation activities

Chapter 11 EVALUATION OF INNOVATION ACTIVITIES 11.1. The system of indicators for evaluating the effectiveness of an innovative project 11.2. Static indicators for evaluating the economic efficiency of innovative projects 11.3. Dynamic indicators of economic efficiency assessment

2.3. Main activities The main activity of the company is the production of

Classification of innovations

TOPIC 1.4. Classification of innovations, innovative resources, innovative products.

The origin of innovations, their purpose, influence and other characteristics require a certain classification that will allow them to be identified.

Let us consider the general scheme for classifying innovations and innovative products according to various criteria. It is based on the following features.

1. Source of idea for innovation.

a) discovery, scientific idea, scientific theory, phenomenon;

b) invention, a number of inventions, licenses;

c) rationalization proposals;

2. The form of innovation.

a) the product, its design or device;

b) technology, method, method;

c) material, substance;

d) living organism, plant;

e) buildings, construction;

f) information product (programs, etc.);

g) services;

3. Scope of innovation.

a) research area, changing R&D processes;

b) technical or product area, the emergence of products with new or improved properties;

c) technological sphere, the use of improved, more advanced methods of manufacturing products;

d) information and communication sphere, changes in the technology of information transfer and processing;

e) marketing sphere, changes in brands of goods and organizations;

f) logistics, changes in the organization of supply and marketing.

g) organizational and managerial sphere, changes in the organizational mechanism and management system;

h) socio-economic, legal sphere, changes in social, economic and legal conditions for the functioning of the enterprise.

4. The level of novelty.

a) world level of novelty;

b) domestic level of novelty;

c) industry level of novelty;

d) firm level;

e) expanding the portfolio of goods and services;

f) product and service renewal;

g) repositioning of goods and services;

h) reducing the firm's costs.

5. Scale of diffusion of innovations.

a) transnational;

b) federal;

c) regional;

d) municipal;

e) within associations and associations;

f) within the organization;

g) within a division.

6. The pace of implementation of innovations.

a) fast, growing;

b) slow, uniform;

c) slow, fading.

7. Stage of the life cycle of innovation.

a) research;

b) development;

c) industrial production;

d) marketing;

e) logistics;

f) diffusion;

g) routinization;

h) service support.

8. The depth of the changes.

a) radical or basic innovations;

b) improving innovation;

c) modification or private innovations.

9. Continuity of innovation.

a) openers, which can be followed by a stream of new innovations;

b) closing, innovations closing a number of industries;

c) substitutes;

d) canceling;

e) retrointroductions.

Resource provision, which is an important condition for the implementation of any type of economic activity, acquires a new content in the innovation process. Innovative activity, in comparison with other types of business, requires a complex set of resources, invested at increased risk and for a longer period. This imposes special requirements on the organization of resource support.

Under innovative resources refers to resources that enable innovation. These resources include: material and technical, labor, financial, intellectual, information resources.

The introduction of scientific and technological innovation is usually associated with the mobilization of resources, in volumes and composition exceeding the possibilities resource base one business entity.

There is a close relationship between the attraction of innovative resources by the company and its innovative activity.

Innovative activity- this is a complex characteristic of the innovative activity of an enterprise, including susceptibility to innovations, the degree of intensity of the actions taken to transform innovations and their timeliness, the ability to mobilize the potential of the required quantity and quality. Innovative activity characterizes the readiness to update the main elements of the innovation system - knowledge, technological equipment, information and communication technologies, as well as susceptibility to everything new.

To determine the coefficient of innovative activity using expert methods, the parameters of innovative activity are evaluated. Each parameter of innovative activity is determined by an expert on a 5-point scale (Table 1.5).

Table 1.5. Evaluation of the innovative activity of the organization.

Kulikova Olga Nikolaevna, postgraduate student of the Department of Macroeconomics, State University of Management, Moscow, Russia

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Annotation:

The problems of managing innovation processes are of particular relevance in connection with the transition of the Russian economy to an innovative development path. Since the innovation process requires appropriate resource provision, it becomes important to study the category of "innovative resources". This will be discussed in the article.

JEL classification:

In the socio-economic development of the country, the importance of issues related to innovation and its resource provision is increasing. The complexity of solving these issues is due to the lack of sufficient theoretical and methodological substantiation.

It is obvious that the creation of an appropriate theoretical and methodological base requires the study of the categorical apparatus in the field of innovative resources, determining their interaction with economic resources and the place of management of innovative activity resources in the economic management system.

First of all, let's turn to the definition of a resource (from the French. resource - aid) as "cash, values, stocks, opportunities, sources of income". In turn, economic resources are understood as "sources, means of ensuring production." Traditionally, economic resources include natural, labor, material and financial. With the development of management and the scientific and technical sphere, information and organizational resources are becoming increasingly important.

As is known, economic resources have such properties as limitedness, exhaustibility, complementarity and interchangeability. In addition to these properties, R.M. The grant highlighted resource characteristics, including durability, transparency, reproducibility, and mobility. These properties, characteristics, as well as the scope determine the specifics of the management of each type of economic resources.

The most important modern theory linking resources and economic development is the resource concept of competitiveness, based on the works of B. Wernerfelt, R.M. Grant, K. Prahalada and developed in the works of G.B. Kleiner. The resource concept assumes the dependence of the position of an economic entity in the market on the resources at its disposal, the efficiency of which is determined by its organizational abilities.

Innovative resources of the economy

The transition to an innovative economy was marked by the emergence of a new quality of economic resources, that is, innovative resources. This new quality is due to the increase in their information capacity, uniqueness and the need to take into account the specifics of the innovation process - high risks, high cost, long-term. An important feature should be noted: not all innovative resources, unlike economic resources in the traditional sense, have the property of being limited. So, knowledge and its codified form - information is an unlimited resource. The knowledge that is formed in the process of research activity not only solves the tasks already set, but also poses new questions for science. Although limitations are possible in the short term due to the imperfection of research methods and material and technical base, in the long term they are overcome.

In the economic literature, there is a definition of the potential of innovation activity as "a set of resources used in certain socio-economic forms for the production of innovative products" . However, it should be borne in mind that innovative resources are used not only in the innovation process, but also in the framework of educational, scientific, technical and other activities.

Therefore, it is advisable to distinguish two approaches to this category. If we consider the innovative resources of the economy broadly, they constitute most the innovative potential of the country, which is a set of tangible and intangible resources that can be mobilized to achieve the goals of innovative development. The second approach involves the study of the resources of innovation activity as a set of tangible and intangible means that ensure the creation, implementation and dissemination of innovations.

Types of innovative resources

The structure of innovative resources should be understood as a set of related resources that provide an innovative process. Such resources should include material and technical, financial, human, organizational and managerial, information resources.

The allocation of material and technical resources as part of innovative resources is due to the fact that the technological process always has a material and technical base.

Material and technical resources innovation process are economic resources in material form, necessary for the creation, implementation and dissemination of innovations. This type of resource is created in the manufacturing sector and is closely related to the development of the national economy - on the one hand, it is industry that provides the innovation process with material and technical resources, on the other hand, the innovation process affects industries, providing production with new technologies, equipment, and information.

Financial resources occupy a key place among innovative resources, since all economic relations accompanied by financial flows. The special significance of financial resources is due to their universality and use for the acquisition of other types of resources. It is the financial resources that provide the organization of the interaction of other types of resources and serve to quantify them.

Human resources represent the greatest value for innovative development, as they include a combination of people and their knowledge, skills, creative and thinking abilities, moral values, cultural level, motivation. When considering innovative human resources, the emphasis is on qualified specialists and the development of the intellectual potential of employees. It is human resources that determine the formation of other types of resources.

Organizational Resources associated with their role in the innovation process, and the role is due to their performance of management functions. A key place among organizational resources is occupied by organizational and managerial resources, which are concepts, mechanisms and methods of management, a system for organizing innovation activity.

Informational resources innovation activities are fundamentally related to the development, transfer, use and preservation of knowledge. This type of resource is becoming increasingly important in the era of informatization and increased mobility of resources, when information becomes the most valuable product and commodity.

How to assess the quality of innovative resources?

It should be noted that in order to ensure the innovation process, combinations of resources should be involved, which may vary depending on its tasks and flow conditions. An effective resource structure for the innovation process should be considered as a complex technology, that is, a set of technologies necessary for their implementation of material, technical and human resources, as well as control and management tools. The ratio between different types of resources within integrated technology is determined by the specifics of the direction of development of science and technology, in which the innovation process takes place.

It should be borne in mind that the innovation process is influenced not only by the amount of innovation resources, but, above all, by their quality. From these positions, their qualitative assessment is necessary. In particular, financial resources should be considered in terms of their liquidity, financial stability business entities engaged in R&D, as well as the level of risks. As for the quality of material and technical resources, their assessment should be based on indicators of the degree of wear, technical level, compliance with modern technological principles. To assess human resources, it is necessary to use not only indicators of the level of education, quality of life, professional and demographic structure, but also indicators that characterize the socio-psychological characteristics of specialists and their level of motivation.

Organizational resources should be assessed in terms of the degree of their scientific validity, the possibility of practical application and their adaptation to the dynamic conditions of internal and external environment. To determine the quality information resources it is advisable to use such indicators as novelty, relevance, relevance, reliability, adequacy, completeness.

Key tasks of innovation resource management

Since the realization of intellectual, and especially innovative potential at all levels of the economy, requires the availability of appropriate resources at each stage of the innovation process, sustainable development and increasing the competitiveness of the national economy requires the creation effective system management of innovative resources.

In our opinion, the key tasks of managing innovative resources at the present stage of Russia's development include:

− providing the innovation process with the necessary combination of resources;

− creating a favorable innovation climate;

- determination of the directions of the innovation process, taking into account national needs, trends in innovative development and basic technologies of the next technological order;

− ensuring expanded reproduction of innovative resources based on non-linear models of the innovation process;

− reducing the degree of dependence of the national economy on non-reproducible, primarily limited natural resources due to the expanded reproduction of innovative resources.

The creation of a new mechanism for managing innovative resources should be based on a number of principles, the implementation of which involves:

− focus on the goals and priorities of innovative development;

− improving the efficiency of the use of innovative resources;

− complexity of management of innovative resources;

− differentiated approach and taking into account the specifics of each resource.

Conclusion

With the availability of appropriate material, financial, human, organizational and information resources, there are all opportunities to intensify innovation, which, in turn, will create long-term competitive advantages and increase the competitiveness of the national economy.

3. Grant R.M. Resource concept competitive advantage: practical conclusions for formulating a strategy // Bulletin of St. Petersburg University. Series 8. Management. - 2003. - Issue. 3 (#24). − S. 47−75.
4. Kleiner G.B. resource theory systemic organization Economics // Russian Journal of Management. - 2011. - T. 9. - No. 3. - S. 3–28.
5. Kokurin D.I., Nikolaeva I.P., Shepelev M.V., Kovalev G.D. Innovation resources: organizational, financial, administrative. - M.: Unity-Dana, 2003. - 318 p.

One of the main goals of management is to ensure a stable and resistant to changes in the external environment competitiveness of the enterprise, which necessitates high innovation activity.
Over the past decades, significant changes have taken place both in the lives of ordinary people and in the field of special professional activity, which, on the one hand, were the result of scientific and technological progress, and, on the other hand, were the result of significantly intensified competition. The industrial stage of economic development allowed enterprises to achieve competitive advantages as a result of the concentration of capital, the development of integration processes, and increased dominance in the markets through mergers and acquisitions. In the context of the concept of the knowledge economy, the innovation economy, new technological opportunities and non-standard forms of doing business, based on the ability of the company's management to foresee possible changes in engineering and technology and the ability to identify possible and effective areas of application of innovations, to form new needs among potential consumers.
The modern management paradigm proceeds from the necessity and possibility of demand management and the formation of new needs, which ultimately becomes a prerequisite for the growth of innovative activity of enterprises. Enterprise management is becoming increasingly focused on long term, because innovations change the entire industrial and technological basis of business.
The term "innovation" was first used in the nineteenth century. in cultural studies and means the penetration of some elements of one culture into another. The meaning of the term "innovation" in translation from English "innovation" means - an evolving complex process of creating, distributing and using innovation, which contributes to the development and increase in the efficiency of entrepreneurial firms.
It should also be taken into account that the Latin word "novator" is a renovator, that is, a person who introduces and implements new, progressive principles, ideas, techniques in any field of activity, English term"innovate" - to innovate, to innovate, to make changes, the concept of "innovator" refers to a company that creates new products, uses new technology. In the English-language economic literature, the term "innovation" has long tradition everyday use, due to which a number of well-established expressions have developed that emphasize the breakthrough, especially important nature of those innovations that are denoted by the term "innovation" - "capital-saving innovation" - capital-saving innovations; "design innovation" - changing the design of the machine; "factor-saving innovation" - an innovation that saves costs for a factor of production (labor or capital); "financial innovation" - financial innovation, development of new financial methods; "manufacturing innovation" - a new method of production; "product innovation" - a new product.
Adam Smith, in his monograph The Wealthof Nations, published in 1776, stated that organizational mechanism capitalism is served not only by the market system (correlation of supply and demand), but also by competition, which forces not only to satisfy ever-increasing needs by lowering prices and improving quality, but also to do it most effective way through the transition to new technologies, i.e. through innovation.
F. Kotler defines innovation as an idea, product or technology launched into mass production and presented on the market, which the consumer perceives as completely new or having some unique properties.
The founder of the theory of innovation is Joseph Schumpeter, who interpreted innovation as a new scientific and organizational combination of production factors motivated by an entrepreneurial spirit, which is identical in meaning to the concept of "innovation" and implies an object introduced into production as a result of a scientific research, a scientific discovery, qualitatively different in its parameters from previous analogues, or having no analogues, bringing significant economic benefits, i.e. new application of scientific and technical knowledge leading to market success.
J. Schumpeter focused his attention on economic innovations and highly appreciated the role of an entrepreneur - an innovator in economic progress, while considering entrepreneurs not only "independent" economic entities of a market economy, but also all those who actually perform a fundamental function - combining factors of production. He also considers entrepreneurs those who do not have long-term ties with an individual enterprise and use them only to carry out new combinations. According to Schumpeter, entrepreneurs are a special type of people, and their activity is a specific problem, since they perform the functions of creating something new, and it is more difficult to make something new objectively than to produce the familiar and tested.
In his opinion, the role of entrepreneurs is to reform or revolutionize production, using inventions to produce new goods or produce old ones in a new way, opening up new sources of raw materials and materials or new markets, reorganizing the industry, etc. The content of entrepreneurial activity is the implementation of "new combinations of factors" of production and various innovations. .
A significant contribution to the development of the theory of the innovative path of economic development was made by N.D. Kondratiev, who, outlining the doctrine of large cycles of a half-century-long conjuncture, substantiated the natural connection between the "upward" and "downward" waves of these cycles with the waves of technical inventions and their practical use. main role in changes in the economic life of society N.D. Kondratiev assigned to scientific and technical innovations.
Innovation (innovation) is the end result creative activity, which has been embodied in the form of a new or improved product or technology that is practically applicable and capable of satisfying certain needs, i.e. the result of the implementation of new ideas and knowledge for the purpose of their practical use to meet certain consumer needs.
Innovations form the conditions for increasing the level of competitiveness of enterprises, making up for the insufficient level of competitiveness. Thus, the indispensable properties (signs) of innovation are:

• scientific and technical novelty,
• industrial applicability,
• economic utility,
• commercial feasibility (efficiency) .

The commercial aspect defines innovation as an economic necessity realized through the needs of the market. From this point of view, there are two points: "materialization" of innovation - from an idea to its embodiment in a product, service, technology; "commercialization" of innovation - turning it into a source of income.
The systemic, complex nature of innovation activity is reflected in the complexity and versatility of the concept of innovation. It includes a wide range of innovations with varying degrees of novelty of the knowledge embodied in them, applied in various industries and fields of activity, implemented in various markets, etc. .
Therefore, innovation management should be based on a typology of innovations, their classification according to various essential grounds, criteria, and parameters. The typology of innovations is important not only for the development of a consistent theory of innovation management, but also for the practice of innovation management. Innovation managers in their activities should proceed from the notion that different types of innovations have their own characteristics of development, implementation and dissemination, require specific approaches to management, appropriate structures of innovative activity, its methods and styles.
The methodology for a systematic description of innovations is based on international standards, recommendations for practical application which were adopted in Oslo in 1992 and received the name "Oslo Guide", according to which in common system innovations, four main types of innovations should be distinguished:

• Grocery.
• Technical and technological (process).
• Marketing.
• Organizational (organizational and managerial).

Product innovations are the most common type of innovation and are present in almost all enterprises. The dominance of product innovations is also confirmed by the data of the State Statistics Committee of the Russian Federation. However, their nature differs from enterprise to enterprise. For some, this is a complete change in the range or a significant expansion of the range that goes beyond the traditional profile, for others - an increase in the consumer qualities of traditional profile products, taking into account consumer requests. Sometimes the release of new products was carried out without changing the technology and on old equipment, sometimes the development of new products was accompanied by the introduction of a new technology for the enterprise and the purchase of appropriate equipment.
It is the production of new products that can satisfy market demands that is the leading motive for technological innovation for the surveyed enterprises. At the same time, the specific prerequisites for innovation can be different: improvement of the technological process, saving resources, environmental requirements, inaccessibility of advanced technological solutions. Practically at all enterprises, the goal of technological innovations was to increase competitiveness by improving product quality, reducing its cost, expanding the range and range of manufactured products.
It is noteworthy that technical innovations, i.e. the introduction of new equipment is most often due either to the transition to the production of new products, or the need to radically improve the quality of already manufactured products. In a number of cases, the installation and development of new equipment at Russian enterprises was due to the need to replace obsolete and worn-out equipment and expand the material and technical base due to the exhaustion of growth reserves due to old equipment.
Marketing innovation involves the introduction of a new method of marketing, including major changes in product design or packaging, product placement, marketing, or pricing to better meet consumer needs, open up new markets, or gain new market positions for an enterprise's product in order to increase sales volume.
A distinctive feature of a marketing innovation compared to other changes in marketing tools is:

• introduction of a marketing method that has not previously been used by this enterprise, which should become part of a new concept or marketing strategy, which is a significant departure from those previously existing in the enterprise;
• significant changes in the design of the product, which are part of the new concept of its marketing - changes in the form and appearance that do not change the functional or consumer characteristics of this product, changes in product packaging;
• the development of new sales channels - the introduction of a system of franchising, direct sale, exclusive retail or product licensing.

Often, the development of new products is accompanied by organizational and managerial innovations, which are most often characterized by the organization of new departments, divisions and services at all levels. Most enterprises have established marketing departments, with some of them initial stage reforms in the formation of marketing departments was a simple change in the signage of the sales department. However, then their functions were expanded and divided into the study of demand for products and its forecasting, on the one hand, and sales organization, on the other. Accordingly, the introduction of marketing methods of sales management requires changes in the system of planning production volumes and pricing. In addition to changing the management structure, organizational and managerial innovations include other activities, the purpose of which is to increase efficiency and improve production and personnel management methods. Innovations in the social and labor sphere (the use of new forms of employment and contracts, new wage systems) can also be considered as managerial innovations.
As a rule, innovations in enterprises are complex. At the same time, different types of innovations were interconnected in terms of goals and results of implementation. In principle, local, point innovations are a routine activity of enterprises; without them, it is impossible to maintain the existence of an enterprise. Surprisingly, continuous complex changes have become routine for many enterprises. And this is one of the important characteristics of the modern innovation process at the enterprise level.
As the main criteria by which the types of innovations are distinguished, it is necessary to note the degree of novelty, radicalness of innovation; the nature of the practice in which the innovation is used; technological parameters of innovation.
The classification of innovations allows:

• To systematize knowledge about the types of innovations, their manifestations and positions in the company's system.
• Ensure a more accurate identification of each innovation, determining its place among others, as well as possible limitations.
• Ensure the relationship between the type of innovation and the innovation strategy.
• Provide program (project) planning and system management of innovation at all stages of its life cycle.
• Develop an organizational and economic mechanism for implementing innovations and replacing it with a new one to solve the strategic tasks of the organization.
• Develop an appropriate mechanism of competence (overcoming anti-innovation barriers) that allows more successful promotion of innovation.

There are a number of generally accepted features of the classification of innovations (Fig. 3).
Basic innovation (sometimes also called radical) is an innovation that is based on a scientific discovery or a major invention and is aimed at mastering fundamentally new products and services, new generation technologies. The creation of basic innovations is associated with volumetric resource costs, high level risks and uncertainty. However, at the same time, they are a source of subsequent improvements, modernization, distribution in other industries, the creation of new needs and new markets. This group of innovations is not widespread and numerous, but the return from them is disproportionately significant. The potential result of this innovation is to provide long - term competitive advantage and a significant increase in market position .
Improving innovation (the name incremental innovation is also used) is an innovation aimed at improving the parameters of manufactured products and the technologies used, improving products and technological processes. Improvement innovations are created as a result of observation and analysis both in the sphere of consumption of a product and in the process of its production. These improvements promise

Rice. 3. Classification of innovations

risk-free increase in consumer value of products, cost reduction. In addition, improving innovation is a consequence of the desire for product differentiation. Of particular importance are such innovations in the conditions of mass and large-scale production at large enterprises, as a result of which goods are balanced in all respects, aimed at long-term retention of market positions.
Table 13
Comparative characteristics of basic and improving innovations

The dynamics of basic and improving innovations in an organization significantly depends on the place that this organization occupies in the structure of the industry, and its role in it. The Japanese researcher K. Kusunoki, using the example of the production of communication equipment, found that industry technology leaders or large organizations in their activities focus on improving innovations, while small organizations or industry outsiders often strive to create radically new products and technologies, ie. implement radical innovations.
The dynamics of basic (radical) and improving (incremental) innovations is also significantly affected by the stage of the sectoral life cycle. As you know, industries are young (for example, the electronics industry, the software, cable industry, etc.) and old ones (for example, light, coal, timber industry, etc.). Where an industry is in its lifecycle affects the balance between radical and incremental innovation.
In young industries, i.e. in the early stages of the industry life cycle, basic (radical) innovations prevail. In the later stages, i.e. in older industries, the vast majority are incremental innovations.
Pseudo-innovations (rationalizing innovations, modifying) are activities that result in a partial improvement in the characteristics (sometimes secondary) of existing, including obsolete types of products, generations of equipment and technologies. They act as a temporary solution as opposed to real innovations, allowing them to stay on the markets of obsolete products, to keep inefficient technological processes.
Manufacturing innovations are embodied in new products, services or manufacturing process technologies, i.e. they represent the implementation of new knowledge in new products, services or the introduction of new elements into the production process, are implemented in the primary production activity. These are product and technological innovations.
Management innovations are new knowledge embodied in new management technologies, new administrative processes and organizational structures. Social innovations are a new way of resolving social conflicts, a type of social assistance, a way of adapting workers, introducing a system of social partnership.
If product and process innovations are generally recognized, their descriptions are included in international standards (Frascati Guide, 1993), then social innovations, including managerial ones, are often underestimated. Management innovations are much more profitable and cheaper than product and process innovations. But at the same time, their implementation is much more difficult, as it is associated with a change in behavior, habits, ideas, and business culture. They are riskier, as they affect the interests of people, cause conflicts, are less predictable, and can lead to inversion (the result that is directly opposite to the goal set). Therefore, social innovations must be carefully studied and analyzed.
Innovation can be used to meet any personal need - consumer innovation. Consumers in this case are, as a rule, individuals, families. The purpose of consumer innovation is to increase the economic, social, psychological effect of using the product. Another type of innovation is called investment innovation. The consumers of such an innovation will be a manufacturing enterprise, a scientific organization, an individual entrepreneur. The purpose of industrial innovations is to increase the economic effect in the production of products of the enterprise that bought the innovation.
Each level in the enterprise system corresponds to certain types of innovations:

• strategic level - innovation in the mission, strategies, innovation in foreign economic activity, in negotiation processes;
• intracompany level - innovations in production processes, organization structure, control system;
• the personal level is innovation in the technique of personal labor, methods for developing the creative potential of the individual, methods for building a business career, and in training systems.

In terms of the scale of influence (impact), innovations distinguish between point (single) innovations that affect a separate product parameter and are embedded as new elements in a known technological system in order to improve it and complex ones, leading to the reorganization of the entire technological system (interrelated innovations and their complexes form a new technology, with the use of which it is possible to obtain new products, which, in turn, changes the structure of the organization of production and the management system).
Replacement innovations are innovations intended to replace existing (old) products or technologies with new or modified ones, while maintaining their purpose and functions.
Rationalizing innovations - presented in the form of a rationalization proposal. A rationalization solution is a technical solution that is new and useful for the organization, and provides for a change in the design of products, production technology and the equipment used, or a change in the composition of the material.
Expanding innovations - aimed at deeper penetration into various industries and markets of existing basic innovations.
Sustaining innovation is characterized by a situation where competition forces a company to produce more expensive improved products for its core customers. In such a situation, leading companies will definitely be ahead.
Disruptive innovations that aim to commercialize simpler, more convenient products that cost less and appeal to less attractive or even new consumer categories. Under these conditions, the "attackers" can defeat the leaders. Moreover, small and medium-sized businesses can act as “attackers”.
Reactive innovations are aimed at the survival of the firm, they appear as a reaction to the radical innovative transformations carried out by competitors.
Strategic innovations are proactive and aimed at obtaining significant competitive advantages in the future.
In practical management activities, generalized, integrated characteristics of the dynamics of innovation implementation by an economic entity are often used. Thus, the variety of types of innovations, with knowledge of distinctive features each of them, allows you to develop and provide conditions for their successful implementation.
The following basic principles of innovation are distinguished:

• Priority of innovative production over traditional.
• Efficiency of innovative production - resources allocated to innovations are justified only to the extent that they lead to commercial success.
• Organizational and structural isolation associated with the need and expediency of creating an independent innovative structure for a new idea or invention, which may be completely unsuitable for solving other problems.

These principles underlie the concept of the innovation life cycle, together with the periodization of the innovation process. The life cycle of an innovation is a specific period of time during which the innovation has an active life force and brings profit or other real benefit to the manufacturer and / or seller.
The role of the concept of the life cycle of innovation in planning the production of innovations and organizing the innovation process is of paramount importance and is as follows:

• the concept of the life cycle of innovation determines the need to analyze economic activity, taking into account the dynamics of the development of an economic entity, including a promising one;
• the concept of the life cycle of innovation justifies the need for a constantly organized activity for planning the release and / or acquisition of innovations;
• the concept of the life cycle of innovation serves as a basis for analysis and planning of innovation. As a result of the analysis, the stage of the life cycle of innovation is determined, the trend of its perspective development, decline and end of existence.

Innovation life cycles differ by type of innovation. These differences affect, first of all, the total duration of the cycle, the duration of each stage within the cycle, the features of the development of the cycle itself, and the different number of stages. The types and number of life cycle stages are determined by the characteristics of a particular innovation. However, for each innovation, it is possible to determine the “core”, that is, the basic basis, of the life cycle with clearly defined stages (Fig. 4).
Figure 4 shows a comparison of the stages of the life cycle of innovation, both from the standpoint of a researcher and from the standpoint of an entrepreneur.
For a researcher, the initial process of producing innovation is fundamental research - experimental or theoretical studies aimed at obtaining fundamentally new knowledge about the patterns of development of nature, society, man, their relationship. The need for such research is due to the needs of the national economy or industry. They may end with recommendations regarding the establishment of applied research to determine the possibilities for the practical use of the obtained results. scientific knowledge, scientific publications, etc. The peculiarity of fundamental research as a creative process is the impossibility to determine in advance the final result, the time and money spent on achieving it, the individual, unique nature of the study.
The results of fundamental research are presented in publications, scientific reports and presentations, contain theories, hypotheses, formulas, models, systematized descriptions. Includes two stages - exploratory and scientific and technical research

Rice. 4. Stages of the innovation life cycle

niya. To a greater extent, the second stage is associated with innovations, at which the selection of results suitable for practical implementation is carried out, the technical feasibility and economic feasibility, and the areas of their primary use are identified. The results of fundamental research can be used for various purposes, not always foreseen in advance, in different industries, over a long period of time - 30-40 years.

Applied research - scientific and scientific and technical activities aimed at obtaining and using knowledge for practical purposes, finding the most rational ways of practical use of the results of fundamental scientific research in national economy. Their end result is recommendations for the creation of technical innovations - innovations - technological regulations, draft designs, technical specifications and requirements, methods and standards, projects of enterprises and technology of the future, standard standards, as well as other scientific recommendations. At this stage, experimental work related to laboratory and pre-production tests is also carried out.
The organization of applied research has a regulated procedure, which includes four main stages:

• Theoretical substantiation of the way and methods of developing applied problems, drawing up schemes and options for solving applied scientific problems, mathematical and material models.
• Development and approval of terms of reference (TOR), including information preparation, predictive assessment of the significance, costs, results and effectiveness, development of a program, methods and research scheme, including stages and assessment of the reliability of the research methodology. The scope of work, the composition of the performers, the cost estimate and the draft contract are determined.
• Experimental stage (experimental verification).
• Generalization and evaluation of the results of research work.

Design (lat. projectus - “thrown forward”) is a manufacturing process based on the results of applied research and experimental verification of scientific and technical documentation to create new or improved products, structures, processes and control systems, to create in given conditions not yet existing object according to its primary description. The end result project activities is a project, i.e. a set of documentation designed to create a specific object, its operation, repair and liquidation, as well as to verify or reproduce intermediate and final solutions on the basis of which this object was developed. The object of design can be a material object, the performance of work, the provision of a service. Design can be viewed on the one hand as the final phase of research, and on the other as the initial phase of production.
Design is also the search for scientifically sound, technically feasible and economically viable engineering solutions. The result of the design is a project of the future product. Design as a conscious purposeful activity has a certain structure, i.e. the sequence and composition of the stages and stages of project development, a set of procedures and involved technical means, the interaction of participants in the process. The main stages (stages) of the structure are shown in fig. 5.


Rice. 5. Stages of development of project documentation

The terms of reference (TOR) establishes the main purpose, technical characteristics, quality indicators and technical and economic requirements for the object being developed, an instruction to complete the necessary stages of creating documentation and its composition, as well as special requirements to the product.
Technical proposal (PT) - a set of documents containing a technical and feasibility study of the feasibility of developing a project. Such a conclusion is given on the basis of an analysis of the customer's TOR and various options. possible solutions, their comparative evaluation, taking into account the features of the developed and existing products, as well as patent materials.
Draft design (EP) - a set of documents containing fundamental decisions and giving a general idea of ​​​​the device and the principle of operation of the object being developed, as well as data that determine its purpose, main parameters and overall dimensions. In case of great complexity of the object, this stage may be preceded by a pre-project study containing theoretical studies designed to substantiate the fundamental possibility and expediency of creating this object.
Technical design (TP) - a set of documents that must contain the final technical solutions, giving a complete picture of the structure of the designed object, the initial data for the development of working documentation.
At the Detailed Design (WP) stage, detailed documentation for manufacturing is first developed. prototype and subsequent testing. Tests are carried out in a number of stages, according to the results of which design documents are adjusted. Further, working documentation is developed for the manufacture of the installation series, its testing, equipping the production process with the main constituent parts products. Based on the results of this stage, the design documents are again corrected and working documentation is developed for the manufacture and testing of the head (control) series. On the basis of the documents of the products finally worked out and tested in production, manufactured according to a fixed and fully equipped technological process, then the final working documentation of the established production is developed.
In the process of developing project documentation, depending on the complexity of the problem being solved, it is allowed to combine a number of stages with each other. The stages of statement of technical specifications and technical design may be included in the cycle of research work (R&D), and the stages of the technical proposal and preliminary design can form a cycle of experimental design work (R&D).
The cycle of works is completed by the stage summing up the project activities - certification - determining the quality level of the created product and confirming its compliance with the requirements of those countries where its subsequent implementation is expected. The need to single out this stage as an independent one is due to the fact that at present the export of products or their sale within the country is in many cases unacceptable without a quality certificate.
The primary (pioneer) development of innovations is the implementation of the development results into production, which involves the following procedure:

• individual production of new products required in single copies, development of serial production of new products, commissioning of new facilities, technological processes and control systems, practical use of new methods - technical development;
• achievement of the design capacity and the design volume of the use of innovation - production development;
• achievement of the design socio-economic efficiency of innovation - economic development.

Economic development ends with the achievement of design capacity and economic indicators: material and energy intensity, labor productivity, cost, profitability, return on assets. At this stage of development, additional work is carried out to eliminate the shortcomings identified in the process of production and technical development.
The spread of innovation, or diffusion, is its economic development on a large scale based on the dissemination of information about the innovation, replication of relevant documentation, equipment upgrades, personnel training, development and implementation of business plans, taking into account the specifics of specific enterprises and implementation experience.
Consumption as a phase of the life cycle of an innovation is characterized by a gradual stabilization of costs and an increase in the effect, mainly due to an increase in the volume of use of the innovation. It is here that the main part of the actual effect of the innovation is realized.
Obsolescence - completes the entire life cycle of an innovation. It begins from the moment the development of the next innovation is completed, the economic, environmental or social efficiency of which makes its development rational.
In conclusion, it should be noted that the main indicators of the innovative activity of Russian enterprises (Fig. 6) indicate a decrease in the already low level in 2012. There are somewhat more enterprises implementing technological innovations, while the data indicate a sharp decrease in the number of enterprises implementing innovations. environmental, despite the priority of the concept of sustainable development in the world community.


Rice. 6. The share of organizations that carried out innovations in total number surveyed organizations, %

Approaches to innovation in large companies basically fit into three schemes:

• "Searching for Market Requirements" - For example, companies like Apple and Procter & Gamble engage customers directly to generate new ideas.
• "Market followers" - such as Hyundai and Caterpillar, companies that monitor the market for incremental innovations and improvements to existing products.
• "Technology Oriented" - Companies like Google and Bosch depend on in-house technology capabilities to develop new products and services. They use investments to develop both breakthrough ideas and incremental innovations, hoping that these innovations will meet market demands.

Booz & Co, conducting research, estimated the number of enterprises implementing these strategies in Russia and in the world as a whole - fig. 7 - which indicates that in Russian corporations innovations are mainly carried out by engineers and specialists in the technical areas of science who are not interested in the market and, as a result, do not listen to the opinion of the client, unlike foreign companies.

Rice. 7. Innovation strategies in companies
The foregoing indicates the importance and priority of solving the problems of modernizing approaches to the development of innovations in Russian companies, and innovation and project management can become quite an effective tool here.

test questions

1. What is innovation and innovation management?
2. What are the features of the emergence of innovation?
3. The evolution of technological structures.
4. The core of the technological order.
5. The concept of innovation and innovation. Classification of innovations.
6. Classification of sources of innovation.
7. Goals, objectives and content of innovation management.
8. The concept of the innovation process.
9. The main phases of the innovation process and their content.
10. The relationship between the life cycles of innovation, product and product.
11. The meaning and content of the phases of dissemination and diffusion of innovation - the main components of the stage of bringing innovation to the market.
12. Organizational forms of innovation.
13. Organization of innovative activity at the enterprise.
14. Characteristics of an innovative organization.
15. innovative system. Basic concepts.
16. National innovation system.
17. Regional innovation system.
18. Corporate innovation system.
19. Infrastructure of the innovation sphere.
20. Choosing an innovative business model.
21. Options for financing innovation activities.
22. Formation of an innovation team, participants of an innovation project.
23. Main mistakes of innovative enterprises.
24. Concept innovative strategies and their classification.
25. Characteristics of enterprises of violets.
26. Characteristics of the enterprises of patients.
27. Characteristics of enterprises explerents.
28. Characteristics of commutator enterprises.
29. Assessment of the situation when choosing an innovative strategy.