Planning of innovative activity of the organization. Coursework: Planning of innovative activity at the enterprise

FEDERAL STATE BUDGET
EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
IVANOVSKY STATE CHEMICAL AND TECHNOLOGICAL
UNIVERSITY

Department of Economics and Finance

COURSE WORK

According to the discipline "Planning at the enterprise"

On the topic: Planning for innovation in the enterprise.

Student: Lebedeva Natalia
Andreevna
Form of study: Correspondence

Course 3 group 68
Record book number:
Supervisor:

KINESHMA 2012

annotation

In this course work, I considered the system of innovation planning in the enterprise.
In the theoretical part of the work, I tried to find out the essence of the innovative activity of the enterprise, its impact on the economic and social development of the company.
First, find out what innovations are, what is their essence and role in the life of an enterprise.
Second, move on to the topic of innovation planning. Defined the goals, objectives of the planning process, as well as the essence and principles of organization of planning in the enterprise.
Thirdly, the structure of the planning system was considered in detail and the main types of planning of the innovation process in the enterprise were identified.
Fourthly, she considered the methods of intra-company planning and gave their characteristics.
In the practical part, based on the initial information, she made calculations of the cost of production in the reporting and planning period, also calculated the production capacity and the number of workers. On the basis of everything done, she drew up a production plan under the conditions limiting it.
At the end of the course work, she conducted a thorough analysis of the calculated and made the appropriate conclusions.

Content
Introduction……………………………………………………………….…4
Theoretical part…………………………………………………………... 5

1.1. general characteristics innovative processes (innovations)…………………………………………………………………..5
1.2. Classification of innovations…………………………………………..... ...6

2.1. The concept of innovation planning……………………………….…...7
2.2. Tasks of innovation planning……………………………………...9
2.3. Innovation planning principles………………………………....9
3. The system of intra-company innovation planning………………10
3.1. Types of innovation planning at the enterprise……………… ....... 10
3.2. Processes of internal planning of innovations…………..12
3.3. Organization of innovation planning at the enterprise………... …13
4. Methods of intra-company planning of innovations .........................................15
4.1. Scientific and technical forecasting…………………………………15
4.2. Product - thematic planning of innovations…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
4.3. Calendar planning of innovations in the enterprise………….. .19
4.4. Production planning of innovations…………………… ….20
Practical part……………………………………………………….... ...21
Conclusion…………………………………………………………………........30
List of used literature…………………………………..32
Introduction

Possible ways to create a favorable innovation climate in Russian economy began actively in the early 80s, even before the collapse of the Soviet Union. Even then, it became obvious that the existing mechanisms for “implementing” the results of research and development were ineffective, the innovative activity of enterprises was low, and the average age of production equipment was constantly increasing, reaching 10.8 years by 1990.
Since then, a number of state concepts for regulating and stimulating innovation activity have been adopted, the creation of a national innovation system has been announced, a number of mechanisms for state financing of innovation have been created, including the creation of an infrastructure for innovation activity. The main problem so far remains the disconnection of ties between the main participants in the innovation process (developers and consumers of innovations), information opacity and, therefore, low motivation, both for the development and financing of innovations.
An innovative enterprise is an enterprise that introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents (external owners, banks, representatives of federal and local authorities authorities, research organizations and technology providers, other enterprises).
Thus, the purpose of this work is to give an idea of the innovative activity of enterprises and its application in practice. And the main tasks are to understand the essence of innovation, to identify the types of innovation, and also to consider the impact of innovation on the development of an enterprise.
The object of this work is the enterprise as an economic entity, and the subject is innovation.

Theoretical part

1. Innovation and innovative activity of the enterprise

Innovation (English "innovation" - innovation, innovation, innovation) refers to the use of innovations in the form of new technologies, types of products and services, new forms of organization of production and labor, service and management. The concepts of "innovation", "innovation", "innovation" are often identified, although there are differences between them.
Innovation means new order, new method, invention, new phenomenon. The phrase "innovation" literally means the process of using innovation. From the moment it is accepted for distribution, an innovation acquires a new quality and becomes an innovation (innovation). The period of time between the appearance of an innovation and its implementation into an innovation (innovation) is called the innovation lag.
The concept of "innovation" as an economic category was introduced into scientific circulation by the Austrian economist J. Schumpeter. He first considered the issues of new combinations of production factors and identified five changes in development, i.e. innovation issues:

new technology

technological processes

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or in a new approach to social services.
The motto of innovation - "new and different" - characterizes the diversity of this concept. Thus, innovation in the service sector is an innovation in the service itself, in its production, provision and consumption, and the behavior of employees. Innovations are not always based on inventions and discoveries. There are innovations that are based on ideas. Examples here are the emergence of zippers, ballpoint pens, aerosol cans, ring-openers on cans of soft drinks, and much more.
Innovation does not have to be technical or something material in general. Few technical innovations can rival the impact of the idea of hire-purchase. Using this idea literally transforms the economy. Innovation is a new value for the consumer, it must meet the needs and desires of consumers.
Thus, the indispensable properties of innovation are their novelty, industrial applicability (economic feasibility) and it must necessarily meet the needs of consumers.
Systematic innovation consists in a purposeful organized search for changes and in a systematic analysis of the opportunities that these changes can give for the successful operation of the enterprise.
Innovations can refer both to engineering and technology, and to forms of organization of production and management. All of them are closely interconnected and are qualitative steps in the development of productive forces, increasing the efficiency of production.
Innovation is not only a strategy that allows companies to receive innovation rent and maintain a leading position in promising markets, but also a way to survive in today's competitive environment. At the same time, this is a type of activity in conditions of uncertainty, when the ambiguity of the consequences of the company's decisions is especially pronounced. The constant threat of loss - total or partial - is the price that an innovative company pays for high expected returns and a privileged position in the market.
Thus, innovations, firstly, must have a market structure to meet the needs of consumers. Secondly, any innovation is always considered as a complex process, involving changes in both scientific and technical, and economic, social and structural nature. Thirdly, in innovation, the emphasis is on the rapid introduction of innovation into practical use. Fourth, innovations must provide economic, social, technical or environmental benefits.

1.2. Classification of innovations

All the variety of innovations can be classified according to a number of criteria.
1. According to the degree of novelty:

2. According to the object of application:

new technology

3. By the scope of application:

4. For reasons of occurrence:

5. By efficiency:

2.1. The concept of innovation planning

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

The main prerequisite for the innovative activity of an enterprise is that everything that exists is aging. Therefore, it is necessary to systematically discard everything that is worn out, outdated, has become a brake on the path to progress, and also take into account mistakes, failures and miscalculations. To do this, enterprises periodically need to conduct certification of products, technologies and jobs, analyze the market and distribution channels. In other words, a kind of radiograph of all aspects of the enterprise's activities should be carried out. This is not just a diagnosis of the production and economic activities of the enterprise, its products, markets, etc. Based on it, managers should be the first to think about how to make their products (services) obsolete themselves, and not wait until competitors do it. And this, in turn, will encourage enterprises to innovate. Practice shows that nothing makes a leader focus on an innovative idea as much as the realization that the product being produced will become obsolete in the near future.
Where do innovative ideas come from? There are seven sources of such ideas. Let's list the internal sources; they arise within an enterprise or industry. These include:
1) unexpected event (for an enterprise or industry) - success, failure, external event;
2) incongruence - a discrepancy between reality (what it really is) and our ideas about it;
3) innovations based on the needs of the process;
4) sudden changes in the structure of an industry or market.
The next three sources of innovation are external because they originate outside the enterprise or industry. This is:
5) demographic changes;
6) changes in perceptions, moods and values;
7) new knowledge (both scientific and non-scientific).
An analysis of these situations when considering a particular type of change allows us to establish the nature of an innovative solution. In any case, you can always get answers to next questions. What will happen if we use the created change? Where will this lead the business? What needs to be done to turn change into a source of development?
However, of the seven sources of change, the third and seventh are the most important, as they are the most radical.
The change caused by the need of the process is much more important than the first two. An old proverb says, "Necessity is the mother of invention." In this case, the change is based on the needs of practice, life. (Replacement of manual typing in typography, keeping food fresh, etc.) At the same time, the implementation of this type of change implies the need to understand that:

In any case, in solving a problem of this type, the following questions must be answered. Do we understand what and what changes the process needs? Is the required knowledge available or does it need to be acquired? Are our solutions consistent with the habits, traditions and target orientations of potential consumers?

2.2. Tasks of innovation planning

Planning is one of the main elements of the system of intra-company management of IP activities.
Innovation planning is a system of calculations aimed at choosing and substantiating the goals of IP development and preparing the decisions necessary for their unconditional achievement. Within the framework of the integrated management system, the planning subsystem performs seven particular functions.
1. Target orientation of all participants. Thanks to the agreed plans, the private goals of individual participants and performers are focused on achieving the general goals of the joint innovative project or IP in general.
2. Perspective orientation and early recognition of development problems. The plans are oriented to the future and are based on reasonable forecasts of the development of the situation.
3. Coordination of activities of all participants of innovations.
4. Preparation of management decisions. Plans are the most common management decisions in innovation management. During their preparation, deep Scan problems, forecasts are made, all alternatives are explored, and an economic justification for the most rational solution is made.
5. Creation of an objective base for effective control
6. Information support for participants in the innovation process.
7. Motivation of participants.

2.3. Innovation planning principles

Innovation planning at IP is inherent in the principles that establish general rules development and effective functioning of this subsystem in innovation management.
The implementation of innovative activities of IP is aimed at achieving certain economic results, tasks of economic and financial development.
The principle of scientific validity of planning is implemented in conditions when it is based on taking into account the laws and trends of scientific, technical and economic development, takes into account the objective conditions and specific features of a particular IP.
The principle of the dominance of strategic aspects in planning follows from the long-term nature of the results, the long cycle of innovation and their vital importance for ensuring the competitiveness of IP.
The complexity of innovation planning means the systematic linking of all plans developed at the IP.
One of the essential conditions for the validity of plans and methods for ensuring comprehensive planning is the budgetary balance of plans.
The principle of flexibility and elasticity of innovation planning means the requirement for a dynamic response of plans to deviations in the course of work or changes in internal and external factors.
The continuity of innovation planning includes two aspects: continuity and interconnection of plans of different duration; the requirement to constantly carry out planned calculations in accordance with changing conditions and the occurrence of deviations. Innovation planning necessarily involves the development of plans for various lead times: long-term, medium-term and short-term. The presence of plans of various duration establishes a certain frequency of their formation, which turns planning into a continuous process of developing, detailing (refinement), making changes and extending plans.

3. System of intra-company innovation planning

3.1. Types of innovation planning in the enterprise

The IP innovation planning system includes a set of various plans that interact with each other and are aimed at implementing the main functions and tasks of planning. The essential factors determining the composition and content of this complex are the organizational structure and profile of the innovative activity of the IP, the composition of the ongoing innovation processes, the level of cooperation during their implementation, the scale and constancy of innovation activity. Types of plans differ in goals, subject, levels, content and periods of planning.
According to the target orientation, strategic and operational planning of innovations are distinguished.
Strategic planning as an element of strategic innovation management is to determine the mission of the organization at each stage of its life cycle, the formation of a system of goals of activity and a strategy of behavior in the markets of innovations. At the same time, in-depth marketing research is carried out, large-scale predictive developments of the assessment of strong and weaknesses organization, risks and success factors Strategic planning is usually focused on a period of five years or more. It is aimed at creating a new potential for successful IP activities.
Operational planning of innovations has as its task the search and coordination of the most effective ways and means of implementing the adopted strategy for the development of IP. It provides for the formation of a product-thematic portfolio of IP, the development of calendar plans, the preparation of business plans for individual projects, the calculation of the required resources, funds and sources of their coverage, etc. Operational planning of innovations aims to realize the potential of the organization in the form of profits, sales volumes, etc.
Strategic and operational planning are in dialectical interaction and meaningfully complement each other in a single process of innovation management.
The subject sign characterizes the volume of planned work on IP. In accordance with the division of labor on a subject basis into IP, the planning of R&D, production, marketing, logistics, information support, finance, personnel and other subject areas of IP are distinguished into separate types of plans. Character subject area significantly affects the composition of the information used, the regulatory framework, the frequency and methods of performing planned calculations.
Planning should cover all areas and hierarchical levels of the organization. In accordance with the accepted organizational structure of the IP, there are consolidated or integrated planning of the activities of the IP as a whole, planning of structural units (divisions, services, departments and laboratories, industries, workshops and sites), planning of individual innovative projects and individual planning of the activities of performers. Each level of planning differs in the composition of the planned parameters, the degree of their detailing and development methods. The content aspect in innovation planning is expressed in three types of planned calculations: product-thematic, technical-economic and volume-calendar.
Product-thematic planning of innovations consists in the formation of promising areas and topics of R & D, the preparation of programs and activities for updating products, improving technology and organizing production at IP. At the production stage of innovative processes, this type of planning involves the development and optimization of production programs for IP and workshops.
Technical and economic planning includes calculations of material, labor and financial resources, necessary for the implementation of nomenclature-thematic tasks, as well as an assessment of economic results and the effectiveness of innovative activities of the IP. This type of calculation includes financial planning, business planning, budget planning, etc.
Volume-calendar planning of innovations consists in planning the scope of work, the loading of departments and performers; construction of calendar schedules for work on individual projects, the entire set of planned work, loading of equipment and performers; distribution of work for separate calendar periods.
Depending on the planning period, there are long-term plans, focused on five or more years, medium-term - up to five years and short-term, covering a period of time up to a year.
Composition and combination various kinds plans within a separate organization are formed on the basis of the concept of innovation planning adopted in it. In domestic and foreign practice, such forms of innovation planning as a program-target approach, management by goals, system management, network management methods, etc., are widely used.

3.2. In-house innovation planning processes

Innovation planning is not a one-time, volitional act of management, the result of which is an approved planning document. It is one of the most important processes for making managerial decisions at IP. This process consists of separate phases, stages and steps that are in a certain logical relationship and are carried out in a constantly repeating sequence, forming a specific planned cycle on the IP. The cyclical nature of innovation planning is ensured by direct and feedback links and is determined, on the one hand, by the need for consistent detailing of plan targets for individual periods of time, hierarchical levels of plans and the content of tasks, and on the other hand, by the requirements for updating plans in the event of deviations or new management considerations.
Innovation planning process. Regardless of the type of plans, it is divided into three formal phases of calculations: the formulation of the planning problem, the development of the plan, and the implementation of the planned solution. In practice, the microstructure of the planning process is also often regulated, in which each of the phases is specified in terms of its constituent stages, stages, methods of their implementation.
When setting goals, the following general requirements must be met:

pricing policy

The adoption of a planned decision is carried out by the manager on the basis of a comprehensive assessment and a reasonable choice of the best the best option plan. The decision on the plan is one of the most important management decisions in innovation management.

3.3. Organization of innovation planning at the enterprise

The complexity of innovation planning processes and the variety of plans being developed require the strict organization of all procedures for the preparation, processing and synthesis of planned information, control over the execution of plans and their timely adjustment. The organization of innovation planning at IP provides for the solution of three sets of issues:
The composition and nature of the specialization of innovation planning bodies at the IP are determined by three main factors: the level of centralization of planning at the IP, the type common system management and the accepted form of organization of innovation.
The combination of various types of planned calculations forms integral systems for planning innovations in IP. Its implementation is entrusted to special planning bodies and managers at various levels. There is a fundamental difference between centralized and decentralized innovation planning systems in IP. At centralized system the planning function is entrusted to the central innovation planning bodies. In large specialized IP, research institutes, design bureaus, the consolidated planning of innovations is carried out by functional services (departments or departments): economics and IP development planning, thematic and scheduling, foreign economic relations, marketing research, sales, finance, labor and wages, contracts and legal support, logistics, accounting, etc. In this case, central planning services resolve issues of strategic, long-term planning, as well as summary calculations and justifications for the whole enterprise. Along with the central services in separate functional and subject (thematic) subdivisions, planning subdivisions are being created, dealing mainly with private issues of operational planning and monitoring the implementation of innovative processes.
The centralized form of organizing planning is most often implemented at large IPs with a relatively stable activity profile and a stable rate of technical progress. With a decentralized scheme, innovation planning is assigned to planning services and heads of IP departments specialized according to the thematic principle or responsible for individual stages of the innovation process: R&D, production, marketing, supply, etc. In this case, both strategic and operational planning of innovations is carried out separately in areas innovative activity of IP.
One of the most important tasks of organizing the planning of innovations at IP is the mutual linking of individual plans into a single set of coordinated and strictly subordinated plan targets. In planning, this task is called coordination of plans. Its implementation is carried out by various procedural and methodological techniques. There are three types of coordination of plans: by periods, content and levels of planning. Coordination of plans by periods can be carried out in two ways:

thematic areas

Level coordination of plans is ensured by the system of delegation of authority adopted at the IP, the development of democratic principles in management. The process of planning by hierarchy levels can be carried out on IP according to three alternative schemes:

common tasks

Planning innovative processes due to their creative nature, personalized form of activity and results in more a bottom-up coordination scheme is characteristic. It is known that two-thirds of American companies plan according to this scheme, and the rest - on the basis of the interaction of all levels of management.
Formalization of innovation planning processes for IP in each of the listed areas is carried out by specific methods and ensures meaningful coordination of all services and departments in the innovation management system.

4. Methods of intra-company innovation planning

4.1. Scientific and technical forecasting

Essence and types of scientific and technical forecasting. The innovation activity management system provides for the performance of special calculations related to the development of scientific and technical forecasts. A scientific and technical forecast is a comprehensive probabilistic assessment of the content, directions and volumes of the future development of science and technology in a particular area. The main function of scientific and technical forecasting is to find the most effective ways to develop the objects under study based on a comprehensive retrospective analysis and study of trends in their change.
In the control system, the forecast provides the solution of the following most important tasks:

options

The forecast reduces the number of variant studies in the formation of the plan, increases the depth and quality of the justification of the plan, forms its ultimate goals, determines the conditions for the implementation of the plan, models the possible ways of developing the object, the activities necessary for their implementation and the expected results. Thus, first of all, it serves to justify planned decisions. However, predictive developments can also be used to determine the possible consequences of the implementation or non-implementation of planned decisions. The need to develop various types of scientific and technical forecasts is predetermined by the complexity of the innovation sphere as an object of management.
Forecasts differ in the nature of objects, the content and period of forecasting, the scale and degree of complexity, the level of development, etc.
Taking into account the breadth of the thematic framework and the level of development, forecasts are distinguished:

certain types

All of them are interconnected by relationships of subordination and form a hierarchical forecasting system that provides an organic combination of forecasting activities at various levels of management and in all areas and areas of science and technology.
The narrower the thematic framework of the forecast being developed, the shorter the forecasting period should be. In new, rapidly developing fields of science and technology, forecast periods are shortened, and the forecasts themselves are updated more frequently than in traditional fields.
Methods of scientific and technical forecasting. Modern domestic and foreign practice includes more than 130 different methods for developing forecasts. The whole variety of methodological methods of scientific and technical forecasting can be conditionally reduced to three most important groups:

expert methods

The essence of the extrapolation methods used in forecasting science and technology is that by analyzing the change in individual parameters of the object being developed in the past and examining the factors that cause these changes, one can draw conclusions about the patterns of its development and ways to improve it in the future. In scientific and technical forecasting, it is customary to distinguish two types of problems solved by extrapolation methods: problems of dynamic and static analysis.
Trend extrapolation refers to quantitative forecasting methods. For forecasting quality characteristics, as well as objects, the development of which is not amenable to formalization and statistical modeling, methods are widely used expert assessments. The essence of expert methods of scientific and technical forecasting is that, on the basis of a priori, assessments of a qualified specialist or a group of specialists, a conclusion is made about the ways of development of science and technology, promising areas of scientific research and development. Depending on the form of work with experts, individual and collective methods of examination are distinguished.
One of the most promising approaches to the development of forecasts is considered to be modeling the development of science and technology, i.e., determining the prospects for changes in technology based on adequate models of its development. By the nature of the models used, logical, informational and mathematical forecasting models are distinguished.

4.2. Product-thematic innovation planning

The essence and types of product-thematic planning. Product-thematic planning is essential element systems of intra-company innovation planning at all levels of management. Its tasks are to determine the directions and proportions in the scientific and technological development of the IP, to establish R&D topics, to form the structure of a promising production program for the production of innovative products and to implement the entire range of innovative activities.
In independent research institutes and design bureaus, product-thematic planning is represented by the formation of a thematic plan containing a list of R&D and innovative projects aimed at implementing the adopted concept of the prospective development of IP. In the process of thematic planning, the selection of the most important topics is carried out, its effectiveness and the level of quality of the planned results are assessed, the executors, deadlines and estimated cost of the work are determined. The scientific, technical and economic results of its activities in the current period and in the future depend on the quality and level of validity of calculations in the formation of the thematic plan of the IP.
At individual entrepreneurs that implement the final stages of the innovation process, product-thematic planning is expressed in the formation of a product-market portfolio of an enterprise and planning its production program for a certain period of time. The IP production program determines the range and volume of production of specific types of innovative products. When it is formed, the study of market conditions, the pricing policy of individual entrepreneurs, the calculation and planning of production costs is carried out. new products, the implementation of measures for the technical preparation of the production of new products, the distribution of production tasks by workshops and sections, as well as by periods of time of the calendar period.
Product-thematic planning in research institutes, design bureaus and entrepreneurs is a complex and lengthy process of collecting and processing scientific, technical and market information about the potential of an individual entrepreneur, the state of markets and competitors, forecasts for the development of certain areas of science and technology, as well as analyzing the existing obligations of the enterprise under government and other orders. This area of planned work refers to a greater extent to the top management at the IP, however, it captures all the lower levels of management. Of great importance is strategic thinking, focus on the long-term potential for success of the IP and the scientific validity of the decisions made. Scientific validity of product thematic planning provided subject to the following requirements:

scientific methods

business case

The process of product-thematic planning of innovations. Product-thematic planning is a complex, multi-level iterative process in which managers, planning services, analytical, research and development departments of the IP take part. It includes information support, analytical research, marketing developments, economic justifications and estimates, as well as assessments of one's own potential and rationale for management decisions. The general process of product-thematic planning of innovations contains three main stages of calculations: the formation of product-thematic proposals, evaluation of proposals and selection of topics, implementation of the plan.
The first stage - the formation of product-thematic proposals - has as its task the preparation of the largest possible number of promising innovative ideas regarding the composition innovative product, changes in the structure of markets or technical development of IP. The main sources of innovative proposals at this stage are the results marketing research performed scientific and technical forecasts and the development of a promising product policy for IP. Marketing research in market conditions constitute the most important source and necessary condition for a scientific approach to product-thematic planning for IP. Marketing research within the framework of product-thematic planning is focused on the formation of a product-market portfolio of IP.
The use of a variety of methods and techniques for searching for innovative ideas, along with a constant analysis of portfolio matrices and strategic planning of product policy, allows the IP to form a large number of alternative innovative proposals for the thematic plan, competing with each other in terms of available IP resources and expected results. According to consulting firms, a single successful product innovation requires an average of 58 diverse new ideas. At the same time, it is required to consider at least 300 different options and proposals. Therefore, the most important stage of product-thematic planning of innovations is the stage of evaluation of proposals and selection of the most relevant topics.
In domestic and foreign practice, to solve this important task, as a rule, various methods of selection of competing proposals are used, based on a multi-criteria assessment and a two-stage selection of promising topics. At the first stage, proposals are evaluated and their rough selection is carried out according to a set of criteria that reflect the market situation with the proposed innovative product. The following parameters of the market situation can be used as criteria at this stage of selection: dynamics of demand for an innovative product, expected market share, assessment of market risk, presence of market barriers, state of competition, price flexibility, expected profitability, required investments, availability of resources, expected production volume innovative product.
The selection of proposals at the first stage of selection is carried out in accordance with the generalized indicator by ranking the proposals and the normative restriction according to the minimum allowable level of the value of the generalized indicator. The limit is set by the IP based on the available resources and opportunities for the development of innovative potential in the planning period. At this stage of selection, the composition of proposals allowed for further consideration should exceed the innovative capabilities of the IP. At the second stage, a detailed selection of proposals admitted for development is carried out according to a set of criteria that characterize the scientific and technical level and the strategic attractiveness of proposals.
The following parameters can be used as criteria at this stage of selection: relative market share, product quality (according to international standards), level of technology, economic efficiency, patent and licensing capacity, management competence, personnel qualifications. The mechanism for evaluating proposals at the second stage of selection can be the same as at the first stage, but taking into account the specific prioritization of the criteria for selecting innovative proposals. The outlined scheme for the selection of innovative proposals should not be considered in isolation, but as part of the overall system for the formation of a product-thematic portfolio of IP. Only with such a systematic consideration, it can ensure an active search for fruitful innovative ideas and an objective selection of promising proposals, taking into account the market situation, general trends in the development of the innovation sphere and the real opportunities and interests of individual entrepreneurs.

4.3. Enterprise innovation scheduling

Scheduling aims to establish interrelated start and finish dates for each topic, taking into account available resources. In the process of achieving this goal, the following main tasks are solved at the scheduling stage:

calendar plans

With a large range of topics simultaneously performed, which is typical for many IPs, the high complexity of the developed equipment and technology, which requires the involvement of a large number of performers
etc.................

The essence of innovation planning

A plan is the setting of specific goals and foreseeing further events in the enterprise and in environment. The plan fixes the ways and means of development that correspond to the tasks set, justified management decisions.

Remark 1

The main distinguishing feature of the board is its definite and directive character. The plan allows you to get the greatest degree of specificity and certainty.

Planning is the main element of the enterprise innovation management system.

Definition 1

As an element of management, planning is an independent subsystem that includes specific tools, rules, structural bodies, information and processes aimed at preparing the implementation of plans.

Innovation is English word signifying innovation.

Innovation is a new order, product or technology, method, phenomenon that has not been used before.

Definition 2

Innovation is understood as an activity that develops, creates and distributes new types of products, technologies, etc.

Innovation is designed to turn potential scientific and technological progress into real products and technologies.

Definition 3

An innovative project is a purposeful, interdependent activities that are aimed at the development and implementation of innovations in the enterprise.

Functions and operations for planning innovation

Functions of the innovation activity planning subsystem:

Orientation of all participants to the goal - all participants need to be oriented towards achieving the goals of the organization's innovative activities.
Orientation to the future and recognition of problems in development - plans are based on reasonable forecasts of the development of situations.
Coordination of participants in innovative activities - is carried out by coordinating actions in front of emerging obstacles and problems. Coordination can be:
- administrative - the directive nature of the approval of plans; which are mandatory for all participants in innovation;
- proactive - voluntary and conscious coordination of action between managers and all participants in the innovation process;
- program - setting for each participant the planned targets of the innovation program;
- budgetary - the development of a planned budget with the help of restrictions on the resources intended for individual participants.
Preparation of managerial decisions is the analysis of problems, the implementation of forecasts, the study of all alternatives, the conduct of an economic justification for the most rational decisions.
Creation of an objective base for the effectiveness of control activities - comparison of actual values with planned values.
Providing participants in the innovation process with the necessary information - providing information to each participant about goals, forecasts, alternatives, deadlines, etc.
Creating motivation for participants in the innovation process - stimulating employees in order to increase productivity and coordinated activities of all participants.

The planning process involves operations on:

the choice of the main directions of innovative activity for the enterprise and its structural units;
formation of programs for research, development and production of innovative products;
the distribution of certain tasks over periods of time;
setting deadlines for the work to be carried out;
calculation of resource needs and their distribution among performers;
risk accounting.

The development of an innovation strategy implies the determination of promising directions for the development of an organization in terms of its innovative potential and predicted changes in the external environment. Effective Ways and ways to implement the development strategy are chosen in the process tactical planning of innovation activity. Its main tasks are to form a portfolio of innovative projects, the implementation of which will ensure the achievement of strategic goals with the optimal use of the organization's resource capabilities and maximization of future income. To do this, product-thematic plans for innovations are drawn up and their feasibility study is carried out. The implementation of the selected innovative projects within the optimal time frame and within the allocated resources is ensured by the development of operational calendar plans, which at the same time are a means of monitoring their implementation.

Product-thematic planning of innovations - the process of forming a product-thematic portfolio of innovative activities, which covers the development of programs and measures for updating products, improving technology and organizing its production and marketing.

Product-thematic planning of innovations is carried out marketing subsystem management, which explores the market and identifies new requirements and demands of consumers.

To do this, it is necessary to comprehensively study consumers, the conditions of competition and the level of scientific and technical potential of the organization, as well as find out the expectations of consumers regarding the possible characteristics of a new product. These actions are an integral part of the process of product-thematic planning of innovations, their results make it possible to more accurately determine the directions of innovative activity, they are performed by various functional services of the enterprise, however, the integrated marketing management system summarizes the results.

Studying consumers and analyzing the market marketing research department. To this end, they most often resort to a survey of consumers, which allows them to understand their lifestyle, determine the attributes that form their social status, the best ways to sell, and the like. This is a kind of attraction of a potential client to the creation of a new product, which facilitates its sale. General methodological approaches to such research include consumer segmentation, the study of demand motives, assessment of ways to acquire a new product, determining the reasons for purchasing it from this enterprise, assessing trends and reasons for changing needs, and the like.

Analyzes trends in scientific and technical progress and the level of scientific and technical potential of the organization department of scientific and technical forecasting. An analysis of STP trends is necessary to determine the feasibility of planning innovation activities in a certain direction. To draw an objective conclusion, one should analyze the scientific and technical information.

The method of searching for the necessary information is based on its classification. All technical information is divided into scientific and technical and patent. Scientific and technical information - this is information placed in books, scientific articles, deposited manuscripts, reports on research and development work, dissertations, and the like.

Patent Information - information contained in submitted but not yet considered applications, accepting applications and issued titles of protection (patents, author's certificates).

Examines consumer expectations for a new product sales department in order to identify the real market demand for it. This is necessary for the economic justification of the feasibility of its development by production, which is carried out taking into account the level of demand for an existing product and allows you to predict the level of prices for a new product.

Identify funding opportunities for innovative change financial and economic planning departments. This helps, even at the pre-selection stage, to reject projects that the organization is unable to implement due to financial difficulties.

Conducted in this sequence, the analysis of activities in the selected market segment indicates the direction of innovative changes that organizations need to take to improve the way they meet public demand, taking into account their financial and innovative capabilities.

Product-thematic innovation planning involves, first of all, the decision to update and improve the products manufactured by the enterprise, since it is the ability to create new goods (services) that better than others satisfy the needs of consumers, forms their commitment and devotion to the enterprise, provides it with sustainable competitive advantages.

To substantiate such decisions, the product range is analyzed and directions for its optimization in the planning period are determined.

Planning programs and activities for product upgrades. The modern assortment policy of each enterprise provides for the presence in its order portfolio of products at different stages of the life cycle, and a certain ratio between them. Practice shows that for the success of an enterprise, products that provide it with the greatest profit should cover 75-85 % total production. The rest is accounted for by products whose production is curtailed (obsolete) or started (new).

Based on analysis external environment organization (determining trends in demand for its products, assessing the benefits and preferences of consumers target segments markets, etc.) and internal (product profitability, stage of its life cycle) unprofitable goods, goods with low demand, goods whose life cycle is ending are removed from the assortment structure. But they introduce new products that can better meet the needs of consumers and give greater profits in the planned future.

The process of mastering a new product is possible only if its industrial design exists, created in the organization or if there is a license for its manufacture, acquired in other market entities. If the template does not exist, you need to schedule its creation. The complexity of creation and industrial development depends on how the concept of a new product will differ from the samples of products manufactured by the enterprise. It is necessary to carefully substantiate the feasibility of developing a new product, taking into account the resource capabilities of the organization and market conditions, carried out as part of the management of innovative projects.

At the same time, when analyzing the range of products manufactured by the enterprise, one should evaluate the possibility of extending the life cycle of those products whose consumer characteristics can be made more attractive to buyers through the improvement of the technological process. In many cases, minor upgrades to existing technology can modify or improve the performance of a product and help prolong its life cycle.

If the life cycle of a product has not yet been completed and it is suitable to meet the needs of consumers, and its lower competitiveness is due to price parameters, then it is quite realistic to regain lost positions by reducing the cost of its manufacture. In this case, it is necessary to develop organizational and technical measures that help reduce production costs.

If the product is inferior to the analogue that has appeared on the market in terms of quality characteristics, but they can be improved by improving the production technology, then a quality management program should be developed, which may also contain organizational and technical elements.

In the case of a sufficient level of competitiveness of products in terms of price and quality parameters, but a decrease in interest in it due to the appearance a large number analogues, it is necessary to plan the development of innovations in the field of sales promotion (advertising, promotions, branding, etc.).

So, carried out in the process of product-thematic planning, an analysis of the consumer attractiveness of all types of enterprise products allows us to determine not only the need to update the product range, but also the need to improve certain product characteristics to increase its consumer value. This can be achieved by improving the technology and organization of production and clearly planning measures for the organizational and technical development of the enterprise.

Planning of organizational and technical development of the enterprise. Such planning is aimed at ensuring the technological capabilities of the enterprise to produce competitive products. Planning the organizational and technical development of the enterprise provides for the following stages:

1. Preliminary assessment of the technical level of production.

2. Planning activities to maintain and improve the technical level of production and the development and implementation of new technological processes necessary for the production of new products.

Assessment of the technical level of production consists in defining, analyzing and summarizing indicators that reflect the level of progressiveness of technology and production equipment, the degree of technical equipment, the level of mechanization and automation of the main and auxiliary production and others. Objectivity can be ensured under the condition of methodically correct calculation of the relevant indicators and comparison of their dynamics for a particular enterprise for a certain period.

For an in-depth analytical assessment of the state of the technical development of an enterprise, the need for which arises in the event of the development of a special long-term program, indicators can be used that reflect the industry specifics of production. However, indicators of the technical level should give a complete description production equipment - technical means, with the help of which technological operations are performed, as a result of which there are changes in the physical or chemical characteristics of the feedstock (semi-finished products), its physical form, appearance etc.

The characteristics of the equipment involved in a particular technology not only affect the quality of the corresponding operations and products in general, but also determine the ability of the technology to change. For example, specialized equipment is suitable for performing only those technological operations for which it was created; versatile equipment - flexible and can perform significantly more operations. Specialized equipment simplifies operations and ensures higher productivity and quality of work. This makes it attractive for use in mass production, on specialized production lines. However, the transition to the release of a new product on such lines is difficult, since it is necessary to completely or partially replace the equipment or reconfigure it.

So, the calculation and analysis of the dynamics of indicators of the technical level of the enterprise make it possible to evaluate the directions and determine the essence of the measures necessary to ensure that its technical and technological state meets the requirements. In general, the following options for technical development can be distinguished.

1. Planning activities for the technical re-equipment of the enterprise and the reproduction and improvement (modernization) of its technical and technological base depends on the industry affiliation of the enterprise, as well as on marketing and production strategies that determine the requirements for equipment and technology necessary for the release of a particular product.

2. Planning for the technical re-equipment of the enterprise carried out in the context of a concentrated growth strategy, when it is important to increase production capacity enterprises. This is achieved by acquiring new pieces of used equipment.

Need in update (playback) technological equipment , which is on the balance sheet of the enterprise, exists permanently. In industries where products are traditional and do not change for a long time, it is the observance of the old technology that makes them competitive (this is especially true for some food technology). Given this, production equipment should be maintained in a condition that ensures compliance with all parameters of the technological process and production High Quality or replace with a similar new one. Making a decision on the option of reproducing equipment requires justification.

An alternative to replacing production equipment with a new one is its overhaul or modernization. The determination of the limit of permissible operation of production equipment is based on a comparison of options for its reproduction in terms of economic return. For this, it is necessary to take into account that:

In the process of replacing obsolete equipment with new equipment, additional one-time capital expenditures(for the purchase of new equipment) and losses from underdepreciation of old equipment;

Implementation overhaul and thus extending the life of the technical facility for another repair cycle causes an increase in the cost of production on it compared to the same costs when using new equipment.

So, with a long-term demand for products that the company produces, measures should be planned to maintain the technical level of production. If the market situation makes it necessary to implement a diversification strategy, then the composition of technological equipment installed for the production of new products may radically differ from the existing one, since new technological processes are being introduced.

3. Development and implementation of new technological processes . This option of technical development is chosen mainly when developing new products, which can be produced using existing technology, but subject to its significant improvement, in particular, the manufacture of certain equipment of its own design with improved characteristics.

The process of substantiating the technological renewal of production consists in assessing the production characteristics of the existing technology (product quality, level production costs, power). If these characteristics ensure the competitiveness of products and the enterprise as a whole for the planned future, then technological renewal is inappropriate. If not, they look for alternative options for a new technology, then compare them according to the above characteristics, as well as taking into account the compliance with the resource base of the enterprise, its available financial capabilities or creditworthiness.

The new technological process should ensure the manufacture of products that are planned for development in accordance with the established technical requirements. In addition, it must be cost-effective and minimize production costs per unit of output. It is an important indicator economic feasibility introduction of new technology. Therefore, if there are alternative options for the technology of manufacturing a new product, they are compared according to the criteria for minimizing costs (provided that alternative options provide approximately the same quality characteristics of the product).

When developing or improving technological processes, it is necessary to compare options for technological solutions.

Evaluate options for technological solutions based on the cost of production, manufacture, during their implementation. However, the costs of manufacturing products should be compared without taking into account managerial and general production costs, since their value does not directly depend on the adopted technological process. To determine an effective option, it is enough to calculate the technological cost of the product, that is, the amount of costs that changes for the use of various technological processes.

So, the renewal and development of the technical and technological base of the enterprise should ensure the possibility of implementing its strategic plans. Technological changes must be timely, take into account the duration of the life cycle of demand, technology and products manufactured by the enterprise. The ability of an enterprise to technological change depends not only on the level of variability of the technology used, but also on its financial capabilities. Given this, it is necessary to design new technological processes on an alternative basis in order to select the option that corresponds to the principle of economic rationality.

Technical and economic planning innovation activity is an integral part of the organization's annual technical and economic plans, when its resources are distributed in various areas, including the technical development of production and product renewal. In the process of technical and economic planning, it is necessary to evaluate the results and economic efficiency of the introduction of innovations, as well as to form appropriate budgets.

Technical and economic planning of innovation activities -the process of determining the scope of work to be performed for each innovative project, as well as the needs and sources of attracting material, financial and labor resources required for their implementation.

The main task of the technical and economic planning of innovation activity is to assess the resource needs for the introduction of innovations, which the organization can implement due to its innovative and financial capabilities, as well as to determine the economic return from the introduction of innovations. To do this, it is necessary to form a budget for an innovative project for all items of its resource provision, calculate the expected income from its implementation and determine the amount of possible income (marginal income). If the project provides significant changes in business (planning the development of a new product, entering new sales markets, developing an innovative sales promotion strategy, etc.), develop it business plan - a detailed document containing a rationale for the economic feasibility of an entrepreneurial project based on a comparison of the resources necessary for its implementation and the expected benefits (profit).

Radical technological change carried out infrequently. A significant part of the innovations is of an improving nature, that is, it is aimed at improving technical means in order to reduce the complexity of operations, save materials (due to the use of cheaper substitutes or optimize the processing modes of the source material), energy, etc. Such measures help reduce production costs, which is important for enterprises implementing a cost minimization strategy or with limited financial capabilities. As a rule, improving innovations are local in nature and are developed by the employees of the enterprise.

The feasibility of their implementation is determined by comparing the cost of the base and new options (in the case of the existence of alternative options - for all alternatives) and determining the possible savings for those items of production costs that change as a result of the implementation of innovations. The calculation is carried out in two ways: in terms of relative economic efficiency capital investments (adjusted costs) and according to the totality of indicators of annual economic efficiency.

The calculations made allow us to see the return on innovation and compare it with innovation costs. If there are alternative options for innovative changes, the value of the forecast economic effect serve as a basis for choosing the best option. If offered innovative solutions, different in nature, which can complement each other, then technical and economic calculations make it possible to determine the sequence of their implementation, carried out already in the process of operational scheduling.

carried out, as a rule, to manage the implementation of an innovative project. Its task is to determine the scope of work for each calendar period of the year (quarter, month, decade, day), planning the workload of departments and performers, developing calendar schedules for the implementation of individual innovative projects and their coordination with calendar plans current production, determining the amount of resources spent on innovative projects and the order in which they enter the workplace. A clearly planned sequence of work in time and space allows you to control the implementation of innovative projects in accordance with the schedule and allocated resources and make timely adjustments to the plans and actions of the performers.

Operational-calendar planning of innovation activities -planning of work related to the implementation of a specific innovative project.

In the process of operational-calendar planning of innovation activity, it is recommended to use network methods of planning and management and methods of management by goals. With their help, the order of work and expected results are determined, as well as the timing of their achievement and the necessary resources.

Network planning and management methods provide for the preparation of schedules for the implementation of an innovative project for individual stages (works, stages), monitoring their compliance and eliminating deviations from schedules in order to optimize the timing of the project. They are used to manage the implementation of large-scale innovative projects at the stage of industrial development of innovations in order to coordinate the activities of various functional and production departments of the enterprise that carry out the technical preparation of production.

Since innovation projects differ in complexity and scale, different methods are used to manage them. In particular, for small-scale and simple projects, it is advisable to use Gantt charts, for large-scale projects, complex network management methods, among which the most popular are the program and review method (recta) and the critical path method (CPM).

Goal Management assumes that each participant in the innovation process must have clear goals for their activities, ensuring that they choose effective ways to achieve them, accelerate the implementation of an innovative project. offered it as a tool general management P. Drucker. He believed that every leader in the organization - from the highest to the lowest managerial level - should have clear goals for his activities, which will help him understand what the organization expects from him. In innovation management, management by objectives is used according to creative works and those that are not standardized, although the final result, as a rule, is clearly defined ( specifications, which should be inherent in the new product; the functions that it should perform, the timing when a prototype should be created, etc.).

This method allows you to evaluate the actions individual workers and divisions based on the results achieved, which stimulates initiative, independence in their decision-making.

Management by objectives occurs in the following sequence: setting goals, planning actions, checking and evaluating work, and implementing corrective measures to achieve planned results.

Development of the method of management by objectives in last years formed an approach to managing an organization based on method balanced scorecard - the method used to select, document and interpret financial and non-financial indicators combined by causal relationships that reflect the process of implementing the organization's strategy.

In order to plan and ensure the process of achieving the goals, appropriate financial and non-financial plans are developed for each of them. indicators , for which target values are determined to create the possibility of subsequent control. Achieve developed goals by developing and implementing strategic measures. Each strategic action is followed by terms its implementation, budget and clear responsibility.

A balanced scorecard involves the formulation of goals for the relevant thematic areas of the innovation process - "prospects".

Based on the empirical research R. Kaplan and D. Norton found that successful organizations use at least four perspectives in their goal systems: Finance, Customers, Processes and Potential.

1. Finance perspective. The main question of this perspective is: what goals, given the financial expectations of its founders, should the organization set for itself? This perspective is an indicator of innovation success for commercial organizations, since it answers the question, the ultimate goal of doing business has been achieved - making a profit in the long term.

2. Perspective "Customers". The question from this perspective is: do we need to set our customer satisfaction goals in order to achieve our financial goals? This perspective refers to the positioning of the organization in the market and the perception of customers of its products or services.

3. Perspective "Processes". The goals of this perspective are formed from the following angle: changes in our internal processes necessary to achieve goals in the future "Finance" and "Clients"? At the same time, we are not talking about listing all the processes of the organization, but about focusing on the processes that critical for the successful implementation of innovation.

4. Perspective "Potential ". The question of this perspective is: goals regarding our potential should we set in order to meet future requirements? The resources of this perspective are people, knowledge, innovation, creativity, technology, information and Information Systems. These organizational potential factors set the stage for future change and market adaptation.

Unlike the classic names of the first three perspectives, the name of the fourth perspective can vary: "Learning and Growth", "Development", "Knowledge", "Innovation" and others.

Based on the answers to the questions of each of the prospects, determine strategic goals(Fig. 5.2). First, goals are formulated verbally (only in words). Then, for each formulated goal, indicators (indicators) are determined, which are assigned target values (numbers). For each goal, strategic measures are developed, the implementation of which is necessary to achieve the target values of the indicators.

Rice. 5.2. The system for developing the strategic goals of the organization

A balanced scorecard implies the presence feedback when NOT only deviations from a certain course are corrected, but also an innovative strategy (Fig. 5.3).

Rice. 5.3. Process strategic management company

It is also advisable to use balanced scorecards to solve the problems of operational management of the implementation of the strategic plan, in the process of which the current tasks are combined production activities and tasks of innovative development. The use of BSC to implement the innovative strategy of an enterprise not only minimizes the costs of developing an innovative project, contributing to the timely correction of erroneous actions, but also makes it possible to improve it in the implementation process, taking into account changes in consumer preferences.

A variety of tools and methods for planning medium- and short-term tasks of innovative development that can be used for the operational management of innovative activities ensures the choice of the optimal one, taking into account the duration, scale and complexity of the innovative task, as well as in terms of the effectiveness and efficiency of further control and corrective actions. .

Innovative management: lecture notes for students of advanced training courses / ed. L. I. Fedulova. - M.: Institute of Economics and Forecasting of the National Academy of Sciences of Ukraine, 2011. - P. 130.
Innovative management: lecture notes for students of advanced training courses / ed. L. I. Fedulova. - M.: Institute of Economics and Forecasting of the National Academy of Sciences of Ukraine, 2011. - P. 132.

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