Competitive advantage is always associated with the implementation of certain changes that affect all members of the organization. Moreover, changes, to one degree or another, are always associated with innovation.
The term “innovation” first appeared in the scientific research of cultural scientists back in the 19th century and literally meant the introduction of some elements of one culture into another.
Only at the beginning of the 20th century did the patterns of technical innovations begin to be studied. In 1911, the Austrian economist J. Schumpeter, in his work “The Theory of Economic Development,” identified two aspects of economic life:
· static (routine circulation is associated with constant repetition and resumption of production - the organizations participating in it know the principles of their behavior from their experience, it is easy for them to foresee the results of their actions and it is easy to make decisions, because the situation is clear);
· dynamic (innovation circulation means development - a special, distinguishable in practice and in the minds of people, a state that acts on them as an external force and does not occur in the situation of economic circulation).
Innovations in the economy are introduced, as a rule, not after the consumer spontaneously has new needs and a reorientation of production occurs, but when production itself accustoms the consumer to new needs.
To produce means to combine the resources available to an organization, and to produce something new means to create new combinations of changes in the development of production and the market. Schumpeter J. identified five typical changes:
1. changes due to the use of new technology, new technological processes and new market support for production;
2. changes due to the use of products with new properties;
3. changes due to the use of new raw materials;
4. changes in the organization of production and methods of its material and technical support;
5. changes due to the emergence of new markets.
In the 30s of the 20th century, J. Schumpeter first used the concept of “innovation,” meaning by this changes with the aim of introducing and using new types of consumer goods, new production means, markets and forms of organization in industry. At the same time, J. Schumpeter assigned the main role of the driving force of economic development of society not to the nature of the struggle between capital and the proletariat (according to K. Marx), but to the introduction of innovations into the state economy.
The research also revealed that the source of profit can be not only price changes and savings on current costs, but also a radical update and change of products. The ability to ensure the competitiveness of an organization by changing prices or reducing costs is always short-term and of a marginal nature. The innovative approach turns out to be more preferable, since the process of searching, accumulating and transforming scientific knowledge into physical reality is essentially limitless.

Sources of innovative ideas

Drucker P. identifies seven sources of innovative ideas:
1. an unexpected event for an organization or industry - unexpected success, unexpected failure, unexpected external event
2. incongruence - a discrepancy between reality (as it actually is) and our ideas about it (as it should be)
3. innovations based on the needs of the process (by the needs of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated)
4. sudden changes in industry or market structure
5. demographic changes
6. changes in perceptions, moods and values
7. new knowledge (both scientific and non-scientific).
According to Drucker P., the systematic innovation process consists of a targeted and organized search for changes and a systematic analysis of these changes as a source of social and economic innovation. He classifies the first 4 sources of innovative ideas (areas of change) as internal, since they are located within the organization, within an industry or service sector (such sources are available to those working in a given organization or in a given industry). The last three sources are external because they have their origins outside the given organization or industry. However, there are no clear boundaries between all sources, and they can overlap each other.
When choosing an innovative idea and making a decision to introduce any innovation, you need to find out some points:
§ if we are talking about product innovation - does this or that product have a good chance in the market?
§ if we are talking about any innovative project - obtaining a real profit (the profit from the project should be significantly higher than the costs of its implementation) and assessing the real risk (the risk associated with the project should be in the maximum acceptable ratio with the profit from its implementation).
Thus, in order to achieve the intended goals and receive monopoly excess profits from innovative activities, the organization must comply with certain conditions and meet certain requirements:
§ it is necessary to clearly understand the volume of demand of potential consumers for innovation, its economically expressed advantages over existing methods of satisfying this need
§ it is necessary to identify resource limitations that arise during the creation, production and marketing of innovations, i.e. it is important to correctly draw up a comprehensive forecast of the economic potential of an innovation
§ for the successful development of an innovative organization, a prerequisite is that the organization’s personnel meet certain requirements
§ with limited material and financial resources and market uncertainty, the quality of organization and management plays a significant role in the success of innovative organizations.
In connection with the above, it is small innovative organizations that are most effective, since they are characterized by the absence of strictly formalized management structures, which ensures speed and flexibility in decision making.

Innovation process

The formation of a plan, preparation and gradual implementation of innovative changes is called the innovation process. The innovation process is a broader concept than innovation activity. It can be viewed from different perspectives and with varying degrees of detail:
· firstly, it can be considered as a parallel-sequential implementation of research, scientific and technical, production activities and innovations;
· secondly, it can be considered as temporary stages of the life cycle of an innovation from the emergence of an idea to its development and implementation.
In general, the innovation process is a sequential chain of events during which an innovation is implemented from an idea to a specific product, technology or service and spreads into business practice. Moreover, the innovation process does not end with the so-called implementation, i.e. the first appearance on the market of a new product, service or bringing a new technology to its design capacity. The process is not interrupted, because As it spreads throughout the economy, an innovation is improved, made more efficient, and acquires new consumer properties, which opens up new areas of application, new markets, and therefore new consumers.
An important direction in the study of innovation processes is the identification of real factors that promote or hinder their implementation.

Table: Factors influencing the development of innovation processes

Group of factors Factors hindering innovation Activity factors promoting innovation activity
Economic, technological · lack of funds to finance innovative projects · weakness of the material and scientific-technical base and outdated technology, lack of reserve capacity · dominance of the interests of current production · presence of a reserve of financial, material and technical resources, advanced technologies · availability of the necessary economic and scientific- technical infrastructure · financial incentives for innovative activities
Political, legal · restrictions from antimonopoly, tax, depreciation, patent and licensing legislation · legislative measures (especially benefits) encouraging innovation · government support for innovation
Organizational and managerial · established organizational structure, excessive centralization, authoritarian management style, predominance of vertical information flows · departmental isolation, difficulty of intersectoral and inter-organizational interactions · rigidity in planning · focus on established markets · focus on short-term payback · difficulty in coordinating the interests of participants in innovation processes · flexibility organizational structures, democratic management style, predominance of horizontal information flows, self-planning, allowing for adjustments, decentralization, autonomy, formation of target problem groups
Socio-psychological, cultural · resistance to changes that can cause such consequences as a change in status, the need to look for a new job, restructuring of established ways of activity, violation of behavioral stereotypes, established traditions · fear of uncertainty, fear of punishment for failure · resistance to everything new that comes from the outside · moral encouragement, public recognition · providing opportunities for self-realization, liberation of creative work · normal psychological climate in the work team

The content of the innovation process covers the stages of creation, both innovation and innovation.
The innovation creation process includes (innovation life cycle):
1. Research stage
§ fundamental research and development of a theoretical approach to solving a problem (fundamental research is theoretical or experimental activity aimed at obtaining new knowledge about the basic patterns and properties of social and natural phenomena, about cause-and-effect relationships in relation to their specific application. There are theoretical and exploratory Fundamental research includes research - the task of which is new discoveries, the creation of new theories and the substantiation of new concepts and ideas. Exploratory research includes fundamental research - the task of which is the discovery of new principles for creating products and technologies, new, previously unknown properties of materials. and their connections, methods of analysis and synthesis. In exploratory research, the purpose of the intended work is usually known, the theoretical foundations are more or less clear, but the directions are not specified. In the course of such research, theoretical proposals and ideas are confirmed, rejected or revised. The positive output of fundamental research in world science is 5%.);
§ applied research and experimental models (applied/original research is aimed, first of all, at achieving a specific goal or task, at identifying ways of practical application of previously discovered phenomena and processes; applied research work aims to solve a technical problem, clarify unclear theoretical questions, obtaining specific scientific results that will later be used in experimental developments);
§ experimental development, determination of technical parameters, product design, manufacturing, testing, fine-tuning (product development is the final stage of scientific research, characterized by the transition from laboratory conditions and experimental production to industrial production. The purpose of product development is the creation/modernization of samples of new equipment that can be transferred after appropriate tests to mass production or directly to the consumer. At this stage, the results of theoretical research are finalized, appropriate technical documentation is developed, a technical prototype or an experimental technological process is manufactured and tested. A technical prototype is a real working sample of a product, system or process. demonstrating suitability and compliance of performance characteristics with specifications and manufacturing requirements);
2. Production stage
§ primary development and preparation of production (at this stage, a description of possible production methods is made, indicating the main materials and technological processes, conditions of operational and environmental safety. The stage of determining industrial applicability and preparation for production is the period during which the product must be prepared for release The result is a prototype - a full-scale working model, designed and created to determine the requirements for the production of a new product. The prototype fully complies with the industrial design standards of the final product, mastered in mass production. Data from technical analysis and collection of information are the basis of the feasibility study. , containing a detailed assessment of the costs of creating and operating the production complex and the profit from selling the product on the market at competitive prices);
§ launch and management of mastered production (full-scale production is the period during which a new product is mastered in industrial production and the production process is optimized in accordance with market requirements);
3. Consumption stage
§ supply of products to the market and its consumption (at this stage, the strategy for promoting a new product to the market is specified, the direct consumption of new knowledge embodied in the new product occurs. At the same time, the actual effectiveness of innovation activity is revealed.);
§ obsolescence of the product and the necessary liquidation of obsolete production (this stage occurs when there is not only physical, but primarily obsolescence of equipment caused by the rapid pace of development of new highly efficient models).
In relation to innovation, as the process of transferring innovation into the field of application, the content of the life cycle is somewhat different and includes the following stages:
1. the origin of innovation - awareness of the need and the possibility of change, search and development of innovations;
2. mastering an innovation - implementation at a facility, experiment, implementation of production changes;
3. diffusion of innovation - dissemination, replication and repeated repetition on other objects (diffusion of innovation is an information process, the form and speed of which depend on the power of communication channels, the characteristics of the perception of information by business entities, their ability to practically use this information, etc. According to J. Schumpeter's theory, diffusion of innovation is the process of a cumulative increase in the number of imitators/followers introducing an innovation after the innovator in anticipation of higher profits);
4. routinization of innovation - innovation is implemented in stable, constantly functioning elements of the corresponding objects.
Innovation, as a process, cannot be considered completely completed if it stops at one of these stages. In turn, the life cycle of an innovation may end at the consumption stage if it does not close with the innovation.
Thus, both life cycles are interconnected, interdependent and impossible without one another. Both life cycles are covered by the general concept of the innovation process, and the main difference between them is that in one case the process of forming a new product occurs, in the other - the process of its commercialization.

Figure: New Product Life Cycle

FLOW The need for theoretical research The need for development in the development of applied research The need of the economy for the development of new equipment, technology and consumer goods
SCIENTIFIC Basic research Applied research Experimental development Diffusion of innovations into production and consumption
IDEAS Discoveries Inventions Scientific and technical achievements/developments Innovation

Figure: Innovation process

Idea generation Checking technical feasibility Creation of a prototype Comprehensive testing and improvement of technical characteristics Market sounding Organization of large-scale production Market expansion
Market needs analysis Large-scale marketing
First stage Second stage Third stage Fourth stage Fifth stage Sixth stage
Organization of the innovation process
Let's look at the process of implementing innovation from a financial point of view.

Figure: Dynamics of costs and profits during implementation
innovation project (according to Mikkelson H.)

Profit W

Gross income

Net income

Profit

Ongoing costs associated
with production and
sales of products

Obviously, the early stages of this process are obviously expensive, and costs increase sharply as the innovation approaches the market (time t1). The segment t0-t1 corresponds to the first four stages of the innovation process. With the onset of the fifth stage, the organization begins to receive income from sales, which further grows with the expansion of the scale of production and sales (curve W on the segment t1-t3). Naturally, this happens only with the successful development of the innovation process. Curve V on the same segment characterizes the receipt of net income, starting from time t1. It is formed by subtracting from gross income W current costs Q associated with the production and sale of marketable products. From a certain point in time t2>t1, net income compensates for the costs in the early stages of the innovation process and the organization begins to receive net profit (curve P on the segment t2-t3).
Net profit grows as long as the new product is competitive and in demand among customers.
However, life shows that in a market economy this happy period for entrepreneurs does not last long. Following in the footsteps of the pioneering organization are many others, also seeking to establish themselves in a new market niche. Some of them acquire a license to use the innovation legally. Others act by pirate methods, using technology developed by the first organization or releasing a new product without complying with all legal requirements. Still others generally discredit innovations by organizing the underground production of low-quality and cheaper analogues under the brand name of the development organization. Finally, the fourth - the most serious competitors in the market - independently improve the consumer or technological characteristics of an innovation, achieve significant results along the way, find loopholes in patent legislation and gradually fill new spaces in the market niche with their products.

According to the research of P. Drucker, innovative activity consists of a targeted and organized search for change, as well as a consistent analysis of the opportunities that these changes bring for economic and social innovations. The most common are seven sources of innovation opportunities: unforeseen, incongruity, pressing need or necessity, changes in industry or market structure, demographics (demographic factors), changes in perception, understanding and mood, new knowledge.

Unforeseen event- it is an unexpected success or failure (failure) in business. Unexpected success not only indicates the possibility of innovation, it suggests its necessity. Such success should not be ignored because it conflicted with the usual order of things, but it is necessary to conduct an analysis and carefully understand what happened and what the consequences might be. An unexpected setback (failure) should also always serve to create new opportunities for finding innovative ways.

A condition for success when using unexpected events to introduce innovations is their connection with acquired knowledge and accumulated experience.

Inconsistencies- it is a discrepancy between what actually is and what should be (assumed). These are signs of qualitative changes that have already occurred within a market, industry, process, or that can be promoted. They can be divided into the following types:

Inconsistency with the economic realities of the industry;

Inconsistencies between the realities of a particular industry or service sector;

Inconsistency between actually perceived values ​​and consumer expectations;

Internal inconsistencies in the rhythm or logic of the ongoing process.

Sometimes it is impossible to understand why growing demand does not lead to improved economic performance. The innovator must think about how to take advantage of the discrepancy in the economic realities of the industry and what will turn it into an opportunity to achieve what is intended. The discrepancy between economic realities is a call to action.

Discrepancies between the realities of a particular industry or service sector arise when people working in them make erroneous assumptions about realities and reality. There is a discrepancy between reality and the misdirection of their efforts (behavior), which creates the opportunity for successful innovation. The solution must be specific, clearly focused and simple.

Discrepancy between actually perceived values ​​andexpectations consumers. An example of such a discrepancy is unexpected success. The expectations and values ​​of the buyer and the manufacturer are never the same. Behind the most common discrepancy between real and imagined reality there is always an element of intellectual arrogance, rigidity, and dogmatism. It is necessary to find opportunities for clearly focused innovations that will have a good chance of success.

Internal inconsistencies in the rhythm or logic of the process. The inconsistency is usually visible to those working in a given industry or service, an outsider cannot take advantage of this opportunity to innovate in order to produce a product or service to better satisfy the consumer.

Urgent need or need focused on solving certain problems, and not on the situation arising in the external environment. Due to necessity, taking into account new knowledge and the requirements of the time, the existing process is improved and rebuilt, sometimes a missing link is added to it. Process improvement must be conscious, i.e. It should be clear what we need at the moment, whether there is enough knowledge to solve the problem, whether the decision to realize the need corresponds to the values ​​of those who will use it. Therefore, to turn the urgent need into reality, specific program research is necessary, for example, the urgent need for the development of domestic tourism in Russia requires program research to determine the necessary measures and what innovations should be introduced for this.

Changes Vindustry or market structure suggest that the structure of a market or industry sometimes remains unchanged for a long period, but at the same time seems absolutely stable, and begins to be perceived by everyone as a given that will exist forever. However, the structure of a market or industry is a fragile structure: one small push can change the situation so much that it becomes impossible to conduct business as before. An example of such a push is the changes made at the beginning of 2007 to the Law of the Russian Federation “On the Fundamentals of Tourism Activities” regarding the financial responsibility of tour operators, which created a favorable situation for the development of innovative processes in the field of tourism.

Changes in industry structure create opportunities for innovation that is visible and easily predictable. Very often, outsiders to an industry who are willing to innovate can become an important force for change without taking much risk. Development of information technology in the 1990s. was a prerequisite for changing the structure of the tourism industry. The large holding Cendant, which was involved in real estate, took advantage of this and actively began introducing advanced technologies into the tourism business. The holding's management began to create and buy virtual travel companies, as a result of which the holding took a leading position in the e-commerce market for tourism services.

These four sources of innovation opportunities may be symptoms of changes in the external environment, economy, society or knowledge, but they manifest themselves within the framework of a business activity, industry or market.

Sources of innovation opportunities such as demography, changes in perception, understanding and mood, as well as new knowledge are external factors, which include changes in the social, philosophical, political and intellectual environment.

Demographic factors - changes in the composition of the population, its size, age structure, employment, level of education and income are clearly pronounced and their consequences are the most predictable. The importance of trends in population dynamics has always been recognized by businessmen, economists and politicians, but changes in birth or death rates, levels of education, the composition of the labor force, or the location and movement of people have been thought to occur over significant periods of time and therefore have little practical impact. implications for daily decision making. However, demographic changes provide innovative opportunities that can produce good results with a high degree of reliability, especially in the field of recreation and tourism. An example of successful use of demographic changes in the field of tourism business is the company Club Mediterranee.

Changes in perception, understanding and mood arise when a change in perception occurs, but the fact itself does not change, only its meaning changes, for example, the statements: “the glass is half full” or “the glass is half empty.” Unexpected success or failure is often a sign that a change in perception has occurred. Innovation driven by change in perception must start small and be very specific. A critical aspect of such an innovation is the implementation period. There is nothing more dangerous than trying to take advantage of a change in perception hastily. Much of what may appear to be a change of perception turns out to be short-lived fashion.

New knowledge, Knowledge-based innovations differ from all others in their main characteristics: duration, number of failures, unpredictability, as well as the problems that the entrepreneur has to solve. Knowledge-based innovation is the result of a combination of several types of knowledge, and not necessarily only scientific and technological. In most cases, innovation occurs only when all the necessary factors are known, available and already in use somewhere. Therefore, new knowledge is characterized by a long period of implementation. It takes 25...35 years for a real technology for its practical application to emerge on the basis of new knowledge, and for the market to accept it. Many of the elements of what is now called management appeared immediately after the end of the First World War, but individual components of management were developed for a long time: organization, human resource management, etc. It was only after the systematization and optimization of new knowledge in the mid-1950s. management has acquired global significance.

Innovation based on new knowledge brings change. Its purpose is to create a need, and no one can say in advance how the user will perceive it. Other innovations are based on changes that have already occurred and are aimed at meeting existing needs.

Topic 1. Innovations as an object of innovation management

1.2. Factors that promote innovation

Opportunities for Innovation are created by changes in the internal and external market environment. Drucker P. identifies seven sources of innovative ideas:

Internal (located within the organization, within an industry or service sector (such sources are available to those working in this organization or in this industry):

an unexpected event for an organization or industry - unexpected success, unexpected failure, unexpected external event.

incongruence is a discrepancy between reality (as it actually is) and our ideas about it (as it should be).

innovations based on the needs of the process (by the need of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated). In particular, the use of scientific and technological advances and the ability to manage large volumes of information allow companies to improve the way they meet consumer needs. There are opportunities to create and provide consumers with increasingly effective products and services. New knowledge allows us to improve products and services, reduce the cost of products and improve their quality. sudden changes in industry or market structure Changes in industry structure provide enormous opportunities for innovation.

External (they have their origin outside the given organization or industry):

demographic, environmental changes.

changes in perceptions, moods and values.

new knowledge (both scientific and non-scientific).

The factors listed above may intersect in time, which means that at the same moment a company may well have the opportunity to choose several directions at once to apply its forces.

INNOVATION MANAGEMENT.

Management and innovation are needed everywhere - in the economy and in education, in healthcare and municipal government. And they are necessary precisely because they do not mean a “radical change”, grandiose transformations. At any given moment, an entrepreneurial society makes a great many different steps simultaneously: a new product here, a new service there, a new form of leisure somewhere else. Only such a structure is able to satisfy the diverse and almost always local needs of a very complex society, especially to develop these needs. Therefore, innovation is defined as the final result of intellectual (scientific and technical) activity, embodied in the form of a new or improved product or service introduced on the market.

Concepts should be differentiated innovations And innovation. Innovation – this is the formalized result of fundamental, applied research, development or experimental work in any field of activity to improve its efficiency. Innovations can take the form of: discovery, invention, patent, trademark, innovation proposal, documentation for a new or improved product, technology, management or production process, standard, etc.

The main thing is to introduce innovation, turn innovation into a form of innovation, i.e. complete innovation activities and get a positive result.

Innovation– the final result of introducing an innovation with the aim of changing the control object and obtaining an economic, social, environmental, scientific, technical or other type of effect.

Seven sources of innovation opportunities.

Innovation does not have to be technical or anything tangible at all. It is believed that the Japanese are not innovators, but imitators. Indeed, they showed little technical and scientific innovation. Their success was based on social innovation.

The Japanese made a deliberate decision a century ago to focus on social innovation and imitate, import and adapt technological innovations - all of which brought them stunning success.

What is sometimes called creative imitation is a completely respectable and often very successful entrepreneurial strategy.

Innovation is an economic and social term rather than a technical one.

Systematic innovation consists of a purposeful, organized search for change and a systematic analysis of the opportunities that these changes can provide for economic or social innovation.

Systematic innovation means monitoring seven sources of innovative opportunities.

The first four sources lie within the enterprise (internal environment), so they are visible primarily to people working in a given sector or industry. These are mostly symptoms. But they are highly reliable indicators of changes that have already happened or that can be made to happen with little effort.

These four sources are:

- Unexpected event: unexpected success, unexpected failure, unexpected external event.

- Mismatch, mismatch: between reality as it is and its reflection in our opinions and assessments.

- Innovation based on the needs of the production process.

- Changes in industry or market structure that take everyone by surprise.

The second set of sources, of three elements, includes changes outside the enterprise or industry, namely, in the social, political, intellectual environment (external environment):

- Demographic changes.

- Changes in consumer perception and sentiment.

- New knowledge, scientific and non-scientific.

All these sources overlap each other, but the order in which they are listed is not arbitrary. They are listed in descending order of reliability and predictability. Contrary to almost universal belief, new knowledge—especially scientific knowledge—is the least reliable and least predictable source of successful innovation. For example, analysis of such things as unexpected events will greatly reduce risk and uncertainty. The innovations that arise from it tend to mean the least difference between the start of an enterprise and its measurable results - success or failure.

The famous American management specialist P. Drucker identified 7 main sources of innovation or conditions for the emergence of innovation:

1) unexpected event (success, failure, event in the external environment);

2) discrepancy or discrepancy between reality and its reflection in our opinions and assessments;

3) the needs of the production process;

4) changes in the structure of the industry and market, “taking everyone by surprise”

5) demographic changes

6) changes in consumer perception and sentiment

7) new knowledge (scientific and non-scientific)

Unexpected event. The richest opportunities for effective innovation come from unexpected success (veterinarians discovered that drugs for humans can also cure animals, acquired licenses for the production of new drugs for veterinary medicine, and organized their production). At the same time, innovative opportunities are associated with a lower risk of obtaining a negative result, and the implementation of innovations is less labor-intensive.

Discrepancy between what is and what should be. This phenomenon can be expressed in the following situations:

Inconsistency between economic indicators. An increase in demand for products (i.e., for their production) should also correspond to an increase in profits. The discrepancy between the dynamics of these indicators across the industry indicates a crisis situation. An innovator who notices this discrepancy and finds a new solution to the problem can expect success. Example: Even a minimal expansion of steel and rolled metal production required huge investments, which paid off very slowly; the production process was uneconomical: heating and cooling of the ingots was carried out 4 times. Specialized mini-factories began to emerge that produced a limited range of products. The production process was more amenable to automation, and unit costs were reduced by half.

Discrepancy between reality and the idea of ​​it. Occurs when industry leaders rely on faulty assumptions and misunderstand the real situation.

Discrepancy between the buyer’s values ​​and managers’ (manufacturers’) ideas about them. Leaders think they know everything, but in reality something different happens. (Japanese radio industrialists were sure that the poor could not afford a television, but for them it had a specific value and was purchased).

Manufacturing Process Needs. In production activities, situations often arise when technological process bottlenecks hinder business development. In this case, there is a need to replace a weak link or rebuild an existing process in accordance with the new level of knowledge. EXAMPLE: in the 19th century. There was a weak link in photography - glass photographic plates. By replacing them with cellulose film and designing a lightweight camera for it, Kodak gained leadership in photography.

Changes in industry and market structures:

Rapid growth of the industry. If the output of an industry is growing faster than the population or the economy as a whole, then the structure of the industry must change. When production doubles, businesses tend to lose track of customer needs and serve the market ineffectively.

The rapprochement (convergence) of technologies. The combination of several technologies into one causes major changes in the structure of production. (cell phone with built-in camera and watch;)

The industry is maturing for its major structural transformation.(transformation of ophthalmic blades in the USSR: changes in methods of treating eye diseases, in operating technology, in the creation of a new surgical instrument (diamond scalpels) and, as a result, a change in the organization of the entire treatment process).

Demographic changes. They greatly influence the volume of demand for goods and services, which opens up new opportunities for innovation. EXAMPLE: in 1949, a “baby boom” began in the United States, which ensured the emergence of families with a large number of children. In the early 60s, when the children of this wave grew up, the shoe merchant Mellvil reoriented his business towards teenagers: new products were developed for them and advertising was targeted.

Changes in public perception. Changing moods in society and creating new values ​​are serious opportunities for innovation. (health value - fitness centers, gyms, environmentally friendly products).

Features of innovations based on new knowledge. The implementation of innovations based on new knowledge is characterized by the greatest expenditure of time.

1. A thorough analysis of the knowledge itself that allows you to create an innovation is necessary. It is important to find out what conditions are not enough for the successful implementation of an idea. If all conditions cannot be met, innovation should be postponed.

2. A clear focus on strategic market dominance is important. A promising innovation immediately attracts competitors, and therefore leadership must be achieved quickly.

3. Innovation requires entrepreneurial management

5. Features of innovative organizations, their types.

The main difference between innovative (renewing) organizations is their focus on changes, which become the norm of their activities. They pursue an active innovation policy. By investing heavily in research and development. They constantly introduce new products and services to the market and update their technological base. (Best innovative companies: Bank of America, Procter&Gamble, IBM, Sony, etc.).

Features of innovative organizations are in their own understanding: essence of innovation And managing the innovation creation process.

The essence of innovation.

Features of managing innovation creation processes

Basic provisions	Contents of the provisions
The main prerequisite for an innovation strategy	Products, technologies, markets, distribution channels, etc. getting old
The basis of innovation strategy	Planned and systematic replacement of obsolete
Direction of work on creating innovations	Refusal of the well-known time sequence “research - development - production - marketing”. The project manager carries out work depending on the logic of the situation.
Organizational principles for creating innovations	Separate from current production
Organization of work to create innovations	Independent group or team working in parallel with an existing structure
Financing	Separate from current activities.

An innovative organization in its strategy is guided in advance by the need to constantly work on new products and services. That is, simultaneously with the production of products, systematic preparation of new products takes place.

In innovative organizations, and this is their significant difference, the creation of innovations is a type of business, whereas in most organizations it is a function, part of the overall activity of the enterprise.

There are 5 types of behavior of innovative firms in the market depending on:

· novelty of the industry (new, promising, mature)

· company size

· amount of R&D expenses

· scale of production: mass (large-scale, serial), small-scale, single (pilot and experimental) production

Product quality

· level of competition, etc.