Abstract of the problem of development of innovative activity. International student scientific bulletin Problems of innovative activity of Russian enterprises

As was shown in the previous paragraph, despite the measures taken in recent years, innovation activity in the country remains low, the country's economy does not become innovative and continues to lose its competitiveness. Thus, the ranking includes 133 countries but their competitiveness for 2009-2010. Russia dropped from 51st to 63rd place.

Due to the low innovative activity of domestic enterprises, Russia's share in the world market of high-tech products is only 0.3%, while the USA - 36%, Japan - 30%, Germany - 17%.

The data presented indicate low innovative activity in the business sector of the economy and the absence of noticeable positive changes in Russia. Obviously, this state of affairs does not meet the requirements for the transition of the domestic economy to an innovative path of development.

What are the reasons for the weak development of innovation activity in Russia?

Considering the issue of the causes and factors of the Russian economy’s weak susceptibility to scientific and technological progress, to innovation, it seems fundamentally important to divide them into those operating in the economy as a whole and influencing the low innovative activity of all Russian enterprises and what are the problems of the weak development of small innovative entrepreneurship.

Since SIE is an integral part of the entire system of activity in the innovation sphere, its development is influenced by the general state of innovation activity in the country and the entire set of relevant factors. At the same time, there are a number of specific factors that directly influence the state and development of small innovative entrepreneurship.

In this regard, it is necessary to consider both those and other factors on which the state and development of both the innovation sphere as a whole, as well as small innovative entrepreneurship, depends.

And first of all, it is necessary to consider the reasons and factors that determine the generally unsatisfactory state of innovation activity in the country.

The well-known methodological position that without first solving general issues it is impossible to solve specific ones has its significance in the innovation sphere. As for the nature and content of the causes and factors of a general order, it should be borne in mind that they are determined by the essence of the model of the Russian economy that emerged during the market reforms and are of a deep-seated nature. They reflect not external economic processes and phenomena, but essential relationships and internal contradictions. Naturally, eliminating them without radical reform of the Russian economic model is impossible. Only this, in our opinion, is capable of unblocking the situation and creating favorable conditions for the formation of a national innovation system and intensifying innovation activity in the country.

The fundamental feature of the Russian economic model is its export-based nature of raw materials. With such a model, negative consequences for innovation processes are inevitable. As a result of the export-raw materials orientation, vertical production and economic ties were destroyed and stagnation and even degradation followed in a number of vital sectors of the economy and import substitution of their products (mechanical engineering, machine tool building, light industry, shipbuilding, aircraft manufacturing, etc.). We are talking about industries that are potentially susceptible to innovation.

Even during the period of economic recovery in 2002-2008, the growth trends in industries did not fundamentally change due to the predominance of exports of fuel and raw materials and the manifestation of a clear tendency to slow down the growth rate of industrial production. As a result, the share of the fuel and energy complex of other sectors producing export intermediate products has sharply increased (about % in the structure of industrial production), while the knowledge-intensive branches of mechanical engineering are among the outsiders.

Such changes in the structure of the Russian economy contradict the global trend of accelerated growth of the manufacturing industry and do not contribute to the transition to an innovative path of development.

The most important problems of insufficient development of innovation activity in general in the Russian economy include:

• almost complete absence of demand for innovation;
• insufficient funding for science and R&D in general;
• lack of an effective mechanism to support and stimulate innovation;
• administrative barriers, corruption;
• disunity of links in the innovation cycle from the birth of idea development to the organization of production of high-tech products;
• underdevelopment of the innovation infrastructure complex;
• reduction of research and development personnel;
• decline in the prestige of a scientist.

Let us consider the content of these problems and their negative impact on the development of innovative entrepreneurship in the domestic economy.

The lack of demand for innovation on the part of Russian enterprises is due to the fact that in modern conditions society’s need for innovation is diminished. The innovative model of enterprise development is considered unimportant for many business representatives.

The extremely low innovative activity of Russian business is due to the insufficient investment attractiveness of this type of business activity. The paradox is that more profitable enterprises and industries are less involved in innovation than low-profit enterprises and industries.

For example, in mining, the profitability of goods sold fluctuates at about 30% (in 2012 - 31%), and in the mechanical engineering industries - 6-8% (in 2012, production of machinery and equipment - 7.7%) "However, the least innovative activity is observed in the most profitable sectors of the raw materials complex (the share of organizations carrying out technological innovations here is

5-7%), and in low-profit industries of the machine-building complex the greatest innovative activity is noted (15-26%).

In other words, the main thing for a business is to make a good profit. As we see in the extractive industries, it is quite high. Why then spend money on risky innovative projects? However, this behavior of business leads to a decrease in the technological level of the domestic fuel and energy complex: for example, compared to 1989, the oil recovery factor in Russia has decreased by 20% to date, and in the USA it has increased by the same amount, the coefficient of the volume of gas flared in our country increased by 2-2.5 times, and in the USA decreased by a factor of 10.

Along with this, one of the most important factors in the insusceptibility of the Russian economy to innovation is the state of the Russian market environment. It is formed under the influence of the characteristic Russian combination of a vast territory with low population density and insufficiently developed infrastructure. Under such conditions, domestic markets for most goods and services involuntarily gravitate towards a natural monopoly. In this case, a natural monopoly is formed not so much of the manufacturer as of the seller or intermediary. Such monopolization of markets oppresses both the consumer by unreasonably inflating prices for consumer goods, and the producer by artificially limiting effective consumer demand and high prices for industrial goods. Ultimately, this reduces the ability of the real economy to invest in technological innovation.

Monopolization and low competition to one degree or another are characteristic of most sectors of the Russian economy. Thus, in the oil industry, more than 80% of production and 76% of refining are controlled by five companies, and the share of small companies in total oil production has decreased in the last 10 years from 11 to 5%.

In industry, the monopoly position of producers leads to the fact that rising costs are passed on to the consumer. But it is competition that creates the situation of the need to search for the competitive advantages of the company and the competitiveness of the product. Competition encourages improvement of the entire process from production to consumer goods. This is ensured on the basis of the development and implementation of certain innovations. As a result, there is a demand for innovation. It is on the basis of the implementation of innovations that the competitiveness of a product and its successful sale increase.

The world data shows that the higher the competitive environment, the higher the demand for innovation. In the entrepreneurial sphere, competitive success is achieved by companies based on an innovative model of behavior. In a competitive environment in the Russian economy, a weak ego negatively affects the attitude of enterprises to innovation.

Hence, the most important direction of the transition to an innovative type of economic development is the creation of a highly competitive institutional environment, including through the formation and development of competitive markets and the consistent demonopolization of the economy. Russia's accession to the WTO will further intensify the problem of developing a competitive environment.

Another serious barrier to the development of demand for innovation is the current bad practice of Russian business, when prices for products and services in all sectors of the national economy increase significantly every year.

As a result of this practice, enterprises increase their income not by improving production through the use of innovation, but by simply raising prices for their products and services.

As is known, in developed countries, enterprises increase their income by improving products (services), technology and organization of their production and, as a result, increasing the competitiveness of products based on the development and implementation of relevant innovations.

But Russian enterprises do not need risky innovations, since they can make good money by simply raising prices.

It is clear that this vicious practice of annual and quite significant price increases must be stopped. This will encourage manufacturers to more actively develop and implement innovations, increase the competitiveness of their products and, on this basis, increase the profitability of production.

The state of innovation activity in the country is also negatively affected by such an acute problem as the actual collapse of applied industry science, which formed the focus on innovative developments for the relevant industry and was the main partner in the practical development of the results of fundamental and exploratory research. This is evidenced by the data given in Table 2.7.

As can be seen from table 2.7. only for the period from 2000 to 2012. the number of research institutes decreased by more than 30% (from 2686 to 1725). At the same time, many research institutes, after privatization and transfer into private hands, changed their work profile. The number of design organizations has decreased by more than 2 times.

Without applied science, any domestic innovations turned out to be unclaimed, and the most professional of them are used in other countries. If in 1990 30% of enterprises were interested in new technologies and innovations, then in 2011 the number of innovation-active enterprises was only 9.6% of the total number.

Table 2.7.

Organizations that carried out research and development

Number of organizations - total including: scientific- research organizations design organizations design and design and survey organizations pilot plants educational organizations of higher education industrial organizations that had scientific research and development departments

An acute problem of innovative entrepreneurship remains insufficient financial support for the scientific sphere, which in fact is the core of the innovation system. Until now, we have not been able to fully overcome the consequences of the negative trends observed in Russia in the first decade of market transformations, which resulted in a sharp drop in the level of funding for national science, which decreased by approximately 5 times.

1 Russia in numbers 20!4.M.Rosstat.2014.p.366.

The country has not created favorable financial, credit and tax conditions for the modernization of industrial production on a new technological basis, attracting investment in innovation, without which sustainable economic development is practically impossible. Due to these reasons, neither potential consumers of innovations nor investors are interested in scientific, technical and innovative activities. Financial flows find ways to less risky, but more profitable types of business: in the field of trade, in the financial market, real estate transactions, etc. In such a situation, scientific research and development are not economically profitable. Therefore, the actual receipts of funds for the development of domestic science do not even ensure its simple reproduction. This applies to academic, applied and university science.

To implement the goals of “Strategy 2020” and the country’s transition to innovative development, the strategy of institutional transformations should be aimed simultaneously, firstly, at increasing the investment and innovation activity of the state (as an independent subject of innovation) and, secondly, at creating conditions for the innovative activity of domestic entrepreneurs. Strengthening the activity of the state as an independent subject of innovation activity (creation of state corporations aimed at developing innovations, support in the implementation of the Skolkovo project) is the most important factor in the innovative development of the country, but it is not sufficient.

Only entrepreneurial activity is the main source of economic growth, and it is entrepreneurs who determine the nature of economic growth - whether it will be extensive (increasing involvement of resources on a traditional technological basis) or an intensive-innovative type of growth, based on the use of the results of scientific knowledge and innovations. It is the private business of manufacturing and especially high-tech industries that should become the main driver of economic modernization, and not representatives of the raw materials business interested in maintaining the current situation. It is impossible to significantly increase the share of the non-resource sector in GDP without a sharp increase in entrepreneurial activity, large-scale sources of investment, advanced production technologies and GI. Meanwhile, statistical data indicate a lack of active innovation interest among Russian entrepreneurs. Thus, R&D costs as a percentage of GDP in Russia in 2008 were only 1.3%, including the state - 0.6%, business - 0.2%; other sources - 0.5%; in developed countries in 2007: in the USA, respectively, 2.7%, 0.7%, 1.8%, 0.2%; in Japan, respectively, 3.4%,0.5%,2.6%,0.3%.

From these data it is clear that if the Russian state finances R&D at a level comparable to developed countries, then domestic entrepreneurs lag significantly behind: 0.2% in the Russian Federation versus 2.6% in Japan and 1.8% in the USA.

These data eloquently indicate that Russian business is practically indifferent to innovation and innovative activity.

It should be noted that domestic research and development costs in Russia are significantly below the technological safety threshold, which is 2%. It is quite natural that in such a situation, Russian science, which until recently occupied one of the leading positions in the world, if nothing is changed, is doomed to progressively lag behind, which in turn leads to increased technological dependence on the Western world. All egos indicate that the state of affairs with the state of Russian science must be decisively changed. The ongoing reform of the Russian Academy of Sciences provides a good chance for this.

The problem, however, is not only that little funds are allocated for science. The problem is that there is no mechanism when this money starts working in the economy and for the economy. Unfortunately, Russia has not yet created a mechanism for the formation and implementation of innovation and investment cycles from the birth of an idea (scientific theory or hypothesis), including experimental research and the creation of prototype design models, to the final stage of organizing the production of high-tech products and the introduction of high technologies into production.

People often explain that domestic developments have not been brought to their logical conclusion and cannot be directly introduced into production. However, “finishing” the development cannot be done on an initiative basis; this requires financing and a direct order from the real sector of the economy. Consequently, here too the problem lies in the low demand for innovation.

The lack of implementation of domestic innovations can also be explained by an imperfect financing scheme. Nowadays, different stages of the innovation process are financed in parallel. The links in this process are disconnected from each other. This means that subjects of innovation activity are responsible only for “their” part of the work and are less concerned with the promotion of innovation but with other stages of the innovation cycle. Meanwhile, an effective scheme is when it is the final stage of innovative development that is financed, which, in turn, becomes the “customer” for the earlier stages. In this case, the most optimal mode of interaction between various teams when creating and implementing an innovative product is ensured. One of the possible ways to activate this process could be a state order for innovation, especially in priority areas.

As the experience of advanced countries shows, successful commercialization of scientific achievements is possible only with direct interaction between scientific laboratories and the market with the participation of the state. These features of the organizational and economic nature of the transfer of knowledge and technology must be implemented in the process of moving towards an innovative economy. At the same time, what is needed is not fragmented and unrelated measures, but an integrated approach to the clear organization, coordination and financing of all parts of the innovation process from knowledge generation to the introduction of innovations into production based on the development and implementation of innovative development programs. Only with this approach is it possible to seriously improve matters while ensuring the transition of the Russian economy to an innovative path of development.

It is necessary to bridge the gap between science, education and production; they turned out to be organizationally and economically separated. And without the specific integration of science, education and production, a united national innovation strategy, the Russian economy will not be able to develop successfully.

In addition, the reasons for the ineffectiveness of the transfer (transfer) of advanced technologies in Russia are the following:

• development scientists, as a rule, do not know the market and do not predict the transformation of their scientific results into a market product;
• economic agents of the market (managers, companies) are practically unfamiliar with new scientific research and the most important areas of scientific activity, breakthrough achievements, which does not allow them to judge the reliability of the scientific results proposed for implementation and their technological effectiveness;
• the state (represented by politicians and technical experts), called upon to establish the rules for technology transfer, has little idea of ​​the possible consequences of the implementation of the adopted legislative provisions for the production of scientific knowledge and its commercialization.

Effective transfer of scientific research results to production must be carried out through specific and targeted market interaction between these main areas of the innovation economy.

In the meantime, economic and legislative mechanisms for supporting and stimulating innovation activity are not working sufficiently in Russia, which is also reflected in the fact that the complex of innovation infrastructure is not developed.

An innovative infrastructure should be a system, that is, a set of interconnected elements that perform the function of servicing and facilitating innovation processes. With the help of various elements of the innovation infrastructure, the main tasks of promoting innovation are solved: information support, production and technological support of innovation, certification and standardization of innovative products, assistance in promoting effective developments and implementation of innovative projects, holding exhibitions of innovative projects and products, providing consulting assistance, preparation , retraining and advanced training of personnel for innovative activities, etc.

However, here too, innovative development is hampered by factors such as:

• fragmentation and lack of systemic communication between elements of the innovation infrastructure, which complicates and slows down the processes of transferring innovations from the sphere of science to the sphere of production, and also significantly reduces the effectiveness of feedback in the development of innovation processes;
• low level of interaction between the innovation infrastructure and the market, which determines the insufficient level of commercialization of created innovations and the lack of demand for the results obtained by the production sector of the economy.

As a result, the funds spent on scientific, research and development work do not provide the proper return. All these problems require urgent solutions.

It should be noted that in developed countries, the central task of budgetary funding of science is to support fundamental research, the role of which is increasing in modern conditions. Fundamental achievements in the field of scientific knowledge form the basis for applied developments in industry for the next 10-20 years, creating, in essence, the prerequisites for future economic growth. According to American experts, in the United States, for every $1 of investment at this stage of R&D, there is $9 of GDP growth.

Basic research in most developed countries is carried out primarily in the academic sector, in universities, in government research centers and laboratories, and research institutes. Moreover, the undoubted primacy belongs to universities. Thus, in the USA and Japan, universities account for about 60% of the total volume of fundamental research conducted in these countries, and in the UK - about 80%. In Russia, fundamental research is carried out mainly by research institutes of the Russian Academy of Sciences. Our university science is very poorly developed. According to the Higher School of Economics, only 50-70 leading universities engage in scientific work.

In Russia, budget financing still remains the main source of R&D financing. Contrary to world practice, in which the ratio between government spending and private sector spending is on average 30:70, in Russia this proportion is the opposite. Moreover, the share of budget funds in the structure of internal costs in 2000-2011. increased steadily. If in 2000 it was 53.7% in 2005. increased to 60.9%, and by 2011 - 67.0%.

The dynamics of expenditures on research and development carried out in the business sector of science at the expense of enterprises’ own funds is changing slowly, and in general the share of its expenditures is modest, especially when compared with similar indicators in developed countries of the world. For example, in the USA the share of the business sector in financing research and development is 66%, in Germany - 64.1%, Canada - 49.9%, France - 48.5%, Great Britain - 47.3%.

Unlike developed countries, the corporate sector of science in Russia is underdeveloped and does not play as significant a role as in the West. According to some estimates, in Russia today the largest corporations spend about 50-100 million dollars on R&D annually, seriously inferior to Western corporations in the scale of research and development carried out on their own.

In developed countries, most of the costs of research and development are borne by private companies, among which national and transnational corporations are in the lead. It is they who, by financing research and translating it into real products, technologies, scientific results and inventions, take responsibility for the main directions of scientific and technological progress. Currently, their R&D expenses are very significant (see Tables 2 and 9). The state plays the role of a catalyst for private investment in research activities in industry. It encourages the development of the business sector in the scientific and technical field, creates a special infrastructure for it, provides some economic benefits, and provides training for scientists and specialists within the framework of the state education system.

As can be seen from table 2.8. The share of R&D expenses in the sales volume of the largest corporations reaches significant values.

The growth rate of investments made by the world's largest companies in research and development work is constantly growing every year. Thus, according to estimates by the UK State Department for Innovation, 1,250 leading companies in the world spent $510 billion on R&D in 2006, which is 10% higher than the same figure in 2005 (in 2005 the increase was 7%).

Expenditures of some of the largest transnational corporations on R&D in 2006. 2

Company	Sales volume, billion dollars	R&D expenses, billion dollars	Share of R&D expenses in sales volume

The department's report notes that increased competition is prompting increased investment in research and development.

In Russian companies, with fairly high incomes and production profitability, often significantly exceeding the corresponding indicators in developed countries, domestic large civilian firms focus on short-term goals. They allocate several times less funds for R&D in relative terms than similar firms abroad, while at the same time preferring to purchase foreign technologies and thereby undermining innovation activity in the country in the long term. At the same time, the state does not pursue the necessary policies to maintain the national innovation system.

Thus, the leader in R&D expenses in 2009 was OJSC Gazprom, which, according to the consolidated financial statements, amounted to $605 million; the expenses of other Russian companies on research and innovative developments are much more modest. Thus, the large science-intensive company AFK Sistema invested $50.6 million (0.38% of revenue) in research and development during the same period, Sitronics - $44.8 million (2.77% ), "GAZ" -19.5 million dollars (0.31%), "AvtoVAZ" -^,! million dollars (0.25% of revenue). In the same period, Toyota invested $9 billion in innovation, Nokia -$8.7 billion, Microsoft -$8.1 billion, which is 10 times more than the investments of all Russian large businesses.

As we can see, R&D costs in Russian companies are quite modest. However, these costs are mainly associated with the acquisition of foreign technologies and equipment.

Moreover, as studies show, half of Russian companies in manufacturing do not spend any money on R&D, and only 20% have these expenses exceeding 1 million rubles. in year. On average, 0.4% of manufacturing enterprises' revenue goes to innovation. The most knowledge-intensive industries are mechanical engineering (2.4% of revenue is spent on innovation), metallurgy (2.2%) and chemical industry (1.94%).

As for financial support directly for the innovative activities of industrial enterprises, the main source remains their own funds.

Mostly enterprises rely on their own funds not because there are enough such funds, but because others

there are few sources. For example, the credit system is used extremely poorly to finance innovation, which is explained by the imperfection of the Russian banking system, which is characterized by the predominant performance of settlement and cash functions rather than credit. Russian banks are especially ineffective in lending to innovative projects, the implementation of which requires “long-term” money and is associated with a certain degree of risk. Even if loans are issued for such projects, their cost is extremely high.

In addition, the limitation of traditional credit financing is associated with strict requirements for the share of own funds (30-50% of the total cost of the project), as well as the need for collateral. Fulfillment of these conditions is especially unrealistic for small and medium-sized enterprises: there are not enough own funds and there is nothing to pledge. Thus, entrepreneurs cannot use loans, and lenders do not want to take risks and make concessions in the lending structure.

At the same time, we should not forget that many enterprises do not have the opportunity to finance innovation programs, especially in times of crisis. For them, their main desire is to survive.

Long-term underfunding of science could not but affect the reduction in the number of personnel engaged in research and development (Table 2.9).

Table 2.9.

Number of personnel engaged in research and development (at the end of the year; thousand people)

Source: Russia in figures 2014. P.366

As can be seen from table 2.9. The total number of personnel in this area during the period under review has been steadily declining and in 2012 amounted to . less than half the pre-reform level.

The number of researchers has decreased even further. Due to the lack of prospects for scientific growth and meager wages, there was an intensive outflow of young candidates of science and especially researchers without an academic degree.

The reduction in the number of scientists and highly qualified specialists is significantly influenced by their low pay.

It is quite obvious that the creation of normative conditions for the life and fruitful work of researchers is a problem that requires an urgent solution. So far, unfortunately, it has not been resolved. Therefore, only less than one third of candidates and doctors of science work in scientific organizations and universities in Russia.

This indicates that the field of scientific research has ceased to be prestigious. Moreover, there is a sharp decline in the prestige of the scientist. In Russia, according to the survey, the profession of a scientist is considered prestigious by only 9% of the country's residents, while, for example, in the SSL, the profession of a scientist was the most prestigious by 51% of the population.

In fact, the intensity of the “brain drain” from Russia is not decreasing. The total number of scientists who left to work in other countries is approximately 740 thousand. Human. As a rule, these are the most competitive scientists who are at their most productive age.

In Russia, despite the increase in the number of people with higher education, the number of researchers per 1000 people is decreasing. This is evidenced by the data in Table 2.10.

Table 2.10.

Dynamics of the ratio of researchers per 1000 population

but 4 countries

Russian Federation
Germany

As can be seen from table 2.10. The ratio of the number of researchers per 1000 population in developed countries is significantly higher than in Russia, while in dynamics this figure in Western countries is continuously growing and only in Russia is it falling.

It should also be noted that the human resources potential of science has aged significantly. Comparisons with the leading countries of the world indicate an unfavorable relationship between different age groups in the structure of the scientific workforce in Russia: scientists aged 50-59 years old make up approximately 28% of the total number of personnel, 60 years old and older - 18%. At the same time, SSL is characterized by different proportions: 15 and 6%, respectively.

So far, in Russian science, almost everything is done with the minds and hands of gradually passing away national enthusiasts of their work, highly qualified specialists. However, despite the importance of the problem of aging scientific personnel, it is not the most important thing. The main thing is that, given the recession in the knowledge-intensive sector of the Russian economy, the influx of young people into this field of activity has dried up.

Due to the decline in the prestige of scientific and teaching work, the decline in the social status of scientists and teachers, and low wages, the overwhelming majority of students do not want to connect their future with science and education. Now in Russia, on average, only a little more than 1% of graduates go to work in scientific organizations and universities. It is clear that this situation must be radically changed.

In order for young people to now go to work in the high-tech industry, in science, it is necessary to pay them significantly more than the average level, but at least more than in the service sector, where the responsibility and complexity of the work is much less. Other conditions necessary for life and successful work must be provided, including measures to increase the prestige of a scientist.

Thus, in the innovation sphere of Russia there are a number of serious problems that hinder the development of innovation activity and its effectiveness. A deeply thought-out program of measures is needed to remove existing barriers and create favorable conditions for the transition of the Russian economy to an innovative path of development.

All the problems and factors considered have a direct impact on the state of affairs in the innovation sphere of Russia, on the activities of all its components. All these factors, one way or another, influence both the state and the development of small innovative entrepreneurship as an integral part of the subjects of the innovation sphere. At the same time, there are a number of specific problems and factors that have a direct impact on the development of small innovative enterprises.

Such problems and factors include:

• problems of financing SIE;
• insufficient scientific groundwork for innovative activities;
• insufficient support from the state;
• excessive bureaucratic - ^ creation of small-scale investment enterprises;
• underdeveloped infrastructure for small innovative enterprises.

It should be noted that the majority of participants in innovation activities in the country emphasize the importance of the adoption of Federal Law 217-FZ of August 2, 2009, which is aimed at solving the problem of commercialization of scientific and technical developments through the creation of small-scale enterprises at universities and research institutes.

The scope of Law 217-FZ includes 1,644 scientific institutions and 660 universities in the state and municipal sector of science and education. As of December 2012, 1,790 such SIEs were registered, of which 1,697 were created by 265 universities and only 103 scientific organizations.

The founders of the vast majority of small innovative enterprises are universities. SIE created by research institutes is less than 7%. Statistics of small innovation firms at universities indicate the following quantitative indicators on average: number of staffing - 5.42 people; average annual salary per person - 80,450 rubles; the average age of employees is 34 years; the share of students and graduate students in the staff is 34%, average annual revenue is 928,219 rubles; the average book value of equipment and tangible production assets is RUB 260,885.

But the first experience of implementing this law revealed many problems.

An analysis of the size and structure of the authorized capital of the first business companies created by scientific institutions and universities allows us to conclude that many of them were created rather formally only “on paper”. Thus, more than half of business companies were created with an authorized capital of 10.0-50 thousand. rubles, which is clearly not enough even for the initial stage of the process of commercialization of scientific and technical developments. In addition, many scientific institutions and universities contributed to computer programs and databases as a contribution to the authorized capital. Meanwhile, real economic growth can be achieved mainly through the production of innovative products based on inventions, which requires large capital investments, especially at the initial stage of the innovation process.

At existing SIEs, most often the type of intellectual property such as a patent is contributed to the authorized capital (about half), and the rest is almost equally divided between computer programs and databases, on the one hand, and know-how, on the other. The popularity of know-how is due to the fact that this type of intellectual property is accompanied by a patent, although the use of know-how in the formation of authorized capital is usually associated with a number of significant risks. Universities usually choose know-how because of the advantage in speed of document processing.

Data on the state of small innovative entrepreneurship in the public sector of science and education indicate that science, production and the market are developing essentially autonomously, in isolation, and the effect of the freedom granted to institutions of science and education in terms of introducing the results of scientific and scientific-technical activities by granting them the right creating SIP turned out to be minimal.

After some time had passed since the entry into force of this bill, a number of significant problems arose in its implementation. Some parts have conceptual and organizational shortcomings, as well as provisions that conflict with other legislative acts.

Thus, according to Law No. 217-FZ of August 2, 2009, a university can contribute not only the rights to use intellectual property, but also money and other property (premises, equipment) as a contribution to the authorized capital of a small enterprise. However, on the one hand, budget legislation prohibits budgetary institutions from allocating funds for these purposes, and the recommendations of the Ministry of Education and Science of the Russian Federation directly indicate that the creation of small enterprises in universities should generally be done by transferring intellectual property to the authorized capital of companies. On the other hand, as practice has shown, the patents obtained in universities are mostly of a more academic rather than practical nature, i.e. currently do not have a business idea that could be applied in practice and for which it is realistic to find an investor.

In this regard, a number of problems in the organization and functioning of small enterprises can be noted.

The first problem is the lack of results of intellectual activity in the majority of scientific and educational institutions in the form of intangible assets, since the lack of patents and licenses prevents the formation of founding contributions when creating small innovative enterprises. At the same time, it is not clearly stated what rights to use the results of intellectual activity can be transferred to SIP and what will be the procedure for managing transferred rights (this issue is not completely resolved in Chapter 77, Part IV of the Civil Code of the Russian Federation, which deals with uniform technologies and procedures for using rights to these technologies). Consequently, there is a legal conflict between Part IV of the Civil Code of the Russian Federation and budget legislation on the issue of ownership of rights to the results of intellectual activity, which is directly related to the issue of constituent contributions of business companies.

The second problem is that many scientific and educational institutions do not have the necessary material and technical base and qualified specialists to organize a full-fledged innovative business.

An analysis of the work of small innovative enterprises shows that the effectiveness of their activities depends on many factors. Nevertheless, in the totality of these factors, it is possible to single out some of them, on which the success of the business mainly depends. And first of all, as practice shows, the success of the work depends on who heads the innovative enterprise - a scientist or a business person.

The problem is that in Russia they are accustomed to thinking that a good scientist or engineer can automatically be a good leader of an innovative project, although this is far from the case. This is evidenced by an analysis of practice.

With all due respect to fundamental science, it makes no sense to implement something that was invented somewhere in a research institute, says Yu. Shtatnoe, head of the department for long-term development of the Novosibirsk City Chamber of Commerce and Industry. - More than half of all developments end up in the trash - not because they are bad, there is simply no real demand for them. And demand is born when production says: “I need this and that.”

Yu. Shtatnov’s opinion is confirmed by the General Director of the Management Company “Savings and Investments” (Moscow), which manages eight venture funds investing in companies at different stages of development - from seed to business expansion: “Our experience has shown that you need to start not with developers and not from the technologies, but from the customer or consumer of these technologies, especially in the industrial sector.

This approach to selecting the head of an innovative company is typical for developed countries. For example, in the USA and Western Europe, the creator of a new innovative company, as a rule, is removed from management already at the nerve-wracking round of investments. At best, he becomes a member of the board of directors or a technical director, and the manager is always a person from business.

In Russia, it is still generally accepted that the main value of a company is its technological competencies. They say, we have excellent technologies, and you should come and use them. In the world, business competencies have long come to the fore in the value system: sales, understanding the customer’s problems and the ability to solve these problems. In the open market, as a rule, the winner is not the one who has the best technical solution, but the one who has a better understanding of what the customer’s problem is. According to the director of the Department of Strategic Communications of the Russian Venture Company E. B. Kuznetsov, our technicians are still too “techie”; they lack business competencies.

In Russia, they are afraid to attract a business professional to the leadership of a technology company - this is our main problem. The most annoying thing is that we have professionals, and they are ready to work.

However, the understanding that it is necessary to take into account business interests in the process of developing innovative projects is increasing.

Experience shows that interaction between business and scientific teams produces good results if researchers react and respond to the needs of enterprises. The more a scientist or developer is immersed in practical consulting, the better he understands what needs to be done. At the same time, the effect of such interaction increases if an expert is found for an innovative project at the relevant enterprise, who, together with a team of researchers, specifies what of the plans can be done in practice. Moreover, many university researchers lack business competencies and do not always understand how the commercial environment operates.

In this regard, the experience of the private company Lomonosov Capital, created in 2012 in Novosibirsk Academgorodok to manage high-tech venture projects, is of interest. The company takes full responsibility for all project management processes: budget, quality, control, procurement, market promotion. As the chairman of the board of this company, E.V. Geisler, says, “let the project developers do the development; they don’t know how to sell and shouldn’t. Before “diving” into any project, we carefully study what trends exist in this particular market, in this industry, where things are going, where is the strategic gap between the company’s goals and its capabilities.”

This approach is carried out with the goal of developing a project that would be created ahead of the curve. It is clear that the task is only for experienced professionals.

As a result of this organization of work, the Lomonosov Capital company calculates the future effect with a target of 1000% return on capital and already at the start of the project imagines how to ensure a tenfold increase in the effect.

To the question: approximately how much expenses are spent on project development and how much on product promotion, V. Geisler replied: “My estimate is 20:80 or 30:70. Inventing and producing is half the battle, the main thing is to sell.” In other words, creating and promoting a new product are completely different business tasks. Unfortunately, most domestic innovators do not understand this.

This is exactly what V. Thurman, head of the organization “Resource Center for Business Development”, spoke at the international forum “Discovery of Innovation 2014”. In his opinion, when developing an innovative project, there must be an analysis of the competitive environment; there must be a very precise understanding of what problem your innovative product solves. The state can invest huge sums of money in the development of innovative projects, but as long as people invent products that are not sold, it will be money thrown down the drain.

It is quite obvious that V. Thurman’s opinion reflects the realities of the current state of affairs in the development of innovation activity in Russia.

In today’s dynamic world, when developing innovative projects, as already noted, it is very important to create products ahead of the curve, relying on forecasts for the development of certain scientific and technological areas based on the foresight method. The term “Foresight” (from English, foresight - foresight, or look into the future) means a judgment about upcoming events: about the future state of certain objects, the development of certain technical and technological processes, etc. Foresight is a system of methods for expert assessment of strategic prospects for innovative development, identifying technological breakthroughs that can have the maximum positive impact on the economy and society in the long term.

It is obvious that the initiation of ideas in promising areas of science and technology development, identified on the basis of foresight, will help reduce the amount of research and development that is not in demand by business.

Another important condition for the successful and efficient activity of a team of developers of an innovative project is the organization of work by a competent and cohesive team. At the heart of such a team, its core is a group of creative specialists, like-minded people with creative thinking, generating ideas, solving project problems, and its leader is a project manager with the qualities of a team leader. Experience shows that the team’s work is characterized by high determination in achieving the final result, that is, the development of an innovative product that is in demand by business.

Signs of effective work of a project team are: an informal atmosphere in the team, the task assigned is well understood and accepted for execution, team members listen to each other, they express both their ideas and feelings, conflicts and disagreements do occur, but are expressed around ideas and methods work, not individuals.

To ensure effective teamwork, the project manager must identify all categories of participants and their weaknesses in order to select the exact roles for each team member and ensure their effective interaction.

The main difference between teamwork and the work of formal lpyrin workers is the presence of a synergistic effect that allows one to achieve high results.

The third problem in the development of small and enterprise enterprises is the well-known disinterest of the business sector of the economy in financing risky and expensive innovative projects that often have a long payback period, since, as already noted, it is possible to earn money by simply raising prices on their products annually, especially without investing in production and without any risk.

The fourth problem is the possible bankruptcy of small innovative businesses, the bankruptcy procedure, which, according to another Federal Law No. 120-FZ, is significantly complicated, since the founders must pay their obligations either with money or with property (area and other assets).

An important unresolved problem in increasing the efficiency of small innovative enterprises operating in the scientific and technical field is the need for greater involvement of external investors and entrepreneurs from the business sector. Universities and research institutes will be able to more easily enter the foreign market, having market connections of successful entrepreneurs whose business acumen and skills in promoting products (services) will help solve the problem. Therefore, the task of universities and research institutes in implementing Law No. 217-FZ is to take into account the interests of businessmen and invite them to the innovative activities of their SIEs on mutually acceptable and equivalent terms, which will require the involvement of both financial and material resources of universities in their joint activities with business.

Another drawback is the ambiguity with the status of investors; the conditions for the participation of external investors in the activities of SIEs are not sufficiently specified, but they become the main link when the task arises of commercializing an innovative product. An investor acting as a business partner with experience and skills in promoting new products to the market is more important for any SIE than for an ordinary market company.

According to the Vice-Rector of Moscow State University, Academician of the Russian Academy of Sciences A. Khokhlov, the key problem for the development of small innovative entrepreneurship is the problem of stimulating demand for innovation, including from large businesses, which will require amendments to the Tax Code, providing for tax benefits for large companies that purchase SIE products . Another difficult problem is lack of money. More impressive government support for small innovative businesses is needed; this is evidenced by the experience of the United States, where the SBIR programs (Small Business Innovation Research (SBIR) Program and Small Business Technology Transfer (STTR) Program) were launched, the amount of funding amounting to $2 billion, and in Russia, the “innovation” component of the federal program for supporting small innovative businesses is equivalent to approximately S67 million, the size of the Fund for Assistance to the Development of Small Enterprises in the Scientific and Technical Sphere is approximately $113 million, i.e. more than 10 times less.

Through the introduction of Federal Law No. 217, the Government of Russia stimulates the participation of universities in the country’s transition to an innovative path of development, but so far the path from a scientific idea to a prototype, then a sample and implementation in real production, is very difficult for inventors, since between scientific development and implementation there is the so-called “valley of death”, which not all small innovative enterprises manage to overcome. In practice, universities experience great difficulties in obtaining investments for the development of innovative projects.

Banks finance such projects only on the security of property; registration of the pledge takes time comparable to the time of using the loan and is accompanied by corruption schemes on the part of state registration authorities. In addition, in accordance with current legislation, universities do not have their own property; all of their material assets belong to the Ministry of Education and Science and are under its operational management, therefore they cannot serve as collateral for a loan.

SIE failed to attract significant funds from private investors to “innovative” small enterprises. As for professional investors - “business angels” and venture funds, for the most part they are also not interested in establishing small innovative companies on shares with universities and research institutes. More than half of the companies were created in the form of an LLC with an authorized capital of 10-50 thousand rubles, mainly according to the “university plus several individuals from among their own employees” scheme. In general, it is worth recognizing that small innovative enterprises created under Federal Law No. 217 do not have sufficient own funds for commercialization.

As is known, budgetary institutions can contribute to the authorized capital of business companies only the right to use the results of intellectual activity, while retaining exclusive rights to them. This means that the created small innovative enterprises are deprived of the opportunity to transfer to third parties the rights to use the results of intellectual activity that they themselves received as a contribution to their authorized capital. Theoretically, there will always be a risk that the university can transfer exactly the same right to another company, that is, with its own hands it will create a competitor to its SIE. In addition, according to Federal Law No. 217-FZ, a budgetary institution must have an “irreducible” share in the enterprise - more than 25% of shares in a joint-stock company and more than a third of shares (34%) in an LLC.

All this creates inconveniences and risks that not every private investor is willing to put up with. After all, he receives a “venture” partner in the person of the head of a budgetary institution with at least a blocking stake. The “irreducible” share of a university or research institute creates great difficulties for the implementation of the classic venture investment scenario, which assumes that at different stages of development of an innovative enterprise, more and more new investors will join the project, who in exchange for investments will receive a share in the company. Moreover, with each new venture round, the stakes of the founders and earlier investors are eroded as the authorized capital increases. And if a company has a “privileged” co-founder - a university or research institute, whose stake cannot be diluted, then a small investment company with such a “burden” will find it difficult to attract new investors, especially at the later stages, when truly significant investments are required - for example, to launch production . Who then capitalizes “innovative” startups? There is only one answer - the state through its support programs, as well as universities and research institutes themselves.

Lawmakers have moved in that direction in recent years. In particular, the state began to allow universities to partially perform the functions of an investor; they are now allowed to support their small innovative enterprises with almost any available assets, rent out space and equipment at a preferential rate and without competition. Usually these are investments for which a startup will purchase equipment, rent space, etc., since universities have equipment, space, and extra-budgetary funds.

According to expert estimates, in Russia only 45% of innovative companies reach the sales stage, although a high-quality business plan is available in 60% of cases. According to a study by the consulting company Nautech, startups often die due to reasons beyond the control of the developer - bureaucratic delays, an exorbitant tax burden for “newborn” enterprises and imperfect innovation legislation.

According to the general partner of the venture company Ventures E. Zaitsev, investments at the “seed” stage also occupy not the least place among the factors hindering the development of innovative projects. The main problem here is the lack of funding at the stage after completion of R&D and before the creation of pilot production. Large venture funds are not interested in investing in small businesses, since their transaction costs for structuring a deal are comparable to the volume of investment, and the expected partners for subsequent exit from these projects do not inspire optimism. In addition, innovators often complain about such a problem in the venture market as the presence of a large number of intermediaries who do not invest money, but only help attract financing. At the same time, they seek to burden a small innovative company that is in the process of searching for funds with enslaving financial obligations.

Another barrier typical for small innovative projects is the need to acquire a nominal legal address: in the early stages, the team most often works in laboratories under the heading

“informal”, whereas a legal entity is required to obtain financing. It is typical that entrepreneurs who have managed to bring a project to self-sufficiency have little interest in attracting investors in exchange for control in their project. Almost half of those who present “seed” projects on the market today set themselves the goal of maintaining the status quo. According to a Nautech study, in 75% of cases, own developments were named as the main sources of ideas underlying ongoing innovative projects, and in 43% - their own entrepreneurial ideas. At the same time, mechanisms for acquiring developments or development using state contract funds turned out to be less in demand.

Despite all the problems, it turned out that with the right approach, the survival rate of SIEs emerging from a university environment can be much higher than in the average economy, where the norm is that half of startups die within the first year of existence. In universities, enterprises are often created not so much on the basis of some serious intellectual property, but on the entrepreneurial spirit of students, graduate students, teachers and university management, i.e. The entrepreneurial spirit is stronger in universities than in research institutes and academic institutions.

However, the number of SIEs created at universities is growing slowly. The main reason for the insufficient dynamics in the development of small innovative firms is the absence of the results of intellectual activity as part of intangible assets ready for commercialization in the vast majority of educational and scientific institutions. This is confirmed by the fact that for 72.2% of small firms the cost of intellectual property as of September 2010 was up to 20 thousand rubles.

The fact is that in universities, according to the analysis, only 16% of teachers conduct research. Less than 10% of universities have a research budget exceeding 50 thousand rubles. per year per teacher.

It is clear that these modest amounts of research expenditure do not allow for the implementation of large and significant projects.

Many problems arise when creating small innovative enterprises at RAS institutes. About 30 small enterprises have been created in the academy, while in universities there are already almost 1,700. This can be explained by the fact that in universities, whose main task is training personnel with higher education, large-scale scientific developments practically cannot appear. As a result, a large number of small enterprises are created with the transfer of rights to intellectual property worth less than 500 thousand rubles, while in accordance with Federal Law No. 21 there is no need to conduct a market valuation of the transferred intellectual property.

In the RAS, as a rule, the creation of intellectual property is based on the results of many years of work, and the intellectual property, the rights to which will be transferred by RAS institutes to a small enterprise, costs much more than 500 thousand rubles. Therefore, RAS institutes need to conduct a market assessment of intellectual property.

At the same time, according to many accountants, when putting intellectual property on the balance sheet, you need to pay income tax, and if, as a result of market valuation, the value of intellectual property is millions, then income tax increases significantly. For clarification on this issue, the RAS has repeatedly appealed to the State Duma and the Accounts Chamber of the Russian Federation. No clear answer was received on this issue. The Accounts Chamber of the Russian Federation believes that the Russian Academy of Sciences should not pay tax in this case.

In addition, there is no clear understanding of the question of how much income that the Russian Academy of Sciences receives from the work of small innovative enterprises can be used according to the law. In accordance with and. 3.1 Art. 5 of the Federal Law “On Science and State Scientific and Technical Policy”, the Russian Academy of Sciences may have income from small enterprises, which come to the independent disposal of scientific institutions, are accounted for on a separate balance sheet and are used only for the legal protection of the results of intellectual activity, payment of remuneration to their authors, as well as for the implementation of the statutory activities of these scientific institutions. According to the instructions of the Ministry of Finance of the Russian Federation, the use of income from the disposal of shares in the authorized capital of business entities of the Russian Academy of Sciences is prohibited. It is clear that this state of affairs significantly complicates the process of creating small-scale investment projects in scientific organizations.

The most important barrier to innovation also seems to be the lack of the necessary scientific infrastructure for successful innovation activities, which involves the interaction of industrial enterprises with research institutes and leading universities to quickly transfer innovations and scientific and technical developments of scientists into real production.

The subject of innovation activity infrastructure is a legal entity that provides production, technological, consulting, financial, information and other services to subjects of innovation activity. The detailed composition of the innovation activity infrastructure is presented in Fig. 2.2.

Rice. 2.2.

Due to the pronounced specificity of the sphere of small innovative entrepreneurship, there is an urgent need for the existence of an extensive infrastructure to support it. The infrastructure for supporting small innovative businesses is understood as a set of government bodies operating in the field of regulating innovative processes in the economy and organizations providing services to enterprises operating or planning to start activities in the innovation sector.

The main purpose of the functioning of the infrastructure for supporting small innovative entrepreneurship is to provide assistance to business entities at the initial stages of development of an innovative enterprise or scientific and technical project. Obviously, the most “critical” period for a high-tech company is its formation period.

Infrastructure is an area that small firms are not capable of creating, but without it they cannot operate normally and for any length of time and effectively.

The experience of developed countries shows that it is advisable to use budget funds for the creation and development of innovation infrastructure, even in the form of direct investment. However, it is advisable to carry out such investments within the framework of public-private partnerships by combining the resources of the state and the business community.

The main tasks facing the infrastructure for supporting innovative entrepreneurship in accordance with the main problems of this area of ​​economic activity are the following:

• 1) expanding demand for high-tech products from consumers;
• 2) expanding the circle of potential investors through representatives of the venture investment market, as well as through medium and large businesses;
• 3) providing financial support in the early stages of implementation of innovative projects;
• 4) assistance in finding partners and providing various types of services to “support” the implementation of innovative projects;
• 5) assistance in gaining access to the most financially accessible office and production premises;
• 6) information support for small innovative businesses.

Due to the specifics of innovative entrepreneurship, it seems obvious that at each stage of formation it is important for small innovative companies to have the opportunity to receive various types of support (mainly from government agencies), as well as business services of various types. In this sense, it is essential not only to build a support structure in which at any stage of the life cycle a high-tech firm can take advantage of government or other forms of government support, but also to increase the availability of information about infrastructure, as well as increase the transparency of its activities.

The consistent creation of all the necessary infrastructure elements will undoubtedly contribute to the intensification of innovation activities.

In the meantime, the necessary elements of innovation infrastructure are underdeveloped. Contradictions between departments do not contribute to solving this problem. Thus, the development of technology parks and business incubators is financed from both the regional and federal budgets, and universities within which SIEs are created are financed from the budget of the Ministry of Education and Science. Therefore, it is not entirely clear how these funds can be redistributed for the needs of building premises for university innovation departments.

Throughout the country there are now a total of about 170 business incubators and 60 technology parks, i.e. The number of business incubators, technology transfer centers, technology and scientific parks and other innovation infrastructure in Russia has already been created. However, the effectiveness of their activities does not fully meet the requirements for the development of small innovative enterprises.

According to the President of the National Association of Business Angels K. Fokin, who himself managed one of the Moscow technology parks for several years, what is important for a young company is not so much the savings on office rent and other benefits when it is in a business incubator, but rather the presence of people nearby who - truly competent in finance, marketing, etc., and ready to help a novice starter. In this sense, an experienced entrepreneur who, for whatever reason, has decided to become a business mentor for a startup may turn out to be a much more preferable “incubator” for him. However, there is still no continuous “hatching” of startups and high-tech projects in existing business incubators. In connection with the empty spaces of many Russian business incubators and technology parks, the question arises: is this because there is a lot of infrastructure, or because there are not enough innovative projects? There is only one answer - there is a shortage of innovative startups in our country.

The processes of correctly selecting startups, supporting them, and fully “incorporating” the innovation group into the innovation system are complex and slow. Life has shown that it turned out to be much easier to build a “hard” infrastructure in the form of buildings and complexes for budgetary funds than to create the so-called “soft” infrastructure of an innovation system, the elements of which are: investments, competencies, personnel and services - these are exactly the four elements necessary for the operation of every startup. In the Russian innovation system, all these infrastructure elements are available separately, but together they do not work effectively, and each of these elements requires improvement.

One of the main problems of “soft” infrastructure is observed already at the start. An innovative project at the time of its inception is a team plus a productive idea, and the future startup needs not only money, but also relevant personnel and business competencies.

In the process of meetings between e-organizers and professional business consultants at venture and startup events, exchanges and idea fairs, joint brainstorming sessions, etc. there is a mutual enrichment of each other’s ideas and approaches to solving problems, and only in this way does a difficult-to-formalize “soft” infrastructure begin to appear. So far the situation is such that there is no relationship between its elements. Of course, innovative startups always have the opportunity to turn to professional business consultants to help with marketing concepts and drawing up a business plan: such a service now costs from 25 thousand rubles on the market. But what can truly move a project forward is not a paid consultant, but one who is a member of the project team, who receives his share in the company and uses all his potential, experience and connections for the hasty implementation of an innovative project.

To ensure this approach and select innovative ideas and projects at the “pre-seed” stage, when even seed venture funds are not yet ready to invest in the project, business accelerators began to be created in the country. Their main task is to hold events in various regions called “startup weekends”, the purpose of which is to quickly upgrade ideas to the level of structured business projects, bringing to them the necessary expertise and assistance from experienced business consultants, i.e. mentors.

Thus, A. Moreinis, the founder of the Internet service Price.ru and the creator of one of the first business accelerators in Russia - “Glavstart”, figuratively explains the essence of his activity as follows: “I search and select people, help bring their ideas to more or less less attractive appearance and I give a little money so that it is enough to bring the product to a working condition, i.e. In essence, I act as a “teacher” for the preparatory group - I prepare “children” for “school”.

Today in Russia, in addition to Glavsgart, the format of a business accelerator (or business catalyst) has been adopted by the following companies: Venture Expert, Vadim Kulikov Innovation Center, InCube Accelerator, Academy of Farminers Projects, GreenfieldProject, Pulsar Venture .

In modern conditions, participants in the emerging innovation ecosystem inevitably have to go beyond their “natural” specialization and take on much greater functionality: business consultants occasionally engage in business angel investing, specialists from venture funds themselves package technological ideas into projects, and the founders of innovative startups Having created a working technology, they themselves go into production. Thus, technology transfer centers (TTCs), the number of which in Russia reaches almost half a thousand thousand, also began to function as a business accelerator and incubator. In particular, the head of the Center for Technology Transfer (TCT) of the Russian Academy of Sciences, A. Gostomelsky, describes his activities as follows: we find a developer with a certain technology in the laboratory, together we refine the business model, do marketing, figure out what is best to bring to the market, carry out an examination together with the Russian Academy of Sciences and We are looking for an investor. It is easy to see that such an algorithm of actions will make it possible to intensify the creation of small-scale investment projects.

Thus, the production development of specific innovations is ensured, firstly, within the existing “hard” and “soft” innovation infrastructure, subject to the formation of appropriate specialized services leading this process, and secondly, in newly created structures focused specifically on it . The originality of new organizational forms of innovative activity is determined by new trends in the competitive struggle of companies in the context of globalization and informatization, the emergence of self-learning organizations as one of the forms of “knowledge corporations”.

It follows from this that in modern conditions, which are characterized by a high degree of uncertainty, a creative search for new approaches and new organizational forms of enhancing innovation activity and increasing its efficiency is necessary.

It should also be noted that the current state of statistical tools for assessing the development and performance of small innovative entrepreneurship does not correspond to the role it plays in the development of the Russian economy.

The fact is that the innovative activity of small enterprises is surveyed by Rosstat on the basis of form No. 2-MP innovation. “Information on technological innovations of a small enterprise” has a number of shortcomings.

Firstly, the survey does not take into account micro-enterprises, which include small enterprises with up to 15 employees, and most of these are small enterprises, especially those created at universities and research institutes. Thus, in 2012, out of 15,169 small innovative enterprises, 13,553 were micro-enterprises, that is, almost 90% were not included in the survey.

Secondly, as the name of the survey suggests, only those enterprises that are engaged in technological innovation are taken into account and enterprises that carry out marketing and organizational innovations are not taken into account, but they are the serious driving mechanism for the development of small enterprises and contribute to their adaptation to a rapidly changing environment .

Thirdly, the survey of the innovative activities of small enterprises is carried out on a smaller range of enterprises than the observation of the innovative activities of large and medium-sized organizations. In form No. 2-MP innovation, small enterprises registered under the types of economic activity “Mining”, “Manufacturing”, “Production and distribution of electricity, gas and water” are reported. Small enterprises operating in the service sector, agriculture, construction, and education are not included in the survey 1.

Fourth, these surveys are conducted only once every two years.

As a result, these surveys conducted by Rosstat cover only a part of small enterprises, do not provide complete information about the activities of small innovative enterprises and cannot serve as an adequate information base for making management decisions on the development of small innovative enterprises. Clearly, significant changes need to be made here.

Lenchuk E.B., Vlaskin G.A. Investment aspects of innovative growth - M.: 2008.-e. 126. BIKI.2008. January 12 No. 3. //Innovations//. No. 6. -2012 - P.44

Y. Kuzminov, V. May, S. Sinelnikov-Myrylev. A country where there are many, many bad universities // Expert, No. 37, 2009.

Otkin I. Assembling the puzzle // “Business Magazine”. 2011. - No. 10

Akmaeva R.I. Innovative management of a small enterprise operating in the scientific and technical field. Rostov-on-Don. "Phoenix".-20!2.-p.203.

Introduction

Conclusion

Bibliography

Introduction

Relevance of the research topicdue to the fact that recently more and more attention has been paid to the development of innovative strategies for enterprise development. The enterprise, in accordance with its mission and the dynamically changing external environment, develops goals of obtaining sustainable profits, competitive advantages and survival in the long term. Means of achieving goals, i.e. strategies, which include both the intensive development of all elements of the enterprise’s production and economic system and their innovative development.

Most countries of the world are making a lot of efforts to strengthen scientific and technical potential, expand investments in high technology, participate in international technological exchange, and accelerate the pace of scientific and technological development. The share of new knowledge embodied in technologies, equipment, production organization, new products and materials in developed countries accounts for 70 to 85% of GDP growth.

The emergence of new ideas and their transfer into the practice of economic activity is a complex process in which acute contradictions appear between the emerging and the dying, between stability and development.

The purpose of this work is to study innovation management issues. During the research process, we set the following tasks:

Identify the essence of the concept of “innovation”;

Describe the characteristics of innovation activity;

Analyze the problems of innovation management.

1. The essence of the concept of “innovation”

At the beginning of the twentieth century, a new field of scientific knowledge arose - innovation, which studies the features and patterns of innovative entrepreneurship. The subject of modern innovation is the creation, development, dissemination and use of innovations (new technical solutions). This process is called the innovation process. The result of the innovation process is innovation.

This term was introduced into the theory of innovation by one of its founders, Joseph Alois Schumpeter (1883 - 1950), who argued that innovation is a new application of scientific and technical knowledge that leads to success in the market.

An analysis of J. Schumpeter’s theoretical provisions contained in his work “The Theory of Economic Development” allowed us to conclude that modernization and innovation of management there is a process of closely interrelated quantitative (growth) and qualitative transformations, as a result of which a new state of the economic system arises, therefore modernization as a result of activity must be considered from three positions.

Firstly, innovation is the result of intellectual activity, expressed in the practical application of the latest achievements of science, technology and creativity in order to increase the efficiency of any process, regardless of its field of application.

Secondly, innovation is the process of implementing and implementing innovations in various fields of activity. In other words, modernization is a social technical and economic process that, through the practical use of ideas and inventions, leads to the creation of products and technologies that are better in their properties, and if it is oriented toward economic benefit, profit, its appearance on the market may bring additional income.

This understanding of innovation allows us to conclude that innovation is subject to the basic laws of functioning of the market environment: there is demand, supply, the categories of efficiency, competition and other market attributes are applicable. Consequently, innovation is able to combine all the properties of a product - consumer and exchange value, price, quality, etc. and accordingly, innovation becomes a product only if there are significant advantages over existing products, as well as when the real possibility of commercializing the idea is justified, and if there are possible areas of application.

Thirdly, innovation can be considered as a social phenomenon that largely determines the relationship of a particular society to innovation, to changing existing foundations, to the transition from one stage of development to another.

Based on the considered positions of innovation in the economic system, we will consider the definition of a broader concept - “innovation activity”, which, in the author’s opinion, most accurately reflects the essence of innovation activity.

Innovation activity is a purposeful, organized and qualitative change in the types, forms and methods of economic activity, due to external reasons and internal capabilities, associated with risk and aimed at increasing the efficiency of achieving the goals of the enterprise.

In our opinion, innovative activity should also be understood as a type of professional activity aimed at the practical development of the results of intellectual work, implemented in the form of innovations introduced into various areas of life, as well as all additional labor costs associated with these processes.

The essence of innovation can also be manifested through seven inherent features:

Almost all definitions contain such characteristics of this concept as management of “innovations”, “innovations”, “improvement”, “new technology”, “new product”, “new technology”, etc. This makes it possible to single out its novelty according to some characteristics, or absolute novelty, as one of the most characteristic features of innovative activity;

Innovation is not just the creation of an innovation, but an innovation first introduced (applied) at a given enterprise in production or other activities (local innovation);

Innovation represents a change in product, technique, technology, production organization, labor and management;

Innovative activity is always generated by a certain specific need to improve the object of innovative activity and serves to satisfy this need.

Consequently, the next important characteristic of innovation is the satisfaction of existing individual, collective, social needs with new products or methods, or the formation of new ones;

Innovation takes the economic form of an innovation implemented in practice;

Innovative activity must provide an incremental effect. The introduction of innovations leads to increased efficiency in the field of its application, cost savings or the creation of conditions for generating additional profits;

Innovative activity is dual in nature; it represents the unity of use value and value (the effect is of a cost and utility nature).

Based on the considered characteristics of innovation, let us summarize its essence. The essence of innovation is that it is considered in relation to a product, technique, technology, organization, management, and has a target function and satisfies either old needs or creates new ones. It is the utility and incremental effect that makes innovations attractive for investing financial resources and determines their economic essence.

Thus, innovation activity is, on the one hand, a part, and on the other hand, an integral mechanism of the market system. Being part of the market system, innovative activity serves as a kind of supplier of new products and technologies to the market, which allows the market system to have the opportunity to develop or change. Therefore, the implementation of an innovative idea should be closely related to the laws of supply and demand, factors of the internal and external environment and the current level of technology development.

2. Features of innovation activity

To fully characterize innovation as an object of management, it is necessary to reveal the features of innovation activity and work aimed at creating innovations. Innovations have a number of unique features, which makes their management different from the management of other areas of human activity. In this case, two groups of features should be distinguished: the first group is characteristic of innovative activity, the second - for innovations (innovations). TO first groupThe following features include:

innovation developers are characterized by pronounced individuality, initiative, and their attitude to discipline is fundamentally different from what is traditionally required in organizations (enterprises);

Most work on the creation and implementation of innovations is of a relatively short-term nature. Taking this into account, the organization must have work (projects) of correctly selected complexity in order to constantly retain its core qualified personnel;

in departments working to create innovations, recognition of professional competence is clearly evident, regardless of the official status of employees;

It is difficult to correctly establish criteria and indicators for assessing the effectiveness of individual innovation developers.

Second groupfeatures refers to innovations, i.e. to the results of innovation activities. The most important feature of innovations is their uncertainty, the degree of risk and the likelihood of a positive outcome. Often at certain stages it is difficult to predict what will be obtained in the course of innovative research. There is often a possibility that the nature of the received scientific and technical information does not correspond to the economic conditions of its production use. A high degree of uncertainty remains even when a targeted search is conducted and researchers are waiting for a specific result.

The most important features of innovative work include their uniqueness and inimitability, the uncertainty of the timing of obtaining results and the level of costs, the many ways and methods of achieving the same goals, as well as the need for a significant number of special expensive experimental installations, equipment, instruments and materials. The features of innovation include the possibility of reusing the results of one study in various sectors of the national economy, as well as the general availability and non-appropriation ("free" for some consumers) of the results of innovative developments. A feature of scientific research is the complexity of its implementation, which requires highly qualified personnel who are proficient in the dialectical method and have a number of specific qualities. In addition, innovative work is characterized by such features as promise, dynamism and complexity.

Complexity and complexity are the most characteristic feature of the final stage of the innovation process. To increase the effectiveness of an organization's development, it is necessary, in accordance with the management model of an innovative organization, to highlight innovation as a key component of the strategy, as the main source of development of the organization. In the management model of an innovative organization, the organization's strategy is based on the creation of platforms for its development.

3. Problems of innovation management

In conditions of increasing dynamism of markets, constant changes in the socio-economic situation, and the rapid development of new technologies, the process of innovation management is of particular importance. Unlike other types of enterprise activities, innovations are associated with an increased level of risk and significant amounts of investment resources. The introduction of a unified planning and project management system for organizing the innovation sphere will help to significantly increase the efficiency of the company’s project implementation.

innovation management strategy

In the range of tasks currently being solved in the Russian economy, ensuring real economic independence of enterprises undoubtedly plays an important role. This explains the growing interest in such areas of management that, while meeting the goals of increasing the efficiency of business entities, at the same time allow them to maintain their financial independence and stability in various, inevitably changing situations. Such an approach leads to the recognition of priority in the area of ​​innovation management under consideration, i.e. activities aimed at obtaining in production as a result of the development and implementation of optimal management decisions a new positive quality of one or another intended property (product, technological, information, organizational, managerial, etc.).

Research in the field of implementation of innovation management shows that one of the most effective ways to manage innovation is the project approach.

The literature on innovation management and project management cites the following main advantages of using a project management system in the implementation of innovative projects:

· the ability to regulate project management procedures;

· determination and analysis of investment efficiency;

· use of mathematical methods for calculating time, resource, and cost parameters of projects;

· centralized storage of information on work schedule, resources and costs;

· the ability to quickly analyze the impact of changes in schedule, resourcing and financing on the project plan;

· providing a structure for monitoring the implementation of project work;

· accounting and management of project risks;

· ensuring quality control of work;

· management and control of supplies and contracts in support of project activities.

One of the most important aspects of improving the project management system is assessing its effectiveness, allowing for control and timely adjustments in case of deviations

The use of formalized project management methods in a company, and especially innovative projects, allows you to more reasonably define goals and optimally plan innovative activities, more fully take into account project risks, optimize the use of available resources and avoid conflict situations, monitor the implementation of the drawn up plan, analyze actual indicators and make timely corrections during the course of work, accumulate, analyze and use in the future the experience of successfully implemented innovation projects.

Conclusion

One of the most important elements in the structure of innovation activity is innovation management. The essence of innovation management in a market economy is to fit a new idea, and then technology, into the market context.

Modern innovation processes are quite complex and inevitable. They take place in any area of ​​management (improving planning, structure and functions of management bodies, systems for working with personnel and organizing their ongoing training, etc.)

Carrying out a sound innovation policy is a necessary condition for the survival of enterprises in market conditions.

Innovation is fundamentally characterized by alternative and multi-variant solutions. Hence the difficulty of predicting it. Innovation can be successful if it is supported by concentrated and coordinated actions of all stakeholders - both the government and the private sector.

Innovation management is carried out on an integrated basis, by modeling the management system, drawing up a business plan for an innovative project, forming a working team and monitoring at all stages of its implementation. The economic efficiency of research and development is determined on the basis of a number of financial and investment indicators by comparing costs with achieved results.

Analysis of existing approaches to assessing the effectiveness of project management of innovation leads to the need to develop a more effective methodology for assessing the effectiveness of project management of innovation, combining the strengths of the studied approaches, and taking into account the maximum number of factors of project management, based on the features of managing innovative projects and allowing to increase the efficiency of project management innovation.

Bibliography

1.Baranenko S.P., Dudin M.N., Lyasnikov N.V. Innovation management. - M.: Tsentrpoligraf, 2010. - 288 p.

2.Vertakova Yu.V., Simonenko E.S. Innovation management: theory and practice. - M.: Eksmo, 2008. - 432 p.

.Kuznetsov B.T., Kuznetsov A.B. Innovation management. - M.: Unity - Dana, 2009. - 368 p.

.Mukhamedyarov A.M. Innovation management. - M.: INFRA - M, 2010. - 176 p.

.Santo B. Innovation as a means of economic development: Trans. from Hungarian /general ed. and entry B.V. Sazonova. - M.: Progress, 1990. - 296 p.

.Management of innovative projects / Ed. prof. V.L. Popova. - M.: INFRA-M, 2009. - 336 p.

.Innovation management in organizations / A.A. Bovin, L.E. Cherednikova, V.A. Yakimovich. - M.: INFRA-M, 2009. - 320 p.

.Schumpeter J.A. Theory of economic development. Capitalism, socialism and democracy / preface. V.S. Avtonomova. - M.: EKSMO, 2007. - 864 p.

"HR Officer. Personnel Management (Personnel Management)", 2013, N 1

ANALYSIS OF PROBLEMS OF INNOVATION ACTIVITY AND PERSONNEL TRAINING

The Russian economy is not innovative in nature and is still an economy in transition, which is justified by the high risks of investing in the innovation sector. Mitigation of this situation is seen through the development of public-private partnerships, the creation of a national innovation system, the innovative activity of the Russian economy, and the training of personnel with new thinking.

Innovative activity and innovative economic development

The current situation in the world economy and a comparative analysis of the state of affairs in the Russian economy allow us to draw a key conclusion that the Russian economy does not have the character of an innovative economy, but is still an inefficient raw material economy of the transition period, which is justified by large innovation risks and the cost of investment in the innovation sector . Mitigation of this situation is seen in the following ways:

a) development of public-private partnership;

b) creation and development of a national innovation system;

c) innovative activity of the Russian economy;

d) retraining and training of personnel of new thinking.

Understanding innovative activity will allow us to study the essence of innovative development of the economy, and the term “development” as a concept indicating qualitative changes in the economy as a whole and separately in business entities with expanded opportunities.

The following facts of the current situation are known:

Data on the initial stage of the innovation chain - block "Knowledge": 12% of the number of scientists in the world (that is, the number of scientists in the Russian Federation) create only 0.3% of the world's high-tech products;

Data on the final stage of the innovation chain - block "Final innovative products": only 7 - 10% of Russian products are innovative in comparison with 70 - 80% of the volume of innovative products in developed foreign countries.

Note that the profitability of venture business in Russia is 10 - 15%, and in the West it is 40%. According to the conclusion of the Accounts Chamber of the Russian Federation for 2012, in terms of the volume of intangible assets (IIA) assessed and recorded on the balance sheet of enterprises, Russia is far from being in the top ten in the world, which, of course, does not correspond to actual reality on formal grounds. For example, the company "ANTK im. Ilyushin" has intangible assets on its balance sheet for an insignificant amount; 5.5% of the total industrial output is considered innovative products. There is a situation when an enterprise has, at best, registered a patent for some type of product.

The problem in innovation activity is the lack of personnel, both determining innovation policy in the regions and working in the innovation field. These are state and municipal employees, managers and specialists of the real sector of the economy.

The solution to this problem is associated with the need to develop and implement a modular competency-based approach to training innovative specialists with a list of specific training programs and the training technology itself, which is especially important when Russia joins the WTO.

It is possible and necessary to quickly solve the problem of staffing shortages in Russia through a wide network of the system of additional professional education (CPE), as the most mobile one. However, this does not exclude the systematic training of new cadres of workers, specialists and managers in various industries in vocational schools, colleges and universities, capable of working in conditions of modernization and competition.

As Russia enters the WTO, competition in the country's domestic market will increase, leading to the curtailment and ruin of competitively weak industries. Hence the increase in unemployment, the fall in effective demand, the flow of labor between enterprises and industries, and population migration. To alleviate social tension, a network of targeted retraining of personnel for in-demand specialties and professions should be deployed, and retraining of managers should also include mastering the legislative framework and judicial practice of the leading WTO countries. Accordingly, training programs for the further education system are being formed.

Experience of organizations within the educational subcluster

The authors analyzed educational programs with an innovative focus on training within the educational subcluster; the innovative competencies of the desired specialists for work have been formed, for example, in the National Aircraft Manufacturing Center (NAC) as the Aviation Innovation Cluster (AIC); the connections (relationships) between educational institutions included in the educational subcluster were analyzed. Based on the results obtained, a strategy for the innovative development of the educational subcluster is formed, based on a modular competency-based approach.

In the educational subcluster, three types of areas for training the following specialists can be distinguished: for example, economic universities: Higher School of Economics, Municipal Institute of Zhukovsky, International Institute of Management LINK - innovation manager, manager for innovative development of organizations or clusters; technical universities: Moscow Technical University named after. N. E. Bauman, Moscow Aviation Institute - engineer-manager, engineer-manager of high-tech production; research: Moscow Institute of Physics and Technology - technology manager or technology entrepreneur.

Currently, an innovative educational project is being implemented in the educational subcluster, the goal of which is to create an innovative educational system that includes large-scale scientific research, modern forms and methods of teaching using distance technologies and the active implementation of the results obtained in practice, including the creation of business centers and business incubators. Here the problem of forming an interconnected system of existing training standards (specialties and specializations) arises for the implementation of the necessary innovative educational process, using the example of NCA as AIC.

Dictionary of personnel management. An innovation project is a project containing a technical, economic, legal and organizational justification for the final innovation activity.

Purpose and p. - creating a new or changing an existing system - technical, technological, informational, social, economic, organizational and achieving, as a result of reducing resource costs (production, financial, human), a radical improvement in the quality of products, services and a high commercial effect.

Using the example of economic specialties, this problem is solved as follows: 16 modules of training courses have been developed, published in the form of a textbook and teaching aids; the department of "Innovative Technologies", a business incubator, and an innovative educational center are being created; Graduate qualifications have been formed and described: a) innovation manager; b) manager for innovative development of organizations; c) manager for innovative development of clusters and subclusters.

The second problem is the development and implementation of innovative projects. Its solution is associated with the systemic generation, description and examination of innovative projects, with increasing the investment attractiveness of projects, with the involvement of innovative specialists in this activity.

The third problem is the elements of the national innovation system. The solution to the problem is associated with regional-industrial clustering of business entities, with a quantitative analysis of their investment efficiency and the systematic inclusion of adequate elements of innovation infrastructure in these clusters.

The fourth problem is the innovation environment based on innovation clustering. Its solution lies in the systematic unification of the innovative activities of regional industry clusters and, as a consequence, in the systematic unification of elements of the innovation infrastructure. For example, the creation of the NCA in Zhukovsky is intended to ensure development and growth of Russian aviation, as well as Russia’s breakthrough into world economic leaders. Thus, a network of scientific venture enterprises should be formed with government support. Additional opportunities should be offered to small businesses.

The fifth problem is the problems of commercialization of research and development results. The transformation of scientific and technical developments into an innovative product suitable for production and interesting to the market is the most difficult stage in the chain connecting science with the consumer. The reason is the lack of understanding by specialists of the needs of the market, lack of relevant knowledge and experience in the field of technological entrepreneurship.

Today, every scientific institute is forced, to one degree or another, to develop a new direction for itself - the commercialization of the results obtained. This is what they do in every foreign university or research center. Most leaders of Russian research teams have little understanding of commercialization. Previously, they were engaged in implementation and are trying to continue this work in the new economic conditions. However, implementation is a concept from another area of ​​economics.

The key link in the development of innovative activity in our country is not money or even the regulatory framework, but personnel capable of competently commercializing scientific and technical developments, entering into contacts with foreign partners, and bringing their developments to the world market.

There are two participants in the commercialization process: the seller and the buyer. Science, acting as a seller, has already reached commercialization on the basis of public-private partnerships. Industrial enterprises, which must act as a buyer, do not view technology as an underlying resource. They are interested in such resources as restructuring and prudent management of existing funds, although the search and implementation of new technologies are also gradually becoming part of the interests of enterprises. Therefore, the interaction of Russian scientific, technical and industrial enterprises in new market conditions is one of the main problems existing today.

There is a widespread opinion that in conditions of low solvency, it is more expedient to finance the development of a product that may not be the best, but one that is sold in Russia. This is wrong. It is more profitable to bring an innovative and promising product or technology for its production that is already available on the world market than to spend money on mastering the production of a mediocre product. More profitable because it is less risky, and therefore cheaper. Without the competitiveness of a future new product, investing in its creation is impractical.

Usually everyone talks about the lack of funds to bring development to production and market. In fact, this problem is rarely the main one. In a market environment, if you come up with a commercially significant initiative, there is always money. However, in addition to an interesting idea, organization is important, that is, the ability of specific people to implement this idea.

Experience shows that in real conditions, from the idea of ​​​​creating a new product to the receipt of income from its sale, three to four years pass, in rare cases - less. This is the period of an innovative project. In order to bring the development from a laboratory prototype to a pilot batch, about 1 - 2 million dollars are needed (we do not consider here the costs associated with the background of the development). Nobody gives that kind of money right away. They give in small portions for each individual step in the implementation of an innovative project.

The basis for investment is a legend called the future market size of a new product. You can believe in the legend or not - it cannot be confirmed without a new product. As it is created and brought to market, the legend is clarified and arguments are put forward in its defense. Even when a pilot batch and the first buyers appear, the legend remains unconfirmed: there is no planned market for this product yet, and no one has yet pulled out $100 million from their pocket to buy it. However, it is already possible to make reliable forecasts. It is at the moment when pilot batches are sold that the process of expanding production begins. Having turned into mass production, a small enterprise is usually sold, the price of which, as a rule, starts from tens of millions of dollars. This is the economic meaning of innovation. Who will get the money as a result? The enterprise and those who at the time of sale of the business have a share in this enterprise, including the developer and manager.

Note. In a simplified sense, knowledge alienation is the provision of information. Its subsequent use depends on the quality of information alienation.

A logical question arises: how much percentage remains for the developer at the finish line? If he is not included in the ranks of managers, but remains a specialist dealing only with technical issues, he retains the status of the author and receives less than 10% of the output. On this issue, the opinion of most scientists is exactly the opposite.

The creation of a new product goes through 4 main stages: analysis of the concept of a new product (conceptual stage), laboratory testing of the feasibility of the idea (laboratory stage), creation of a prototype product (technological stage), preparation for the production of a pilot batch and its implementation (production stage). Each of these stages requires investments that increase by an order of magnitude. And the one who brings money “grabs” part of the property rights.

In addition to the seller and buyer, infrastructure plays an important role in the commercialization process, an element of which is technology parks that have gone through three stages in their development. At the first stage, they provided preferential premises to innovative enterprises. At the second stage, technology parks provided support services for general use. The third generation of technology parks carries out management and does this, counting on a share in future profits. With the help of a technology park as a powerful information and financial channel, small businesses can open up new opportunities to enter the global market.

The innovation sphere clearly reflected many changes in the economic life of the country, which brought with them reforms. Issues of distribution of rights to research and development results between authors and various organizations in which they work, organizational and legal forms of commercialization of these results, features of financing risky innovative projects, search and interaction with a strategic partner, strategic business planning, intellectual property management, transfer technologies - these and other aspects of the process of transforming scientific and technical products into goods are completely new for Russian scientists and production workers in the conditions of market relations and various forms of ownership. The attitude towards small innovative businesses is not always friendly, especially in the institutions from which such enterprises arose. Therefore, the field for discussion remains quite wide.

The problems described above and ways to solve them formulate certain requirements for the administration of regions and industries, for the heads of business entities. These requirements consist of a government approach to solving these problems, a sufficient level of knowledge in the field of innovation and innovation activities.

Bibliography

1. Gunin V. N. Innovative activity of enterprises: essence, content, forms. M.: State University of Education, 2011. 258 p.

2. Eskin K., Krutik A. Innovative activity and new discoveries. State reform strategy // Innovations. 2012. N 7. P. 35 - 38.

3. Arutyunov Yu. A., Kiseleva M. M., Korotaeva O. V. Experience of practical work on the innovative development of a regional/industry subcluster of educational institutions: Uch. village Dolgoprudny: MIPT, 2011.

4. Innovation and commercialization of intellectual property: Proc. village / Ed. V. V. Balashova, V. V. Maslennikova. M.: State University of Education, 2011. 270 p.

-1

Activities

Innovative activity inevitably faces some problems. Understanding these problems often brings closer the distance between the distant prospects of developed projects and the existing real innovative opportunities, and also helps in making specific decisions. Without touching on the fundamental problem of lack of money for business development, here are some of the typical problems.

Moving Target. Often, new product development projects are seen as promising within the framework of one, and most often a whole set of assumptions. These assumptions could be an element of stability in the market, the absence of drastic technological changes in a certain area, the absence of changes in consumer preferences, etc. Unfortunately, these assumptions do not always ultimately turn out to be correct, and then the project can become unprofitable. We assume, but life disposes.

Intracorporate tensions. An enterprise is like a living organism: it also develops and changes. What seemed promising and tempting just yesterday may no longer attract some managers today. The internal dynamics of the enterprise may develop in such a way that individual managers will eventually see the irrelevance of the project being implemented and raise the question of its termination or suspension in the interests of either other projects or individual strategic objectives of the enterprise in the light of changed circumstances. The turnover of personnel, especially of senior managers, makes it impossible to successfully continue what has been started.

Indistinguishability of new development. At the first stage of a project, the idea of ​​a new product is often seen as quite vague. Over time, as some funds have already been invested in research and development, you can become convinced that the new product is not original enough and does not offer such distant prospects as it seemed at the very beginning of work on the project. Often this understanding comes to developers after the first test on the market, when consumers greet the new development rather coldly. The thoroughness and quality of marketing and patent market research, and especially the intuition of managers, eliminate problems of this type.

Unexpected technical problems. It is not always possible to clearly predict from the very beginning what technical tasks the developers will face. Unfortunately, it is not always possible to overcome technical problems that arise (for example, new material or equipment is needed, but they are not available). Then the enterprise may be faced with the question of stopping financing the project or freezing it until the moment when the technical capabilities of the enterprise become wider.

Avalanche-like increase in project costs. Often budgets for the development of new products at its initial stage seem quite attractive. However, as it is implemented, the volume of unforeseen costs may grow uncontrollably. This could put the project at risk of failure. Sometimes, even at the initial stage, the volume of financing may be difficult to determine, which often scares away managers. Inflation is unpredictable, especially during periods of crisis in the global economy.

In practice, enterprises have to refuse to continue projects that have already begun and are well-funded. But this is largely not because the project development team was underqualified or underperformed, nor because senior managers lacked good intentions. Most projects turn out to be unsuccessful only because an analysis of the enterprise’s capabilities to implement such a project was not carried out, an answer was not received to the main question when making a decision on implementing innovative activities: is the enterprise even able to implement the idea of ​​​​releasing a new product or obtain such a product? Is there a margin of safety for the business?

4.15. Functional approach to innovation management

Innovation management is a complex process, which is the subject of modern science, called innovation management; it is basic in all innovation activities. Currently, 20 approaches to innovation management have been developed and applied by innovation managers, which are supplemented by the principles and methods of innovation management. It makes no sense to consider the essence of these approaches in a textbook intended only for familiarization with innovations and innovative activities, but it is advisable to list them in order to take note and present the full complexity of the topic raised, one of them is functional, as the most understandable, we will consider in more detail, then Let us briefly consider the systematic approach, which is the most modern and complex.

Let us list the scientific approaches to innovation management:

Systemic;

Reproductive-evolutionary;

Marketing;

- functional;

Normative;

Complex;

Integration;

Dynamic;

Process;

Optimization;

Directive;

Behavioral;

Situational;

Logical;

Innovative;

Virtual;

Standardization;

Exclusive;

Structural;

Business;

The essence of the functional approach to innovation management is that the need is considered as a set of functions that need to be performed to satisfy the need.

After establishing the functions, several alternative objects are created to perform these functions and the one that requires the minimum total costs for the life cycle of the object per unit of its beneficial effect is selected. Object development chain: needs → functions → indicators of the future object → change in the structure of the system.

Currently, a substantive approach is mainly applied to management, in which an existing object is improved. For example, a technical system is improved by refining the existing system based on the results of marketing research, analysis of scientific and technological progress in a given field of technology, comments and suggestions from consumers. Therefore, in practice, designers are faced with the task of achieving world-class quality in terms of the most important indicators of object quality. What are the disadvantages of this approach? Firstly, the designers themselves are not interested in conducting a broad and deep analysis of the world market, in setting difficult tasks for themselves (let patent experts and marketers do this - this is their “bread”). The global level of needs at the time of implementation of the facility among consumers can be predicted in a timely, objective and high-quality manner only by marketers, using their professional technologies. Secondly, let’s say that the designers tried very hard and found the best world model. However, this sample was designed yesterday and carries the ideas of yesterday. Technological progress does not stand still. Since time is still needed to develop, master and produce a new model, during this period world achievements in this area will go far ahead. Using a substantive approach, investors and managers will always only catch up with yesterday and will never reach the global level.

When using a substantive approach to the development of socio-economic systems, managers follow the path of improving existing systems. And in practice, managers are often faced with the problem of finding work for existing teams or employees. When applying the functional approach, they start from the opposite, from needs, from the requirements of the “output” of the system and the capabilities at its “input”. See diagram 4.15.

Disposal

Strategic Marketing

Operation (application)

Implementation

Organizational and technological

pre-production

Production

Scheme 4.15 of using functional (FP) and subject-matter (DS) approaches to improving objects.

When applying the functional approach, one abstracts from existing objects that perform similar functions. Creators of new objects that meet consumer requirements are looking for completely new technical solutions to meet existing or future (potential) needs. This approach should be used in conjunction with other approaches, primarily systemic, reproductive and marketing.

The differences between FP and PP in relation to the development of the company’s structure and to the development of the company’s products are shown in Table 4.15.

Table 4.15.

Sign	Subject approach	Functional approach
Differences in the development of the company structure
Idea of ​​the approach	Improving the manufactured model and existing structures	Creation of new facilities and structures in accordance with market requirements
Form of organizational structure of the company	Linear-functional or matrix	Problem-target or matrix
Level of novelty (continuity) of the organizational and production structures of the company	Short	High
Condition of fixed material assets	Outdated	New
The principle of staffing formation	Adaptation of department structures to existing employees	According to the parameters of the output (target subsystem) of the company, the tasks and functions of the divisions
Share of highly qualified managers and specialists	Short	High
Average salary of managers and specialists	Low	Twice as high
Average age of managers and specialists	50…55 years	35…40 years
Efficiency and sustainability of the company's functioning	Low	High
Competitiveness of the company	Low	High
Differences to the development of the company's products
Depth and quality of marketing research	Minor	Significant
The degree of satisfaction of market needs for these products	Incomplete	Full
A technical approach to product improvement	Based on unification with the produced model	Based on the creation of completely new products
Base of comparison when planning product upgrades	Best example of competitors	Leading comparison base, focused on ensuring the competitiveness of products by the time the product enters the market
Degree of novelty (patentability) of products	Low, improvement of the produced model	Creation of new high-quality products
The complexity of developing and mastering new products	Low	High
Degree of technology novelty	Low	High
Continuity of organization of production and labor	Improving the existing organization	Designing a new organization
Market penetration level	Completely mastered	The market can be old or new
Product competitiveness	Low	High

1

Currently, the leadership of our country is fully aware of the need for Russia, and therefore all industrial enterprises, to transition to an innovative path of development, and they are taking a number of practical measures to implement this course. But, despite all the measures taken, industrial enterprises have still not shown activity in matters of innovative development.

Innovative development around the world is driven by the need to constantly improve and maintain the competitiveness of enterprises. At the same time, the use of innovations gives enterprises the opportunity to effectively compete in the market, attract new consumers, and improve financial results. The level of competitiveness of an enterprise most significantly depends on the technological level of the enterprise. In addition, it is necessary to take into account the depth of innovation processes at the enterprise, since not all innovations lead to increased competitiveness, but only those that are oriented towards new markets and are accompanied by original developments.

Many studies note the lack of interest among Russian enterprises in innovative development as such. And the reason, in our opinion, lies in the fact that in Russian conditions innovation is not really a tool in the competitive struggle. Russian enterprises do not need to introduce new technologies to attract consumers. Competitive advantages in our country are created by factors other than innovation. This clearly demonstrates the fact that, with extremely low R&D costs, a low technological level and low labor productivity, Russian enterprises have high profitability. The share of enterprises that are absolutely passive in the field of innovation, that is, without new products, new technologies, or R&D expenses, averages 44%. The share of enterprises developing and implementing a new product is significantly less than the share of enterprises that do not have their own developments, but adapt and apply already known technologies and products (19% and 27%). There are very few enterprises targeting new original products and technologies at the level of the world market - only 3%. There is a significant positive relationship between firm competitiveness and persistence of R&D expenditures. In the period from 2005 to 2009. the share of enterprises financing R&D decreased from 55% to 36%.

The low level of corporate R&D spending in Russia is often associated with the imperfection of the process of technological modernization, meaning that enterprises must first modernize production and replace equipment in workshops, and only then move on to innovation based on original developments. However, practice shows that large investments and innovations do not compete with each other, but rather accompany each other. Moreover, it is precisely those enterprises that have actively invested in recent years that are implementing high-quality innovations. The largest proportion of enterprises that have never had any investments (44%) are among those that have never engaged in R&D or introduced new products and technologies.

The following main problems that hinder the active innovative development of Russian enterprises can be identified:

1. The lack of current legislation regulating the conduct of innovative activities at the enterprise, the law “On Innovation Activities”, etc. has not been adopted. This is the cause of many disputes and misunderstandings that arise between the government, scientists and enterprises regarding both the very concept of innovative development and definitions of innovative products, innovation process, etc.

2. Insufficient financing of innovative activities by enterprises due to the high cost of introducing and mastering innovations, as well as the long-term nature of investments. Enterprises do not have their own funds to finance developments, and the ability to attract financial resources from external sources is limited. Lenders have no guarantee of repayment of loans and receipt of dividends, since innovative activities are subject to a much greater number of risks than investment activities.

3. Russian enterprises lack a modern base for implementing developments due to wear and tear or lack of necessary equipment. Many industrial enterprises are characterized by high resource and energy intensity of production, which is aggravated by the high level of wear and tear of the production apparatus. Due to the backwardness of the fixed capital of enterprises, the economy as a whole turns out to be unreceptive to investments in research and development.

4. The presence of the phenomenon of resistance to innovation, which most often occurs for two reasons:

• It is human nature to fear everything new. This is most pronounced in moments of transition, especially crises, when there is socio-psychological instability and the introduction of something new is perceived as a threat to the existing situation;
• From the point of view of an investor investing in any technology, the emergence of a new, more efficient one, often built on new principles, creates a threat to the existing one. Therefore, investors try to hold it for a while, at least until previous investments pay off.

5. Lack of personnel capable of effectively managing the innovation process, and the personnel problem is felt at all levels of management, both in the country and in individual enterprises.

6. Difficulties in conducting marketing research of innovative products. The unstable economic situation in the country makes it difficult to reliably assess the demand for innovative products, even in the short term.

7. Innovative activity requires the presence of an appropriate organizational management structure at the enterprise.

8. Undervalued human capital, which is not taken into account either when determining the authorized capital, or when justifying investments, or when developing a strategy for an economic entity, while in world practice systems for the development of intellectual human potential are widely used.

According to the latest statistics, large enterprises with more than 1,000 employees have the greatest innovative activity. This can be explained by the fact that large enterprises have large financial, production, human, and political resources - the ability to lobby their interests, on which success in competition largely depends. The experience of foreign companies also shows that innovative development is more convenient for large enterprises and corporations.

It is necessary to form an effective innovation management system and master innovation management technologies at those enterprises that have the opportunity to carry out innovative activities. Innovative development at a large industrial enterprise can be effectively carried out with the active involvement of a special organizational structure, which can be called a center for innovation and technological support.

It is recommended to create divisions at enterprises that would be directly responsible for innovation and innovative development. It is possible to combine in such divisions the functions of strategic and innovative development, which are closely interconnected. Divisions of this kind are available in large Russian companies, for example, OJSC Lukoil, OJSC Russian Railways, OJSC Rosneft, etc.

Bibliographic link

Saifullina S.F. PROBLEMS OF INNOVATIVE DEVELOPMENT OF RUSSIAN ENTERPRISES // Advances in modern science. – 2010. – No. 3. – P. 171-173;
URL: http://natural-sciences.ru/ru/article/view?id=7969 (access date: 02/01/2020). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"