1. Research stage
2. Stage of production
3. Stage of consumption
1. birth of innovation
2. development of innovation
3. innovation diffusion
4. routinization of innovation
| Generation | Feasibility check | Creation of a prototype | Comprehensive testing and improvement specifications | Market sounding | Organization of large-scale production | Market expansion | ||||||||||||||||||||||||||||||||||
| Market needs analysis | Large Scale Marketing | |||||||||||||||||||||||||||||||||||||||
| First stage | Second phase | Third stage | Fourth stage | Fifth stage | Sixth stage | |||||||||||||||||||||||||||||||||||
Organization of the innovation process
Figure: Dynamics of costs and benefits during implementation
T0 t1 t2 t3 t
Gross income
net income
- profit
- current costs associated with the production and sale of products
It is obvious that the early stages of this process are notoriously expensive, and the costs increase sharply as the innovation approaches the market (time t1). The segment t0-t1 corresponds to the first four stages of the innovation process. With the onset of the fifth stage, the organization begins to receive income from sales, which grows further with the expansion of the scale of production and sales (curve W on the segment t1-t3). Naturally, this happens only with the successful development of the innovation process. Curve V on the same segment characterizes the receipt of net income, starting from time t1. It is formed as a result of subtracting from the gross income W the current costs Q associated with the production and sale of marketable products. From some point in time t2>t1, net income compensates for the costs in the early stages of the innovation process and the organization begins to receive net profit(curve P on segment t2-t3).
Figure: Staged Innovation Financing Mechanism
1. 2. 3. 4. 5. 6. time
1. - seed funding
2. - seed funding
3. - stage of initial expansion
4. - stage of rapid expansion
5. - preparatory stage
6. - the stage of ensuring the liquidity of risky investments
1. Pre-start financing implies financial support for carrying out work on the theoretical and practical substantiation of the commercial significance of your idea. At this stage, preliminary research and development is carried out, a potential market for new products is assessed, and a plan for the future organization is prepared. The stage can last from several months to one year and, on average, requires investors of a new organization to invest up to $300,000. This is the most risky investment, since there is practically no reliable information to determine the viability of the proposed project. As a rule, at the end of this stage, about 70% of new ideas are discarded. At the same time, the accepted ideas bring the highest profits to investors who enter the business at this stage.
2. At this stage, work on the organization of a new enterprise and the selection of key employees is almost completed, the development and testing of an innovation prototype, as well as the study of market needs, are nearing completion. The leaders of the organization already have a formal business plan that serves as the basis for negotiating with risk capital investors. The new organization needs funding in order to start producing and selling its products. In some cases, additional research and development costs are required. The stage takes about a year and usually costs investors up to $1 million. because of high degree Risk often practiced joint investment of several venture capital investors.
3. The stage of initial expansion involves the transition of an innovative organization to practical activities commercial development of a new type of product or service. At this time, the organization needs advertising, strengthening its reputation with consumers, overcoming competition, creating a sales network for marketable products, organizing and improving production management. Profits from the sale of products do not yet provide at this stage financial opportunities for further growth, payment of operating expenses and creation revolving funds. At the same time, the existing assets of the organization do not serve as a reliable guarantee for obtaining loans from banks. Thus, entrepreneurs again resort to the services of venture capital investors. The stage can take several years and requires several million dollars for the normal operation of the new organization. Therefore, several venture funds usually participate in the financing of innovations.
4. If the previous stage is successful, it is followed by a rapid expansion stage, in which the organization needs significant funds to increase production capacity, working capital, improve the marketing system, and to improve products.
5. After the organization has reached the stage of rapid expansion and has become profitable, the likelihood of its bankruptcy is significantly reduced. Now it can use borrowed funds from traditional sources of financing. Attracting new investors of risk capital, as a rule, stops. Conditions are being prepared for the issuance of shares of the new organization to the market valuable papers. This work takes at least three months and can cost $300,000 or more.
6. At this stage, shares are issued and sold on the securities market.
The main part of risky investments (approximately 2/3) usually falls on the first three stages of financing. The duration of the full cycle of risky investments in one organization varies widely. However, in most cases this period is 5-10 years.
Thus, an indispensable condition for risky investments is the provision financial resources without paying interest and repaying the debt for a sufficiently long period of time. Therefore, risk funds prefer to follow the path of joint investments, which significantly reduces the risk of individual investors.
Topic 4. Innovative design and organization of R&D
Sources of innovative ideas
Drucker P. identifies seven sources of innovative ideas:
§ unexpected event for an organization or industry - unexpected success, unexpected failure, unexpected external event
§ incongruence - a discrepancy between reality (as it really is) and our ideas about it (what it should be)
§ innovations based on the needs of the process (under the need of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated)
§ sudden changes in industry or market structure
§ demographic changes
§ changes in perceptions, moods and values
§ new knowledge (both scientific and non-scientific).
According to Drucker P., a systematic innovation process consists in a purposeful and organized search for changes and in a systematic analysis of these changes as a source of social and economic innovation. He refers to the first 4 sources of innovative ideas (areas of change) as internal, since they are within the organization, within the industry or service sector (such sources are available to those working in this organization or in this industry). The last three sources are external because they originate outside the organization or industry. However, there are no clear boundaries between all sources, and they can intersect mutually.
When choosing an innovative idea and deciding on the implementation of any innovation, you need to find out some points:
§ if we are talking about product innovation - does this or that product have a good chance in the market
§ When it comes to any innovative project- obtaining real profit (the profit from the project should be much higher than the costs of its implementation) and real risk assessment (the risk associated with the project should be in the maximum allowable ratio with the profit from its implementation).
Thus, in order to achieve the intended goals and obtain monopoly excess profits from innovation, the organization must comply with certain conditions and meet certain requirements:
§ it is necessary to clearly represent the volume of demand of potential consumers for innovation, its economically expressed advantages over already existing ways meeting this need
§ it is necessary to identify resource constraints that arise during the creation, production and marketing of innovations, i.e. it is important to correctly make a comprehensive forecast of the economic potential of innovation
§ for the successful development of an innovative organization, a prerequisite is the compliance of the organization's personnel with certain requirements
§ With limited material and financial resources and market uncertainty, the quality of organization and management plays a significant role in the success of innovative organizations.
In connection with the foregoing, it is the small innovative organizations are the most effective, since they are characterized by the absence of strictly formalized management structures, which ensures speed and flexibility in decision-making.
Innovation process
Formation of the idea, preparation and gradual implementation of innovative changes is called the innovation process. The innovation process is a broader concept than innovation activity. It can be viewed from different perspectives and in varying degrees of detail:
Firstly, it can be viewed as a parallel-sequential implementation of research, scientific and technical, production activities and innovation;
Secondly, it can be considered as temporary stages of the innovation life cycle from the emergence of an idea to its development and implementation.
AT general view, the innovation process is a sequential chain of events during which innovation is realized from an idea to a specific product, technology or service and is distributed in economic practice. Moreover, the innovation process does not end with the so-called implementation, i.e. the first appearance on the market of a new product, service or bringing a new technology to its design capacity. The process is not interrupted because as it spreads in the economy, an innovation improves, becomes more efficient, acquires new consumer properties, which opens up new areas of application, new markets, and hence new consumers.
An important direction in the study of innovation processes is the identification of real factors that facilitate or hinder their implementation.
Table: Factors influencing the development of innovation processes
| Group of factors | Factors hindering innovation activity | Factors contributing to innovation |
| Economic, technological | Lack of funds to finance innovative projects Weak material and scientific and technical base and outdated technology, lack of reserve capacity Dominance of the interests of current production | Availability of a reserve of financial, material and technical resources, progressive technologies Availability of the necessary economic and scientific and technical infrastructure Material incentives for innovative activities |
| Political, legal | Restrictions from antimonopoly, tax, depreciation, patent and licensing legislation | Legislative measures (especially incentives) that encourage innovation governmental support innovation |
| Organizational and managerial | Established organizational structure, excessive centralization, authoritarian style of management, predominance of vertical information flows Departmental isolation, difficulty in intersectoral and interorganizational interactions Rigidity in planning Orientation to established markets Orientation to short-term payback Difficulty in reconciling the interests of participants in innovation processes | Flexibility of the organizational structure, democratic management style, the predominance of horizontal information flows, self-planning, allowance for adjustments Decentralization, autonomy, formation of target problem groups |
| Socio-psychological, cultural | resistance to change, which can cause such consequences as a change in status, the need to search new job, restructuring of established ways of activity, violation of stereotypes of behavior, established traditions fear of uncertainty, fear of punishment for failure resistance to everything new that comes from outside | moral encouragement, public recognition providing opportunities for self-realization, the release of creative labor normal psychological climate in the workforce |
The innovation creation process includes (innovation life cycle):
1. Research stage
§ fundamental research and development of a theoretical approach to solving a problem (fundamental research is a theoretical or experimental activity aimed at obtaining new knowledge about the basic patterns and properties of social and natural phenomena, about cause-and-effect relationships with respect to their specific application. There are theoretical and search fundamental research Theoretical research includes research - the task of which is new discoveries, the creation of new theories and the justification of new concepts and ideas. Exploratory research includes fundamental research - the task of which is the discovery of new principles for creating products and technologies, new, previously unknown, properties of materials and their compounds, methods of analysis and synthesis.In exploratory studies, the goal of the intended work is usually known, more or less clear theoretical basis but directions are not specified. In the course of such research, theoretical proposals and ideas are confirmed, rejected or revised. positive exit fundamental research in world science is 5%.);
§ applied research and experimental models (applied/original research is aimed primarily at achieving a specific goal or task, at identifying ways of practical application of previously discovered phenomena and processes; research work of an applied nature aims to solve a technical problem, clarify unclear theoretical questions, obtaining specific scientific results that will be further used in experimental developments);
§ experimental development, determination of technical parameters, product design, manufacture, testing, refinement (product development is the final stage of scientific research, characterized by the transition from laboratory conditions and experimental production to industrial production. The purpose of product development is the creation / modernization of new technology samples that can be transferred after appropriate tests to mass production or directly to the consumer.At this stage, the final verification of the results of theoretical studies is carried out, the corresponding technical documentation is developed, a technical prototype or an experimental technological process is manufactured and tested.A technical prototype is a real-life sample of a product, system or process, demonstrating suitability and conformity of performance to specifications and production requirements);
2. Stage of production
§ primary development and preparation of production (at this stage, a description is made possible methods production, indicating the main materials and technological processes, operational and environmental safety conditions. The industrial applicability and pre-production phase is the period during which a product must be prepared to enter the market. The result is a prototype, a full-scale, working model designed and built to define the production requirements of a new product. The prototype fully complies with the industrial design standards of the final product being mastered in mass production. Technical analysis and information gathering data are the basis of a feasibility study containing a detailed assessment of the costs of creating and operating production complex and profits from selling the product on the market at competitive prices);
§ start-up and management of mastered production (full-scale production is the period during which New Product mastered in industrial production and the production process is optimized in accordance with market requirements);
3. Stage of consumption
§ delivery of products to the market and its consumption (at this stage, the strategy for promoting a new product to the market is specified, there is a direct consumption of new knowledge embodied in a new product. At the same time, the actual effectiveness of innovative activity is revealed.);
§ obsolescence of the product and the necessary elimination of obsolete production (this stage occurs when there is not only physical, but primarily moral depreciation of equipment caused by the rapid pace of development of new highly efficient models).
With regard to innovation, as a process of transferring innovation into the scope of application, the content of the life cycle is somewhat different and includes the following stages:
1. birth of innovation- awareness of the need and the possibility of changes, search and development of innovations;
2. development of innovation- implementation at the facility, experiment, implementation of production changes;
3. innovation diffusion- distribution, replication and multiple repetition at other objects (dissemination of innovation is an information process, the form and speed of which depend on the power of communication channels, the characteristics of the perception of information by business entities, their abilities for the practical use of this information, etc. According to the theory of Schumpeter Y Diffusion of innovation is a process of cumulative increase in the number of imitators/followers who introduce an innovation after the innovator in anticipation of higher profits);
4. routinization of innovation- innovation is implemented in stable, permanently functioning elements of the relevant objects.
Thus, both life cycle interrelated, interdependent and impossible one without the other. Both life cycles are covered general concept innovative process, and the main difference between them lies in the fact that in one case there is a process of formation of new products, in the other - the process of its commercialization.
Figure: Innovation process
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According to the research of P. Drucker, innovation activity consists in a purposeful and organized search for changes, as well as in a consistent analysis of the opportunities that these changes bring for economic and social innovations. The most common are the seven sources of innovation opportunities: unexpected, inconsistency, urgent need or need, changes in industry or market structure, demographics (demographic factors), changes in perception, understanding and mood, new knowledge.
Unforeseen event- it is an unexpected success or failure (failure) in business. Unexpected success not only indicates the possibility of innovation, it suggests the need for it. Such success should not be ignored because it came into conflict with the usual order of things, but it is necessary to analyze and carefully understand what happened and what the consequences might be. An unexpected failure (failure) should also always serve as an opportunity for new opportunities to find innovative ways.
The condition for success in using unforeseen events for innovation is their connection with the acquired knowledge and accumulated experience.
Inconsistencies- it is a discrepancy between what actually is and what should be (it was supposed to be). These are signs of qualitative changes that have already taken place within the market, industry, process, or that can be promoted. They can be divided into the following types:
Inconsistency of the economic realities of the industry;
Discrepancies between the realities of a particular industry or service sector;
Discrepancy between real perceived values and consumer expectations;
Internal inconsistencies in the rhythm or logic of the ongoing process.
Sometimes it is impossible to understand why growing demand does not lead to better economic performance. The innovator should think about how to take advantage of the inconsistency in the economic realities of the industry and how to turn it into an opportunity to get what was planned. The discrepancy between economic realities is a call to action.
Discrepancies between the realities of a particular industry or service sector arise when people working in them make erroneous assumptions about realities and reality. There is a discrepancy between reality and the misdirection of their efforts (behavior), which creates an opportunity for successful innovation. The solution should be specific, clearly focused and simple.
The discrepancy between real perceived values andexpectations consumers. An example of such a mismatch is an unexpected success. The expectations and values of the buyer and the manufacturer never coincide. Behind the most common discrepancy between real and imagined reality there is always an element of intellectual arrogance, rigidity, dogmatism. There is a need to look for opportunities for well-targeted innovations that will have a good chance of success.
Internal inconsistencies in the rhythm or logic of the process. The discrepancy is usually visible to those working in the industry or service industry, an outsider cannot take advantage of this opportunity to innovate in order to produce a product or service to better satisfy the customer.
Urgent need or necessity focused on solving certain problems, and not on the situation that arises in the external environment. Due to the need, taking into account new knowledge and the requirements of the time, the existing process is improved and rebuilt, sometimes a missing link is added to it. Process improvement must be conscious, i.e. it should be clear what we need at the moment, whether there is enough knowledge to solve the problem, whether the decision to realize the need corresponds to the values of those who will use it. Therefore, in order to turn the urgent need into reality, specific program studies are needed, for example, the urgent need for the development of domestic tourism in Russia requires program studies to determine the necessary measures and what innovations should be introduced for this.
change inindustry or market structure suggest that the structure of a market or industry sometimes remains unchanged for a long period, but at the same time seems to be absolutely stable, and begins to be perceived by everyone as a given that will exist forever. However, the structure of a market or an industry is a fragile structure: one small push can change the situation so much that it becomes impossible to do business in the old way. An example of such a push is the changes made in early 2007 to the Law of the Russian Federation "On the Fundamentals of Tourism Activities", on the financial responsibility of tour operators, which created a favorable situation for the development of innovative processes in the field of tourism.
Changes in the structure of the industry create good opportunities for innovation, which are visible from the outside and easily predictable. Very often, outsiders to the industry, ready to innovate, can become an important factor change without risk. The development of information technology in the 1990s was a prerequisite for changing the structure of the tourism industry. This was taken advantage of by the large holding company Cendant, which dealt with real estate, by actively starting the introduction of advanced technologies in the tourism business. The holding's management began to create and buy up virtual tourism companies, as a result of which the holding took a leading position in the e-commerce market for tourism services.
These four sources of innovation may be symptomatic of changes in the environment, the economy, society, or knowledge, but they manifest themselves within a business, industry, or market.
Sources of innovation opportunities such as demographics, changes in perception, understanding and mood, and new knowledge are external factors that include changes in the social, philosophical, political and intellectual environment.
Demographic factors - changes in the composition of the population, its size, age structure, employment, level of education and income - are pronounced and their consequences are most predictable. The importance of trends in population dynamics has always been recognized by businessmen, economists, and politicians, but changes in birth or death rates, education levels, labor force composition, or the location and movement of people have been considered to occur over significant periods of time and therefore have little practical effect. values in daily decision making. However, demographic change presents innovative opportunities that can deliver good results with a high degree of reliability, especially in the leisure and tourism industry. An example of the successful use of demographic change in the tourism business is Club Mediterranee.
Changes in perception, understanding and mood arise when there is a change in perception, and the fact itself does not change, only its meaning changes, for example, statements: "the glass is half full" or "the glass is half empty." Unexpected success or failure is often a sign that a change in perception has taken place. Perception-driven innovation must start small and be very specific. A critical aspect of such an innovation is the timing of its introduction. There is nothing more dangerous than trying to take advantage of a change in perception hastily. Much of what may seem like a shift in perception is actually a short-lived fashion trend.
New knowledge, Knowledge-based innovations differ from all others in their main characteristics: duration, number of failures, unpredictability, as well as the problems that the entrepreneur has to solve. Knowledge-based innovation is the result of a combination of several types of knowledge, and not necessarily only scientific and technological. In most cases, innovation takes place only when all the necessary factors are known, available and already used somewhere. Therefore, new knowledge is characterized by a long period of implementation. It takes 25...35 years for a real technology of their practical application to emerge on the basis of new knowledge, and for it to be accepted by the market. Many of the elements of what is today called management appeared immediately after the end of the First World War, but for a long time certain components of management were developed: organization, human resource management, etc. Only after the systematization and optimization of new knowledge in the mid-1950s. management has become global.
Innovation based on new knowledge brings change. Its goal is to create a need, and no one can say in advance how the user will perceive it. Other innovations are based on changes that have already taken place and are aimed at meeting existing needs.
INNOVATIVE MANAGEMENT.
Management and innovation are needed everywhere - in the economy and in education, in healthcare and municipal government. And they are necessary precisely because they do not mean a “radical change”, grandiose transformations. The entrepreneurial society takes a great many different steps at the same time at every moment: a new product is here, new service there, new form leisure somewhere else. Only such a structure is able to satisfy the most diverse and almost always local needs of a very complex society, and even more so to develop these needs. Therefore, innovation is defined as the end result of intellectual (scientific and technical) activity, which has been embodied in the form of a new or improved product or service introduced on the market.
Concepts should be distinguished innovations and innovation. Innovation - this is a formalized result of fundamental, applied research, development or experimental work in any field of activity to increase its effectiveness. Innovations can take the form of: a discovery, invention, patent, trademark, rationalization proposal, documentation for a new or improved product, technology, management or production process, standard, etc.
The main thing is to introduce innovation, to turn innovation into a form of innovation, i.e. complete the innovation activity and get a positive result.
Innovation- the end result of the introduction of innovation in order to change the object of management and obtain an economic, social, environmental, scientific, technical or other type of effect.
Seven sources of innovative opportunities.
Innovation does not have to be technical or something material in general. It is believed that the Japanese are not innovators, but imitators. Indeed, they showed little technical and scientific innovation. Their success was based on social innovation.
The Japanese made the deliberate decision a hundred years ago to focus on social innovation and to imitate, import and adapt technological innovation, all of which brought them overwhelming success.
What is sometimes referred to as creative imitation is a very respectable and often very successful entrepreneurial strategy.
Innovation is more of an economic and social term than a technical one.
Systematic innovation consists in a purposeful, organized search for change and in a systematic analysis of the opportunities that these changes can provide for economic or social innovation.
Systematic innovation means monitoring the seven sources of innovation opportunities.
The first four sources lie within the enterprise (in the internal environment), so they are visible primarily to people working in this sector or industry. These are mostly symptoms. But they are highly reliable indicators of changes that have already happened or that can be made to happen with little effort.
These four sources are:
- unexpected event: unexpected success, unexpected failure, unexpected external event.
- mismatch, mismatch: between reality as it is and its reflection in our opinions and assessments.
- Innovation based on the needs of the production process.
- Changes in the structure of an industry or market that took everyone by surprise.
The second set of sources, of three elements, includes changes outside the enterprise or industry, namely, in the social, political, intellectual environment (external environment):
- Changes in consumer perception and sentiment.
- New knowledge, scientific and non-scientific.
All these sources overlap, but the order in which they are listed is not arbitrary. They are listed in descending order of reliability and predictability. Contrary to almost universal belief, new knowledge - especially scientific knowledge - is the least reliable and least predictable source of successful innovation. For example, the analysis of such things as an unexpected event will greatly reduce risk and uncertainty. The innovations that emerge from it are, as a rule, of the smallest importance between the beginning of an enterprise and its measurable results - success or failure.
Drucker P. identifies seven sources of innovative ideas:
Unexpected event for an organization or industry - unexpected success, unexpected bad luck, unexpected external event
Incongruence - a discrepancy between reality (as it really is) and our ideas about it (as it should be)
Innovations based on the needs of the process (under the need of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated)
Sudden changes in industry or market structure
Demographic changes
Changes in perceptions, moods and values
New knowledge (both scientific and non-scientific).
According to Drucker P., a systematic innovation process consists in a purposeful and organized search for changes and in a systematic analysis of these changes as a source of social and economic innovation.
He refers to the first 4 sources of innovative ideas (areas of change) as internal, since they are within the organization, within the industry or service sector (such sources are available to those working in this organization or in this industry). The last three sources are external because they originate outside the organization or industry. However, there are no clear boundaries between all sources, and they can intersect mutually.
When choosing an innovative idea and deciding on the implementation of any innovation, you need to find out some points:
If we are talking about product innovation - does this or that product have a good chance in the market.
If we are talking about any innovative project - getting real profit (the profit from the project should be much higher than the costs of its implementation) and assessing the real risk (the risk associated with the project should be in the maximum allowable ratio with the profit from its implementation).
Thus, in order to achieve the intended goals and obtain monopoly excess profits from innovation, the organization must comply with certain conditions and meet certain requirements:
It is necessary to clearly understand the volume of potential consumers' demand for innovation, its economically expressed advantages over existing methods of satisfying this need.
It is necessary to identify resource constraints that arise during the creation, production and marketing of innovations, i.e. it is important to correctly make a comprehensive forecast of the economic potential of innovation
For the successful development of an innovative organization, a prerequisite is the compliance of the organization's personnel with certain requirements.
With limited material and financial resources and market uncertainty, the quality of organization and management plays a significant role in the success of innovative organizations.
In connection with the above, it is small innovative organizations that are most effective, since they are characterized by the absence of strictly formalized management structures, which ensures speed and flexibility in decision-making.
Question 4. Essence, content and classification of innovations.
The term "innovation" in translation from English means "innovation".
In accordance with the classification of J. Schumpeter, the concept "innovations" viewed as:
1) production of a new, i.e. still unknown to consumers, the good or the creation of a new quality of this or that good;
2) introduction of a new, i.e., a given industry of a still practically unknown method (method) of production, which is based on a new scientific discovery and which may also consist in a new method commercial use the relevant product;
H) development of a new market, i.e., such a market in which the given branch of industry of this country has not been represented until now, regardless of whether this market existed before or not;
4) obtaining a new source of raw materials or semi-finished products equally regardless of whether this source existed before, or was considered inaccessible, or it had yet to be created
5) carrying out an appropriate reorganization for example, securing a monopoly position or undermining the monopoly position of another enterprise.
Innovation - this is the end result of introducing an innovation in order to change the object of management and obtain an economic, social, environmental, scientific, technical or other type of effect.
Innovation- this is a formalized result of fundamental, applied research, development or experimental in any field of activity to increase its effectiveness.
Innovations and inventions become innovations after their commercialization (implementation).
The time between the appearance of an innovation and its implementation into an innovation is called innovative lag.
Innovations can take the form of:
discoveries;
inventions;
Patents;
trademarks;
Rationalization proposals;
Documentation for a new or improved product, technology, management or production process;
Organizational, production or other structure;
know-how;
concepts;
Scientific approaches or principles;
Marketing research results, etc.
table 2
Types and goals of innovation
There are a number of classifications of innovations in the literature. The most complete typology of innovations is offered by A. I. Prigogine:
1) by type of innovation:
Material and technical (equipment, technology, materials);
Social;
Economic;
Organizational and managerial;
legal;
Pedagogical;
2) by innovative potential:
Radical (basic);
Combinatorial (use of various combinations);
Modifying (improving, supplementing);
3) according to the principle of relation to its predecessor:
Replacement (instead of obsolete);
Cancel (exclude the execution of operations);
Return (to the predecessor);
Opening (new, no analogues);
4) by scope of application:
Spot;
Systemic (technological, organizational, etc.);
Strategic (principles of management, production);
5) by efficiency (goals):
Production efficiency;
Management efficiency;
Improvement of working conditions, etc.;
6) by social consequences:
Causing social costs;
New types of monotonous labor;
Harmful conditions, etc.;
7) according to the peculiarities of the mechanism of its implementation:
Single (for one object);
Diffuse (to many objects);
Completed and unfinished;
Successful and unsuccessful;
8) according to the features of the innovation process:
Intraorganizational;
Interorganizational;
9) by source of initiative:
Direct social order;
as a result of the invention.
Each innovation is implemented according to a scheme called innovation cycle, including various stages - from the idea to the commercialization of innovation.
Generalized scheme of the innovation cycle
Favorable opportunities for innovation created by changes in internal and external market environment. Drucker P. identifies seven sources of innovative ideas:
Internal (located within the organization, within the industry or service sector (such sources are available to those working in this organization or in this industry):
unexpected event for an organization or industry - unexpected success, unexpected failure, unexpected external event.
incongruence - a discrepancy between reality (as it really is) and our ideas about it (as it should be).
innovations based on the needs of the process (under the need of the process one should mean those of its shortcomings and weaknesses that can and should be eliminated). In particular, the use of scientific and technological advances and the ability to manage large amounts of information allow companies to improve the way they meet the needs of consumers. Opportunities are emerging to create and deliver ever more effective products and services to consumers. New knowledge allows us to improve products and services, reduce the cost of products and improve their quality. sudden changes in industry or market structure Changes in the structure of industries offer enormous opportunities for innovation.
External (they have their origin outside the given organization or industry):
demographic and environmental changes.
changes in perceptions, moods and values.
new knowledge (both scientific and non-scientific).
The factors listed above can overlap in time, which means that at the same moment the company may well have the opportunity to choose several directions for applying forces at once.
