Master of Chemical Production
To favorites
Leading Electronics Engineer
To favorites
NBK Group
Feed production engineer
To favorites
To favorites
· 18,000 rubles Sverdlovsk region:
Pervouralsk
vacancy: relevant
Design engineer (mechanic, builder)
CJSC "Russian Chrome 1915"
A large chemical enterprise CJSC "Russian Chrome 1915" requires a design engineer (mechanic, builder) in the design department.
· from 25,000 rubles. Sverdlovsk region:
Pervouralsk
vacancy: relevant
Pet food manufacturing engineer required.
· 30,000 - 50,000 rubles Sverdlovsk region:
Pervouralsk
vacancy: relevant
Recruitment agency "Job for you"
Manufacturing enterprise Pervouralsk is looking for a Leading Electronics Engineer.
· S/P by interview Sverdlovsk region:
Pervouralsk
vacancy: relevant
CJSC "Russian Chrome 1915"
Shift foremen required for large chemical plant
At least 1 year experience as a foreman. -Education: secondary / higher chemical (engineer-chemist-technologist
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 (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
§ 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 activities, 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 small innovative organizations that are most effective, since they are characterized by the absence of strictly formalized management structures, which ensures speed and flexibility in decision-making.
Innovation process
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 means, 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 Focus on established markets Focus on short-term payback Difficulty in reconciling the interests of participants in innovation processes | Flexibility of the organizational structure, democratic management style, dominance 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, social recognition providing opportunities for self-realization, the release of creative work 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. The positive output of fundamental research in world science is 5%.);
§ applied research and experimental models (applied/original research is primarily aimed at achieving a specific goal or task, at identifying ways of practical application of previously discovered phenomena and processes; applied research work aims to solve a technical problem, clarify unclear theoretical questions, obtaining specific scientific results that will be further used in experimental developments);
§ experimental development, determination of technical parameters, product design, manufacturing, 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 to create / modernize samples of new technology 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 ability to practical use this information, etc. According to J. Schumpeter's theory, diffusion of innovation is the process of a cumulative increase in the number of imitators/followers who innovate 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 cycles are interconnected, interdependent and impossible one without the other. Both life cycles are covered general concept innovation process, and the main difference between them is that in one case there is a process of formation of new products, in the other - the process of its commercialization.
Picture: Life cycle new product
| P O T O K | Need for theoretical research | The need for development in the development of applied research | The need of the economy for the development of new equipment, technology and consumer goods | |||||
| S A C H N Y X | Basic Research | Applied Research | Experimental developments | Diffusion of innovations into production and consumption | ||||
| I D E Y | Discoveries | inventions | Scientific and technological achievements / developments | Innovation | ||||
Figure: Innovation process
Organization of the innovation process
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, it is necessary 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 - real profit (the profit from the project should be much higher than the cost 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 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) according to 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
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 must 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 a given industry or service sector, an outsider cannot take advantage of this opportunity to innovate in order to produce a product or service to better satisfy the consumer.
Urgent need or 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 implement 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 successful use of demographic changes in the field of tourism business is the company 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 implementation. 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.
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, it is necessary 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 - real profit (the profit from the project should be much higher than the cost 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 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 way of commercial use of the corresponding 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.
Entrepreneurship is based on economic and social theories, according to which change is a completely normal and natural phenomenon. The main task of society, and especially the economy, is seen in obtaining something different, different from the previous one, and not in improving what already exists. Thus, the challenge for entrepreneurs is to learn how to implement innovative solutions in a systematic way.
Systematic innovation, therefore, consists in a purposeful, organized search for change and in a systematic analysis of the possibilities that these changes can provide for economic or social innovation.
Implementation entrepreneurial activity always based on some specific idea. The entrepreneurial idea, which is based on the activity and decisive, innovative initiative of the entrepreneur himself, thought out in all details, can cover both the production process as a whole and one or more of its individual parts. If we focus on the fragmentary form of an entrepreneurial idea, then we can identify the main directions in the activities of an entrepreneur that are possible for the implementation of the idea, that is, the complete or partial renewal of the enterprise:
However, the innovative nature of the activity of an entrepreneurial firm can manifest itself not only in relation to the factors of production, the organization of the production process itself or the product itself, but also in relation to the arrangement of people participating in the production process. In this case, the entrepreneurial idea can be based on the following actions:
Thus, an innovative idea can be defined as a real possibility of producing an original product, product, service or their improved versions or modifications, as well as new brands. For an entrepreneur, it is important to highlight the same information sources that will help him find some specific innovative idea. Such sources can be specific knowledge: about the market and its needs; about the emergence of new technologies, materials, methods of production; about existing structural or geographic gaps in the provision of a certain product. Specific sources of innovative ideas can be:
Most actively in some firms, it is the personnel of the enterprise that is used as a source of innovative ideas, for which special methods are used to stimulate the activities of workers in the development of new products; at the same time, ordinary workers are involved in the process of generating innovative ideas.
When identifying the sources of innovative ideas, the classification of Peter Drucker is of interest, who identifies seven sources of innovative ideas:
According to P. Drucker, 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 innovations. He refers to the first four sources of innovative ideas (areas of change) as internal, since they are within the enterprise, within the industry or service sector; such sources are available to those working in a given enterprise or industry. The last three sources refer to external sources of innovative ideas, since they have their origin outside the given enterprise or industry. However, there are no clear boundaries between all seven sources, and they can mutually intersect. It should be noted that although none of the areas is initially more important than others, they are arranged by P. Drucker in order of decreasing reliability of analysis and predictability.
Let us consider successively all of the above sources of innovative opportunities. At the same time, however, we must remember that the boundaries between these sources of innovative ideas are blurred; moreover, these sources often overlap. However, each of these sources has its own characteristics, so they should be analyzed separately.
An unexpected event.
Unexpected success. There is no field that offers richer opportunities for successful innovation than unexpected success. There is no area where innovation opportunities are less risky and innovation less labor intensive. However, unexpected success is most often neglected, even worse, management tends to vigorously push it away. The fact is that it is difficult for management to come to terms with unexpected success. It requires determination, the ability to face reality, concrete political action, and the humility to say, "We were wrong." Thus, unexpected success is a kind of test of leadership competence.
Unexpected success is not just an opportunity for innovation, it itself causes the need for these innovations.
Unexpected success should be explored to identify innovative opportunities resulting from it, asking the following questions: · What benefits will the use of unexpected success provide?
Where it leads?
What needs to be done to turn success into an innovative opportunity?
How to do it?
An unexpected failure. Failures, unlike successes, cannot be rejected and rarely go unnoticed. But as a source of innovative opportunities, they are perceived even less frequently. Of course, most failures are just the result of blunders, greed, incompetence in planning or execution. But if the project fails, despite careful planning and conscientious execution, such failure indicates the need for change, that is, hidden innovative opportunities.
The discrepancy between reality and its display.
Like unexpected events, inconsistencies are a sure sign of innovation, either one that has already happened or one that can be triggered.
A discrepancy is a discrepancy, a dissonance between what is and what “should be”. If we use the geological term, then we can say that the discrepancy speaks of a hidden “fault”. Such a “fault” speaks directly to the need to innovate. It creates instability in which very small efforts can move huge masses and reshape entire socio-economic structures. However, inconsistencies, as a rule, do not appear in the figures and reports received by managers, that is, they have more of a qualitative rather than a quantitative aspect.
Distinguish the following types of discrepancies: discrepancy between the economic realities of society; discrepancy between the real situation in the industry and plans; discrepancy between the orientation of the industry and the values of consumers of its products; · internal discrepancy in the rhythm or in the logic of technological processes.
the needs of the production process.
“Opportunity is the source of innovation” - this is how the leitmotif of the two previous sections can be characterized.
In this case, innovation does not begin with an event, but with a task. That is, here “necessity is the reason for invention.” We are talking about improving an already existing process, about replacing a weak link, about restructuring an old process in accordance with new needs. Sometimes, for example, it is necessary to add only one link, but this cannot be done without new knowledge.
So, in order to implement innovative solutions based on the needs of the production process, five main criteria are required: an autonomous process; one “weak” or “missing” link in it; a clear definition of the goal; a specification of the solution; a broad understanding of the usefulness of the proposal.
There are also three main limiting factors without which such an innovation would not be possible:
it is necessary to understand the essence of the need, and not just intuitively feel it;
some new knowledge is needed in order not only to understand the process, but also to know how to act;
the solution must match the habits and orientation of potential consumers.
Branch and market structures.
When in market or industry structures, leading manufacturers neglect the fastest growing market segments. Opportunities for growth that arise in a new environment rarely fit into existing market policies. Therefore, innovative companies get a wide field of activity.
There are four reliable, highly visible indicators of upcoming changes in the industry structure: 1. Fast growth industries. If an industry grows significantly faster than the population or the economy as a whole, then it can be predicted with high certainty that its structure will change dramatically - at the latest when the output of this industry doubles. The existing practice is still successful, so no one is inclined to part with it. However, it is subject to a process of rapid obsolescence and new trends need to be caught.
By the time a growing industry doubles its output, it usually no longer adequately understands and serves its market. The traditional division of the market into segments no longer reflects reality, it only reflects history. However, many see the industry as it has always been, without regard to time and ongoing changes. This is the explanation for the success of many innovators.
Another sign that almost certainly points to the approach of structural change is the convergence of technologies that were previously considered completely independent.
The industry is ready to start fundamental structural changes if the direction of activity in it changes intensively.
demographic factors.
Demographic changes are understood as changes in the size of the population, its age structure, composition, employment, level of education and income. Such changes are usually unambiguous and have easily predictable consequences.
The importance of demographic factors has always been recognized, but to this day they are rarely taken into account in everyday activities. It is believed that they occur so slowly, stretch for such a long time, that they are of no practical importance. This is not true. Demographic indicators are very unstable, the characteristics of the population change very quickly and unexpectedly.
Thus, demographic changes represent a highly productive and highly reliable source of innovation for those who are ready to conduct independent practical research on real situations and analyze trends.
Such an analysis should always begin with an assessment of the composition of the population, i.e., for example, its size or age structure, in which attention should be paid to biases in age group, which currently represents the largest and fastest growing part of the population. Also importance has a level of education, a professional level and a level of income.
Changes in values and perceptions.
The phenomenon of perception can hardly be explained from a social or economic point of view. The change in perceptions remains a fact. Perceptions are almost impossible to quantify; by the time they can be quantified, they are no longer a source of innovation. At the same time, perceptions can be characterized, tested and used.
However, it should be noted that much of what at first glance seems like a radical change actually turns out to be a passing fad, or even just a short-lived fad.
The potential for innovation based on changes in perception is recognized in principle, but the practical nature of such innovation is often denied.
When carrying out such innovations, the time aspect is very important. It means that only accurate choice and timing make such innovative activities successful.
Thus, due to the uncertainty of this source of innovative ideas, due to the fact that it is very difficult to know in advance whether a new perception is the result of a radical change or just a temporary fad, and due to the low predictability of the consequences, an innovation based on this source should be introduced gradually and be highly specialized.
New knowledge.
Innovations based on new knowledge become the object of attention and bring big income. Knowledge does not have to be scientific or technical.
Such innovations differ from all others in all the main characteristics: temporal coverage, failure rate, predictability. Here are their main differences:
1. The flow time for such innovations is the longest.
Firstly, a lot of time passes between the emergence of new knowledge and its implementation in technology.
secondly, a new technology materializes in a new product, process or service only after a long period of time. And this applies not only to the field of science and technology. Innovations based on social knowledge also take a long time to make their way.
A variation of such innovations are innovations based on a brilliant idea. In quantitative terms, they exceed all other types of innovations combined. A brilliant idea is the most risky and least reliable source of innovative opportunities. It is never possible to tell in advance which of these innovations have a chance of success and which do not.
After the formation of innovative ideas, the entrepreneurial firm faces the task of selecting the most promising ideas. When choosing an innovative idea, an entrepreneur must take into account not only the need for this project, but also how realistic its implementation is, because if there are no funds, the necessary skills, or if there are insurmountable obstacles, then a good innovative idea may not be feasible. Before an entrepreneurial firm decides to introduce any innovation, it is necessary to clarify some points. First, you need to find out if this or that product has a good chance in the market (if we are talking about product innovation). Foreign economists for such an analysis suggest answering the following questions:
Secondly, when making a final decision in connection with an innovative idea, including in connection with design and research work, it is necessary to answer two more important questions: about real profit and real risk, and the answers to these questions should be as follows:
A. The profit from the project must be significantly higher than the cost of its implementation.
B. The risk associated with the project must be in the maximum allowable ratio with the profit from its implementation.
In addition, even a very promising idea in itself does not guarantee an automatic market success for an innovator. In order to achieve the intended goals and obtain monopoly excess profits from innovation, an entrepreneurial firm must comply with certain conditions and meet certain requirements.
