Management of innovative development at an industrial enterprise. Strategic management of innovative development of an enterprise Fundamentals of innovative development management

• Merzlyakova Valentina Sergeevna, student
• Moscow University. S. Yu. Witte

• INNOVATIVE DEVELOPMENT
• SMALL BUSINESS
• INNOVATIONS
• R&D
• FOREIGN EXPERIENCE

The article is devoted to the development of a narrow segment in the field of small and medium-sized businesses - small innovative enterprises. Their economic and regulatory state is analyzed, priority areas are substantiated state support. Also, attention is paid to the study of foreign experience in organizing innovative small businesses.

• Financial support for issues of local importance and organization of economic activities of municipalities
• Audit of the formation of the cost of products (typical mistakes)

In the modern economy, innovations act as a strategic factor in the development of any enterprise, the introduction of which leads to an increase in the technological level and productivity, has a positive impact on the quality and competitiveness of products and, as a result, leads to the achievement of sustainable economic growth.

Today, the field of research and development (R&D) and innovation is the most important basis for ensuring the competitiveness of the country's economic system. Issues of innovative development of enterprises in the field of small business are the subject of research by domestic economists. Works by A.V. Averina, T.V. Aleksashina, A.N. Alekseeva, V.A. Gnevko, M.N. Dudina, Ya. E. Ivanova, A.G. Mikhailov are devoted to these issues.

At the present stage of world development, in the era of globalization processes, there is not only an increase in innovative activity in various fields of activity, but also the formation of a new characteristic feature of the innovation process, such as continuity. Continuity is the ability of an economy to continually produce and adopt better knowledge and technology. And this, in turn, helps to ensure high competitive positions for any business entity.

Innovative small businesses form a special sector of the economy - small innovative business. It operates in all areas, but is more common in high-tech industries: information, bio- and nanotechnologies, healthcare, software production, as well as in the electronic, chemical, pharmaceutical industries, mechanical engineering, and the space industry.

Unlike most Western countries, Russia does not fully reveal the potential of innovative business, its scale is incomparably small. Compared with developed countries, as well as some developing countries, where on average up to 60% of small enterprises are innovatively active, in Russia the share of innovative business in the overall structure of small business is, according to various experts, from 1.4% to 3.5%.

Of all innovative small businesses, about 15% can be called truly innovative. They are engaged in scientific research, protection of intellectual property and commercialization of innovations in the market. Most of the enterprises only exploit the scientific and innovative potential that was accumulated even before the collapse of the USSR. Qualitative indicators of the activities of small innovative businesses are also low. The share of small innovative enterprises in the production of the country's GDP is at the level of 0.8–1.0%. In total, in the Russian Federation in 2014 there were 8485 organizations that carried out technological innovations.

In this regard, in order to increase the number of innovative small businesses, it is necessary to develop a new business model in Russia, taking as a basis a flexible industrial specialization and industrial and innovative orientation. To achieve the desired effect, it is necessary to change the mechanism of economic specialization - the development of small innovative business will be difficult if the economy remains focused only on large-scale, standardized production, developing mainly in the raw materials industries.

The pace of development and the scale of growth of small innovative business are inextricably linked with the issues of regulation of its activities by the state. Attempts to refuse to interfere in these processes, according to the experience of Western countries, turn out to be disastrous. In most developed and many developing countries, the state shows a very active intervention in the activities of small innovative businesses. Therefore, the question is not whether or not to support the innovative development of small businesses, to regulate or not to regulate their activities. The question is how exactly to support and how to regulate more effectively.

At the same time, a differentiated approach is needed in the field of benefits and additional incentives for small innovative businesses, depending on such measurable indicators as terms, sizes and industry affiliation, orientation of activities only to the domestic or domestic and foreign markets at the same time, as well as achieved by small innovative enterprises results.

The division of benefits depending on the phase of the innovation cycle is also justified. Thus, the stage of formation of production policy and planning of research activities is characterized by the widespread use of sanctioning methods of state support through the adoption of an appropriate regulatory framework and the formation of infrastructure. In order to properly stimulate R&D, it is necessary to improve the mechanism for licensing and patenting new discoveries and inventions, introduce special programs for direct financing of small innovative enterprises, provide grants on a competitive basis, support concessional investment and lending. The development of science-intensive production is largely directly dependent on the tax policy of the state, and the active introduction of innovative products to the market depends on the level of development of the state order system and the conditions for cooperation between small and large enterprises.

Another way to ensure the continuity of the innovation process is to enhance the interaction Russian business with the subjects of the international innovation infrastructure. It is common knowledge that Russia is still far from leading positions in terms of innovative development, although the potential of our country, no doubt, significantly exceeds the result. Under such conditions, the involvement of our country in the global innovation processes is, according to most researchers, an absolute necessity.

The entry of small innovative enterprises into the world market also contributes to the formation of a single scientific space, which allows not only to combine the labor, material and intellectual resources used, but also in order to increase efficiency. innovation activities ensure synergy between research programs implemented at the national and international levels.

Scientific cooperation on a global scale allows for the collective use of innovation infrastructure, the joint implementation of research projects, permanent professional development of specialists, the development of common principles for managing knowledge and technologies, as well as common approaches to the problems of forming an innovative environment at various levels.

Of particular importance in this process is the state, which coordinates the processes of raising the social status of high-tech activities, and also deals with the legal, personnel, financial and institutional support of innovation processes. The state uses administrative levers to support the export of innovative products and support small businesses that enter into various business networks, including international ones, with structures of a similar and / or larger size.

In world practice, these areas are effectively implemented within the framework of small innovative business support programs developed at the national level. Examples include the federal Small Business Innovation Research program operating in the United States, the European Eureka program, and the Russian START program. Their main features are manifested in the provision of small innovative enterprises initial capital, assistance in the organization of scientific research (basic and applied), the development of new products and technologies and bringing the results to commercial success.

Thus, the state and level of development of small innovative businesses are determined by the scale and continuity of the innovation process, which is an integral part of a high-tech economy.

Small businesses, by their very nature, must be innovative. In an economy based on knowledge, this quality is strengthening, small enterprises are becoming a key factor in transformational changes. It is they who can help accelerate the pace of scientific developments, more rapid commercialization of research results, and also influence adaptation to changing conditions in all areas of activity, which, in turn, leads to an acceleration of the country's innovative development.

In other words, small business acts not only as a necessary condition for the functioning of the economy with an innovative dominant in development. It serves as the basis for the formation of new markets, making a significant contribution to changing the structure of various sectors and branches of the national economy. This is proved by the fact that the main suppliers of new products in the EU countries in such sectors as bio-, nano- and information Technology are small businesses.

Bibliography

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Introduction

1. Theoretical foundations for managing the innovative development of an enterprise

2. Methodological approaches to the choice of priority areas for managing the innovative development of an enterprise

3. The concept of the mechanism for managing the innovative development of an enterprise

Conclusion

Literature

Introduction

In the context of the transformation of economic relations against the backdrop of the global economic crisis, the task of increasing the competitiveness of Ukrainian enterprises is coming to the fore. The high dynamism of economic processes and, as a result, the orientation of domestic enterprises towards an innovative development path, necessitates a radical transformation of their entire management system. However, insufficient awareness of the need for an innovative development path and the lack of a unified systematic approach to this problem have led to the fact that the country's production potential is in a critical state.

Among domestic and foreign authors, whose work concerns this issue, it should be noted I. Blank, V. Geets, V. Denisyuk, P. Drucker, P. Egorov, S. Ilyashenko, A. Pushkar. Despite a significant number of domestic and foreign studies devoted to the issues of innovation management, there is still not enough attention paid to the processes of managing the innovative development of enterprises in Ukraine, they do not present a comprehensive approach to choosing priority areas for innovative transformations and developing adequate mechanisms for their implementation, which means that that this issue has not been fully explored. Hence, it is relevant to develop a mechanism for managing the innovative development of enterprises, which allows to increase the level of its innovative potential, which led to the choice of this topic.

The purpose of the course work is scientific substantiation and development on the basis of a systematic approach of the concept of the mechanism for managing the innovative development of an enterprise in an unstable market environment.

To achieve this goal, the following tasks were solved:

The economic essence and conditions for managing the innovative development of an enterprise are determined;

The methodological approach to the choice of priority areas for managing the innovative development of an enterprise has been scientifically substantiated;

The concept of the mechanism for managing the innovative development of an enterprise has been developed, the basis of which is a complex of organizational, economic and production control blocks.

The object of the study is the process of managing the innovative development of an enterprise.

The subject of the study is the mechanism for managing the innovative development of an enterprise.

In the process of research, methods of system analysis and synthesis, logical generalization, and comparison were used.

The practical significance of the obtained results lies in their relevance in the development of specific strategies for the innovative development of Ukrainian enterprises.

The first chapter of the course work reveals the essence of the management system for the innovative development of the enterprise, the evolution of its development, the problems that take place in the conditions of the domestic economy. In the second chapter, a theoretical and methodological approach is proposed to the choice of priority areas for improving the category under consideration based on the existing resource constraints of the enterprise. In the third chapter, the essence of the problem is formulated and the concept of its solution is proposed, namely, a complex mechanism, which includes organizational, economic and production blocks for managing the innovative development of an enterprise.

The structure of this work consists of an introduction, three chapters, a conclusion and a list of references.

Chapter 1. Theoretical foundations of innovation managemenththe whim of the enterprise

innovative system management market

The orientation of domestic enterprises towards an innovative development path necessitates a radical transformation of their entire management system. Hence, the development of a mechanism for managing the innovative development of an enterprise is relevant.

In this regard, the problem of managing the innovative development of industry is extremely relevant, since it concerns every enterprise, since most of them were formed in the process of privatization on the basis of former state structures. It should also be noted that almost all enterprises operate on outdated equipment, and the technologies used in basic industries have remained at the level of scientific and technological progress achieved in the 50s and 60s of the last century. The weak level of innovative activity in the industry is accompanied by a low perception of innovation by domestic enterprises, which leads to a lag of domestic producers from foreign counterparts (Table 1.1). Hence, the share of Ukraine in the scientific and technological development of European countries is ten times less than the European average.

One of key indicators an innovatively active economy is the share of business entities that introduce innovations. Thus, in 2008, only every tenth business entity carried out innovative activities in industry, while in developed countries the share of innovatively active business entities reaches 70%. As a result, the profitability of enterprises does not exceed 5%. At the same time, it should be noted a significant intensification of the work of business entities in the field of R&D. During the period under review, the volume of research and development work increased by more than 50%.

Against the background of the emerging trend of growth in industrial output, the share of innovative products in the total volume of industrial production decreased from 6.7% in 2006 to 5% in 2008. This indicates the passivity of innovative intentions of business entities in Ukraine.

The decrease in the level of innovative activity is explained, to a large extent, by the limited sources of financing. Thus, the main source of financing is the own funds of enterprises - in 2006 their share was 80.3%, in 2008 it decreased to 70.2%. Negatively affects the level of innovative activity in the industry and a small amount of investment, both domestic and foreign. Thus, the share of funds of Ukrainian investors in the total volume of financing of innovative activities in industry in 2008 amounted to 3.7% or UAH 112 million, which is 0.6% less than the share of foreign investor funds - 4.3% or 130 million .UAH The reasons for this, according to the JPMorgan report on the economy of Ukraine for 2008 and the results of research conducted by specialists from the Ministry of Economy, are political changes, the opacity of the system of state institutions, corruption, imperfect legislation and a contradictory taxation system. A significant slowdown in privatization is also a negative trend, which largely explains the unpreparedness of domestic enterprises to introduce managerial and technological innovations.

Taking into account the unsatisfactory financial and technical condition of the majority of domestic business entities, it should be assumed that the passive state of innovative activity will be observed in the future.

A sufficiently large number of approaches to the study of problems of innovative development are considered in domestic and foreign literature. At the same time, in all these approaches there is a certain misunderstanding of the essence of individual phenomena and processes in this area, which is largely due to different interpretations of the conceptual apparatus.

Taking into account the complexity and ambiguity of this category, we have developed a general methodological approach to the study of this problem.

Taking into account the positions of the authors on the goal of enterprise development, it should be noted that it consists in increasing the ability of the organization to survive in the long term, while enterprises should focus their activities on meeting the needs and demands of consumers, solving the problems of finding and implementing existing opportunities, and, above all, of all - opportunities for innovative development.

The above is confirmed by the experience of foreign and domestic manufacturers, whose attempts to determine purely economic development paths only under the condition of reducing production costs and promoting products on the market, without corresponding changes in the scientific, technical, organizational and managerial structure, are unpromising and lead to significant losses or bankruptcy.

The increasing degree of openness of the Ukrainian economy, the growth of integration processes in the world economy, and, as a result, the increased competition from foreign enterprises caused by this, put domestic producers in front of the need to adapt their activities to new, constantly changing business conditions, while taking into account global development trends.

The term "innovation" and its derivatives are one of the key concepts of the modern theory of organization management. Domestic experts consider innovation as a universal method, a set of tools to ensure optimal technological progress of a business entity, through a planned managerial impact on its social structure. Meanwhile, we believe that a wide range of theoretical and conceptual problems related to the origin of the concept of innovation in the system of social sciences escapes the field of view of management specialists. But innovation is not only a system of periodically introduced one-time innovations that replace commodity and technological variables organizational structure, is a complex socio-cultural process that develops according to certain objective laws, is closely interconnected with the history and traditions of the social systems under consideration and radically transforms their structure, a socio-psychological phenomenon characterized by a peculiar life cycle, with special phases, sequences and dependencies occurring in individuals cognitive and emotional processes. From the point of view of attributes, innovation is a special area of ​​theory and practice, a system of actions of a social subject aimed at improving the qualities of a sociocultural object and allowing the agent to acquire the desired resources and a positive reputation in the eyes of the reference audiences of the relevant social space as a reward. Particular variants of this view are focused on describing innovation as a tool for entrepreneurs, with the help of which the latter use innovation as an opportunity to implement their ideas in the field of business. On the other hand, innovation is a specific logical-rational component of the behavior of the subjects of innovation, concerning the knowledge of the content of perceptions and various concepts, as well as the innovation of the qualities of the mentality, the cognitive abilities of the individual.

The purpose of innovation is to increase the return on invested resources. Innovation (innovation) is more of an economic and social concept than a technical one. Thus, some Ukrainian specialists consider innovations as the end result of activities for the creation and use of innovations, embodied in the form of improved or new goods (products or services), technologies for their production, management methods at all stages of production and marketing of goods, contributing to the development and increase in the efficiency of functioning. business entities using them. In some works, the concepts of innovation and novelty are distinguished. Novelty is the result of an innovation process associated with the embodiment of an idea into a specific product, technology or service, and innovation (innovation) is the introduction and implementation of novelty. Thus, given the fact that the development of innovative concepts in Ukraine is carried out in a very peculiar way, the experience of colleagues from other countries seems to us extremely valuable - both in terms of critical analysis of our own developments and forecasting the development of domestic innovative concepts.

“The need for continuous innovation becomes more pressing as competition gets tougher and time gets shorter,” a recent statement by a senior consultant from a leading UK innovation agency reflects the common understanding that innovation should be seen as a process. In some works of foreign experts, innovation is considered as a management procedure that leads to the transformation of a new useful idea, thought, as a result of their successful implementation in practice. Adherents of a holistic approach to the study of innovation management consider innovation as a key decision. They believe that an organization's ability to steadily commercialize new products is the most effective management decision a corporation faces and are increasingly seen as vital in light of recent growth trends.

The basis for the development of innovative processes of enterprises is their classification, since the presence of classification features of innovation makes it possible to effectively manage them (Fig. 1.1).

Here are the classifications of innovations that are close to the study conducted in the work. So, according to Stewart, there are three categories of innovation. Particularly important is the division of innovations, taking into account the subject of innovation, on the basis of which it is necessary to single out organizational, economic and industrial innovations. In the future, it is these innovations that will be of most interest to us, since they more effectively affect the innovative development of the enterprise.

The group of production innovations includes innovations in the technical and technological process, changes in the rules for the transformation of production factors, and others. Manufacturing innovation does not occur in isolation from organizational innovation. The latter are aimed at increasing the adaptability of the organizational structure and management, improving communications, and increasing the efficiency of organizing the flow of processes. Economic innovations can be defined as positive changes in its financial, payment investment activities. These innovations are especially important in the transformational period of the transition economy.

Note that the specific conditions for the functioning of domestic enterprises are reflected in the paradigm of their innovative development. Hence, the analysis of the innovation environment in Ukraine is not possible without considering the factors influencing the innovative development of enterprises. Let's consider the main ones at the macroeconomic level. These include: structural deformity of the Ukrainian economy; low demand for high-tech domestic products in the domestic and foreign markets; dependence on imports of new technologies; weak government support for innovation; lack of legislative protection of intellectual property.

Taking into account the importance of the subject classification feature of innovative development, we consider it appropriate to group these factors as follows:

organizational factors. Among them, we note the lack of experience in innovative development among domestic enterprises, the inadequacy of the production organization system to the level of innovative management, the lack of innovative infrastructure and effective communications;

Economic forces. Among them, we highlight the low investment attractiveness of innovation, the lack of own financial resources, little government financial support;

production factors. These include the depreciation of fixed production assets, the technological lag of domestic enterprises from those of the EU countries, the slow reorientation of the production potential of domestic enterprises to innovative technologies.

An analysis of domestic literature has shown that at the theoretical level, not enough attention has been paid to highlighting the features of innovative development of enterprises, moreover, today there is no clear definition of the features of innovative development as economic category. Hence, there is an objective need to clarify this conceptual apparatus within the framework of the research task. At the same time, attention should be paid to the shortcomings of existing approaches to determining the features of innovative development of enterprises. Basically, the proposed features are of a generalized nature, which does not fully reflect the essence of the processes of innovative development. Thus, innovative development as a purposeful process contradicts the essence of development as such, since there is a one-sided dependence of innovative development on factors external environment, while innovations, by definition, imply a certain effect that does not take into account the socio-economic significance of innovative development, which gives the process of innovative development an isolated character.

We have established that the process of innovative development of enterprises in Ukraine has a number of characteristic properties that are realized in the features of innovative development. These features are manifested both under the influence of exogenous factors and due to the specifics of innovations introduced by enterprises. In this regard, the features of the innovative development of Ukrainian industry include:

The purposefulness of innovative development - indicates the mandatory coordination of the economic goals of business entities in Ukraine;

The presence of participants in the process of innovative development at different levels - various economic entities act as participants in the innovation process at the macro and micro levels, while their economic interests can both contradict each other (in relation to the distribution of profits) and be consistent, which is determined by the target orientation of innovative development;

The probabilistic nature of innovative development is manifested in a high degree of risk that is inherent in these processes, since there is practically no full guarantee of achieving the final predicted goal .;

Economic and social significance innovative development is achieved in a certain economic and social environment. This process is focused on economic and social needs and is accompanied by socio-economic changes, therefore, in the process of innovative development of Ukrainian industry, it is necessary to take into account the possible consequences for this environment.

Thus, without taking into account the identified features of the innovative development of enterprises, it is not possible to make an objective choice of priority areas for managing innovative development in order to increase the effectiveness of this process.

2. Methodological approaches to the selection of priority areasenymanagement of innovative development of the enterprise

At present, the state of innovative activity of domestic enterprises is characterized not by the lack of innovation, but by the inability of managers to effectively apply the innovative resource to build an effective system for managing the innovative development of enterprises. In this regard, the definition of the features of this process allows you to more accurately select the priority areas of management, since the characteristic properties of innovative development, which are realized in features, to a large extent reveal the economic essence of the process of innovative development, and therefore ensure the effectiveness of the search for areas of innovative changes.

Note that the effective management of the innovative development of enterprises cannot be limited to targeted stimulation. Innovation management requires an integrated approach to its implementation and should be aimed at finding a compromise between enterprises and the state, which will ensure a balanced interaction between the organizational, economic and production potentials of all parts of the national economy. Hence, the object of managing innovative development as a whole is not only individual enterprises, but well-established and stable relationships, the systemic nature of their interaction in the process of creating and implementing innovations.

Since innovation is the carrier of a synergistic effect, the results of its implementation are used not only by an individual enterprise, but by all members of society, in the form of scientific and technological progress. Hence, the task of the state innovation policy is to compensate enterprises for the effect that innovation brings to society as a whole. Such compensation can be carried out both in the form of direct provision of financial resources through a system of concessional lending, taxation, customs regulation, and indirectly through the provision of completely or partially free services in infrastructure, information, legal and other areas.

In this regard, it seems appropriate to take into account foreign experience in the field of public management of innovative development, where there are a significant number of tools with which the state exercises management functions in this area (Table 2.1).

As world experience shows, the state can have both direct and indirect impact on the process of innovative development of enterprises and, to a large extent, determines the direction of their innovation policy. At the same time, enterprises are forced to independently search for acceptable areas of innovative development, and the tools for managing innovative development are based on existing innovative resources. Hence, the search for priority areas for managing the innovative development of enterprises must be carried out, starting from the type of innovative changes that innovatively active enterprises intend to implement.

The most attractive innovative changes at present for enterprises are changes in the organizational, economic and production blocks. The expediency of such a choice is confirmed by the fact that innovative development is associated primarily with the change of generations of technology, which objectively determines the need for innovative production changes. The replacement of obsolete means and factors of production can form an innovative scientific and technical base and a new quality of economic growth, but this process, in turn, requires simultaneous qualitative changes in the organizational structure of the enterprise, which causes the objective need for organizational innovation changes.

The complex of organizational and production innovative changes needs certain sources of financing. Given the limited financial and economic resources of enterprises, the objective need is to find optimal sources of financing, both own and borrowed. Mobilization of own funds for financing the process of innovative development and bringing the financial structure and capital into line are economic innovative changes on which the innovative development of new competitive advantages, both enterprises and the national economy as a whole, largely depends.

Thus, the above allows us to state that the considered innovative changes in the complex reflect the essence of the priority areas for managing the innovative development of an enterprise, which in a formalized form can be represented in the form of appropriate control blocks, and in requiring the creation of a single mechanism for managing them, in order to eliminate possible contradictions and achieving a balance of interests to ensure long-term survival and sustainable operation of the enterprise.

The organizational unit for managing the innovative development of an enterprise is the formation and improvement of administrative, personnel, information bases innovatively active enterprises through organizational innovation. This block provides for the search for hidden reserves and the mobilization of the innovative potential of the enterprise in order to improve the quality of their functioning, both in general and its individual elements. It is the basis for organizational innovations being implemented, which are aimed at involving the reserves that exist in working time, quality and selection of personnel, at the pace of their work, and the distribution of structural and functional responsibilities. Innovative changes within the organizational unit involve: the transition to project management, innovative decision-making procedures, updating management methods, ensuring a combination of project, functional and general management, identifying new production and managerial functions, the emergence of new structural links and the empowerment of their functions, the design of new communication links between the links of the management system, the formulation of a list of rights and responsibilities, their distribution by links and levels of management in accordance with the functions and communication links. The introduction of organizational innovations by enterprises makes it possible to increase the flexibility of their organizational structures and management, improve the organization of labor collectives, and optimize the organization of material elements and communication processes.

The economic block of management of innovative development is a process of formation and improvement of the financial, investment, credit base of an enterprise with the help of financial and economic innovations. The need to single out this block is primarily due to the transition of enterprises to market relations. Within the framework of this block, the price of an innovative product is formed, its economic characteristics which in the future will serve as significant factors in the competitiveness of this type of innovative products. This block is the basis for ongoing financial and economic innovations, namely: the introduction of a new financial system providing incentives for the efficiency of economic activity; application new system payment that provides material motivation for all groups of workers, the growth of labor efficiency, rationalizing the structure of employment; implementation of long-term financial planning, taking into account the developed innovative development directions, the introduction of new methods for transactions with new types of financial assets or in the form of new transactions with existing assets, which allows for more efficient use of financial resources of enterprises. This type of innovation can also be considered as a number of positive changes in its payment, accounting, financial areas, as well as in the evaluation of performance results, as a result of which, the growth of economic efficiency indicators is ensured, as well as an increase in the valuation of the results of innovative activities of the enterprise.

The production block for managing the innovative development of an enterprise is a process of forming and improving the scientific, technological, and resource base with the help of industrial innovations. The need for a production unit for managing the innovative development of an enterprise is due to the strengthening of the role of scientific and technological progress in the market for the production of goods and the provision of services and, on this basis, the emergence of new consumer preferences. Within the framework of this direction of management, an innovative product is formed, where its qualitative characteristics, innovative progressiveness, are the determining factors for the competitiveness of products. This direction is the basis of implemented scientific and technical innovations, as a result of which the following is ensured: reduction of the technological complexity of manufactured products with the help of constructive innovations; reduction of material consumption of products due to the use of fundamentally new materials; reducing the technological labor intensity of products and the cost of manual labor by increasing the technical level of production. Obtaining additional competitive advantages within the production unit is also possible through innovative modernization of equipment, technical re-equipment, reconstruction and expansion, and new construction.

The target orientation of each of the above directions of managing the innovative development of an enterprise provides for the selection of appropriate management methods within the proposed blocks to solve organizational, economic and production problems of the innovative development of an enterprise.

It is known that the method of management is a way of carrying out management activities used to set and achieve goals. Hence, the method of managing innovative development is a means of practical implementation of the functions of managing the innovative development of an enterprise and solving specific problems that arise in the process of implementing the management of this process to achieve its goals. The methods of managing innovative development are different in their purpose and content, this is due to the specifics of the objects under their management. But this does not exclude the possibility of typing the methods of managing innovative development, depending on the emerging specific managerial tasks, in order to focus on the maximum efficiency of their application on an integrated basis, to achieve a synergistic effect of managing the innovative development of enterprises, as a result of the application of certain sets of methods.

The following is most typical for innovative development management methods:

The set of methods selected for solving a specific problem reveals the content of a particular mechanism that includes a given set of methods;

Methods are organically connected with the intended purpose of the chosen mechanism for managing innovative development and the implementation of the strategic goal of functioning;

The methods express the control action of the subjects of management of the innovative development of enterprises on the corresponding objects;

Specific methods are used by the subjects of innovative development management as a means of implementing specific management tasks that arise in the process of innovative development of enterprises;

The method of managing innovative development has a corresponding object as its addressee;

The choice of specific methods of managing innovative development directly depends on the organizational and legal status of the enterprise and is not complete and may vary depending on the specific market situation.

Thus, in our opinion, in the process of managing innovative development, it is advisable to single out the following groups of methods:

· organizational methods of management of innovative development - are qualified as ways and means of direct or non-economic management influence on the part of the subjects of management of innovative development on the relevant objects of management. They find their expression in the accomplishment by the subject of management of innovative development of such procedural actions, the content of which is manifested in ensuring the proper behavior of objects. Their direct direction means that the subject of management of innovative development makes a management decision that is mandatory for the addressee of management;

· economic methods of managing innovative development are usually characterized as ways or means of economic or indirect influence on the part of the subjects of managing innovative development on the corresponding objects of management. The main thing in this case is that with their help the subject of management achieves the proper behavior of the governed by influencing material interests, i.e. indirectly, in contrast to the methods of direct managerial influence;

production methods for managing innovative development are used to solve production problems of enterprise development based on innovative technologies and improved combination of factors of production. These methods are used to achieve an increase in production efficiency, competitiveness of products / services, growth in labor productivity, and reduction in production costs.

When creating a set of methods for managing innovative development, first of all, it is necessary to recognize and determine the creative area to which this system is oriented. To do this, it is necessary to clearly identify the priority subject area and those areas that are relevant to it.

Thus, the components of the mechanism for managing the innovative development of an enterprise are organizational, economic and production control blocks, with their corresponding methods that direct and coordinate the actions of participants in the process of innovative development. Hence, the possibility of applying certain management methods must be considered from the standpoint of solving specific management problems that arise in the process of managing the innovative development of an enterprise. Given the fact that each management task requires an integrated approach, the effectiveness of the application of innovative development management methods largely depends on the degree of interaction of certain methods when solving a management problem.

3. The concept of the innovation management mechanism is developedAndenterprise loan

The main goal of innovative transformations in Ukraine is the innovative development of enterprises, the implementation of which should be carried out solely on the basis of the restructuring of promising industries, technological renewal of industry with the widespread use of modern innovative technologies. The relevance of this problem is confirmed by the fact that the process of innovative transformations in Ukraine has not yet been sufficiently developed in terms of management theory, which led to the lack of its methodological justification and thus led to a reduction in the volume of high-tech industries and research activities. Hence, the implementation of the identified priority areas for managing the innovative development of enterprises requires a systematic consideration, which, in turn, determines the objective need to develop an appropriate management mechanism that would allow the maximum realization of the innovative potential of enterprises.

The innovative activity of enterprises is associated with the continuous introduction of innovations, the adaptation of which requires a variety of transformations - organizational, economic, production. Hence, in order to successfully achieve the set innovative goals, a new approach to managing innovative changes is needed. Management of the innovative development of the enterprise is carried out by means of levers that characterize individual areas of development of the enterprise. The process of innovative development of an enterprise in its content involves the movement of a scientific idea to practical use, which in turn implies the implementation of the corresponding system of connections and relations.

In this regard, there is an objective need to develop the concept of a mechanism for managing the innovative development of an enterprise, which is based on organizational, economic and production management blocks, the methodological content of which reflects the chosen areas of innovative development management.

In the course of the study, it was found that the management of the innovative development of an enterprise is an objective, purposeful, dynamic and balanced process aimed at a qualitatively new synergistic state of innovative areas of management of organizational, economic and industrial development, the implementation of which should be carried out by an appropriate complex mechanism.

The concept, as a system of views on understanding the essence of managing the innovative development of an enterprise, and as a system that determines the combination of control blocks, includes the following elements: purpose, tasks, methods for solving them, what principles underlie the construction and operation of this system, criteria for management efficiency.

When developing the concept of the mechanism for managing the innovative development of an enterprise, the decisive factor is the purposefulness of this process, which is expressed in the synthesized result of managing innovative development. Hence, the goal of managing the innovative development of an enterprise is to increase the level of its innovative potential.

In turn, the implementation of this goal provides for the solution of certain tasks within the framework of innovative development management blocks.

Thus, the necessary task of the organizational block of management of the innovative development of the enterprise is to increase the efficiency of the use of structural and functional resources. The action of the economic block of management of the innovative development of the enterprise is aimed at increasing the efficiency of the use of financial and economic resources. The strategic task of the production unit for managing the innovative development of an enterprise is to increase the efficiency of the use of scientific and technical resources.

It should be noted that it is advisable to single out the criteria for the effectiveness of the mechanism for managing the innovative development of an enterprise within each control block, namely, the criterion for the effectiveness of the organizational control block will be the indicator business activity enterprises, the criterion of the economic block - indicators of solvency, the criterion of the production block - indicators of competitiveness.

On the basis of the foregoing, it becomes necessary to build a concept for a mechanism for managing the innovative development of an enterprise (Fig. 3.1).

When developing the concept of the mechanism for managing the innovative development of an enterprise, it is essential to determine the principles for managing this process, which, in our understanding, are the main guiding ideas that reflect the requirements of the objective laws of managing the above areas of innovative development of an enterprise.

TO general principles functioning of an enterprise that has chosen an innovative path of development should include: adaptability, dynamism, self-organization, self-regulation, self-development:

· The principle of adaptability, means a constant desire to maintain a certain balance of external and internal development opportunities (internal incentives for the activity of a business entity and external ones that are generated by the market environment);

· The principle of dynamism - which implies a dynamic alignment in accordance with the goals and incentives of the enterprise (including its owners, managers, employees);

· The principle of self-organization - independent provision of support for operating conditions, that is, self-support of the exchange of resources between organizational, economic and production units, as well as between the enterprise and the external environment;

· The principle of self-regulation - involves the adjustment of control units within the framework of the mechanism for managing the innovative development of an enterprise in accordance with changes in the operating conditions;

· The principle of self-development - implies independent provision of conditions for increasing the efficiency of resource use and innovative development.

It is advisable to group the specific principles of managing the innovative development of an enterprise within the framework of management blocks: organizational, economic and production (Fig. 3.2).

The organizational management block is based on the following principles:

The principle of legal support for innovative development - requires managers to know the current legislation and make management decisions only taking into account the compliance of these decisions with the current legal norms;

The principle of compliance of the goals of innovative development with innovative resources - is ensured by continuous monitoring of existing innovative resources for compliance with their goals and objectives of innovative development;

The principle of information accessibility and reliability - is achieved by providing all participants in innovative development with the necessary, complete and timely information regarding the processes of innovative development;

The principle of permanent improvement of management is ensured by increasing the functionality of the enterprise, which ultimately leads to the weakening or complete elimination of internal negative processes and increases the efficiency of the managed system.

The economic control unit must function in accordance with the following principles:

The principle of economic support for innovation - is to develop and implement mechanisms for financing the participation of business entities in various innovative projects;

The principle of concentration of financial resources on the creation and dissemination of innovations is achieved by priority consideration of investment projects, including the introduction and dissemination of innovations, if they entail a certain economic effect;

The principle of assessing the economic feasibility of innovation - is provided by preliminary financial analysis innovative development project, comparison of estimated costs and estimated profits;

The principle of innovation development management by financial responsibility centers - allows you to evaluate the economic contribution to the innovation process of each segment in the final results of innovation development, decentralize cost management, monitor their formation at all levels of management.

The production control unit must function in accordance with the following principles:

The principle of preserving and developing the innovation environment is achieved through the development of an innovation infrastructure that provides support for innovation at all its stages;

The principle of assessing the level of quality and competitiveness of innovative products is ensured by developing an effective system for monitoring the compliance of manufactured products with international quality standards and comparing them with analogues of competitors;

Principle environmental safety innovation process - is ensured through the implementation of environmental regulations production activities and increasing the greening of production processes;

The principle of permanent improvement of technological innovation processes is ensured by modernizing existing science-intensive industries, developing and implementing innovative production programs to reduce material consumption, energy intensity and capital intensity of production.

At the same time, the mechanism for managing the innovative development of an enterprise is understood as a series of certain functions, the implementation of which leads to innovative changes both within the enterprise itself and in relationships with the external environment.

The functions of the innovation development management mechanism are shown in Figure 3.2. They represent:

1. Analysis of the external and internal environment - the current market situation and its determining factors are analyzed, a development forecast is made, an analysis of the strengths and weaknesses of the enterprise is performed.

2. The choice of directions and options for innovative development is carried out on the basis of an analysis of market opportunities and their comparison with threats caused by the external environment, an analysis and quantitative risk assessment is carried out at the stages of innovative development.

3. Formation of new innovative resources that support innovative development, strengthening their power.

4. Transformation of the limiting factors of innovative development, reduction of their influence with the subsequent final transformation of the limiting forces into innovative resources.

5. The current coordination of the innovative development of the enterprise consists in constant monitoring of the processes of innovative development based on flexible emergency solutions.

6. A quantitative assessment of the management of innovative development is carried out both in individual areas of development, and the entire system of management of innovative development as a whole.

7. Creation of an organizational structure for managing innovative development. In accordance with the system of goals and the composition of the tasks to be solved, organizational structures are formed, consisting of specialists of various profiles to manage the processes of innovative development of the enterprise.

8. Control over the implementation of the process of innovative development, collection and analysis of information characterizing the progress of the tasks that arise in the development process, the degree of compliance of the planned results with the actual ones.

Summarizing the above, it should be noted that the implementation of the concept of the mechanism for managing the innovative development of an enterprise makes it possible to increase the level of its innovative potential through the integrated use of organizational, economic and production control blocks.

Conclusion

As a result of the study, it was found that increasing the level of innovative potential depends on a large number of external and internal factors, which, in turn, necessitate the transition to an innovative development path, namely, building an effective mechanism for managing the innovative development of an enterprise.

Due to a justified need, it is proposed to expand and improve the scientific and theoretical approach to determining the content of the mechanism for managing innovative development and its main components, which will eliminate certain shortcomings in the methodological support of the process of managing the innovative development of an enterprise, and also be in demand in the development of specific strategies for innovative development.

It has also been established that the mechanism for managing the innovative development of an enterprise is a balanced, purposeful, proportional, dynamic and objective process, in the form of interaction between organizational, economic and production blocks for managing the innovative development of an enterprise, aimed at increasing the level of innovative potential. In this regard, I received further development systematization of innovative development management methods, which will allow domestic enterprises to take a fresh approach to considering the issue of managing the innovation process and activate their potential for solving specific management tasks. All the presented methods are united by a cross-cutting methodology, which is the essence of a new approach to the selection of methods for managing the innovative development of an enterprise.

The lack of precedents for a systematic presentation of the essence and methods of a new field of knowledge for Ukraine, the field of innovative development, will allow domestic enterprises to generate and implement new ideas and plans, quickly and efficiently respond to rapidly changing environmental conditions, operate with innovative methods of managing innovative methods.

Based on the research, the concept of the mechanism for managing the innovative development of an enterprise has been developed, which objectively reflects the object of study, which is the process of managing the innovative development of an enterprise and the subject of research, namely the mechanism for managing the innovative development of an enterprise, the goal, objectives, structure and main elements of the management mechanism are defined. innovative development of the enterprise, a system of criteria, principles and objectives for managing innovative development has been formulated and substantiated, the complex application of which in practice will allow domestic business entities to increase the economic efficiency and expediency of the process of managing innovative development.

It has been established and substantiated that the methodological content of the innovative mechanism for managing the scientific and technical development of a business entity makes it possible to activate resources for solving such important tasks of scientific and technological development as: reducing production costs, technical improvement of products, reducing the implementation time of a technical project

It is analyzed and proved that the action of the innovative mechanism for managing financial and economic development is aimed, first of all, at ensuring a sufficient level of profitability, which certainly requires the business entity to solve such problems as the most efficient use of its own financial resources, increasing the efficiency of intellectual capital, optimizing the cost politicians.

The process of managing structural-functional, informational and administrative development has been streamlined with the help of an innovative mechanism for managing the organizational and informational development of a business entity, the toolkit of which is a set of management methods considered, the use of which allows the business entity to increase the flexibility of the organizational management structure, increase the efficiency of information support, improving the efficiency of decision making.

On the basis of the collected practical material, the management of the innovative development of JSC "DMZ" was analyzed, a number of problems of innovative development were identified, which indicates the imperfection of the existing management system and the need to adjust the selected tools. Despite the steps taken by the management of the DMZ, the formation of an innovative management system requires a revision of the mechanisms for managing innovative development in order to ensure long-term survival and sustainable functioning for a business entity.

Thus, the results obtained in the process of writing a master's thesis allow to eliminate certain shortcomings in the methodological support of the process of managing the innovative development of business entities, and can also be in demand when developing specific strategies for innovative development. Hence, when switching to an innovative path of development of business entities, in an unstable economy, it is necessary to use synthesizing mechanisms for managing the processes of innovative development of business entities in practice, and, filling them with scientifically based methods of managing the innovative development of a business entity to search for reserves of effective management and implementation of the existing potential in the scientific, technical, financial, economic and organizational and information direction.

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Concept, essence and tasks of innovation management. Processes of scientific and innovative activity of higher education. The role of higher education in the development of Russian science. Consideration of a systematic approach to managing an innovative university. Innovative potential of the university.

Enterprise innovation- a form of manifestation of scientific and technological progress at the micro level. They contribute to updating the range of products, improving its quality in order to meet the needs of consumers and maximize the profit of the organization.

The effectiveness of innovative(scientific and technical) development enterprises are determined based on the ratio effect(profit of the organization) and the costs that caused it. There are four main types of effect from innovations: technical, resource, economic and social.

The success of the implementation of innovations in the enterprise is influenced by many factors, among which we note the scientific and technical potential; production and technical base; main types of resources; large investments; appropriate control system. The correct ratio and use of these factors, as well as the close relationship through the management system between the innovation, production and marketing activities of the company, lead to a positive result in the implementation of the innovation strategy.

Innovative development of an enterprise is the basis for increasing the efficiency of its activities

- the end result of the introduction of innovation in order to change the object of management and obtain an economic, environmental, scientific, technical or other type of effect.

Scientific and technical progress- this is a process of continuous development of science, technology, technology, improvement of objects of labor, forms and methods of organizing production and labor. It is the most important means of solving social and economic problems, such as improving working conditions, protecting the environment, and, as a result, increasing the well-being of the nation. Scientific and technical progress is of great importance for ensuring the system of national security and defense.

In its development, STP manifests itself in two interrelated and interdependent forms (Table 1).

Table 1 Forms of scientific and technological progress

NTP form	Term and essence	Characteristic
evolutionary	Can last quite a long time and provide significant economic results (especially in the initial stages)	Gradual and continuous improvement of traditional technical means and technologies; accumulation of base for fundamental transformations
revolutionary	There are qualitative changes in the material and technical base of production in a relatively short time. Promotes rapid development industries that determine the technical re-equipment of the national economy	Based on the achievements of science and technology. It is characterized by the use of new energy sources, the widespread use of electronics, new technological processes, progressive materials

The relationship of these two forms is manifested in the following: scientific and technical progress, being the basis of fundamental changes in the field of science and technology, constantly improves revolutionary inventions, i.e. contributes to the scientific and technological revolution. For example, the invented internal combustion engine gave a powerful impetus to the development of the automotive industry. Recent improvements in automotive technology are increasingly bringing manufacturers closer to a new breakthrough, the rejection of gasoline and diesel engines. The scientific and technological revolution, in turn, accelerates scientific and technological progress, brings it to a qualitatively new level. A vivid example is the development of agriculture after the invention and introduction of electricity (poultry incubators, milking machines, automatic system feeding animals and birds, etc.).

Efficiency innovative (scientific and technical) development of the organization is determined based on the ratio of the effect and the costs that caused it (Fig. 1). Efficiency is a relative value measured in fractions of a unit or as a percentage and characterizing the result of the costs incurred. The efficiency criterion is the maximization of the effect (profit) at a given cost or the minimization of costs (production costs) to achieve a given effect.

Thus, the innovative development of the organization is closely related to its investment activities. Significant investment is required both in order to bring results research works (laboratory technologies) to industrial readiness (industrial or pilot technologies), and for the purchase of ready-made industrial technology (which is much less capital intensive).

Rice. 1. Efficiency of innovative development (IR) of the organization

The amount of investment depends on the features of the innovation process, such as a variety of options for achieving the goal, a high level of risk when introducing an innovation, a low level of predictive estimates of the result, the need to process large amounts of information to build an innovative company strategy, etc.

In recent years, the systemic reform of Russian enterprises has been of great importance. It is necessary to radically change the production technology, which is associated with innovation strategy enterprises, organizations and firms, which is important in a market economy, characterized by a rapid change in market conditions and active competition enterprises. Effective development and implementation of innovations allow the company to successfully operate in already developed areas and open up opportunities to enter new areas. The success of innovation in an organization is influenced by:

• scientific and technical potential;
• production and technical base;
• main types of resources;
• large investments;
• appropriate control system.

The correct ratio and use of these factors, as well as the close relationship through the management system between the innovation, production and marketing activities of the company, lead to a positive result in the implementation of the innovation strategy.

The formation of innovative strategies is based on the general socio-economic goals and innovative tasks of the organization. Making profit and maximizing it is the fundamental goal of the organization in market conditions. To achieve it, the organization defines specific goals of lower orders. Among the general socio-economic goals of the second level are:

• growth in the scale of production;
• market share growth;
• stabilization of the market position;
• development of new markets (Table 2).

A properly formed portfolio of innovative strategies contributes to a more rational allocation of resources and, accordingly, affects the efficiency of the organization as a whole. However, the development and implementation of an innovation strategy largely depends on the factors of the external environment of the organization. In strategic planning, it is necessary to take into account the innovative potential of competitors, and the attitude of the state to the innovative activities of the organization, and the general scientific, technical, economic, political and social atmosphere in the country.

The main directions of innovative development of the organization

The main directions of innovative development of the enterprise in the modern economy:

• complex mechanization and automation;
• chemicalization;
• electrification;
• electronization of production;
• introduction of new materials;
• mastering new technologies (Fig. 2).

Table 2 Formation of an innovation strategy in an organization

Purpose of the organization	The mission of the organization	The essence of the innovative strategy of the organization
Increasing the scale of production: Rapid growth (more than 20% per year) Very high (20%), high (10%) growth Medium (5%), small (below 5%) growth	Major renovation, expansion or new construction Entering the market of a new product and development of already created and commissioned capacities Production of a product that is at the beginning of the maturity stage (i.e. at the end of the growth stage)	Design and purchase of new equipment; development of new types of products and new technological processes Improvement of existing technological processes and modification of products; scientific and technological preparations for future periods Ensuring the improvement of existing technological processes in order to reduce costs, improve the product and prepare for the introduction of new products to the market
Market share growth	Production of related products; growth in production volumes; driving competitors out of the market	Raising the technical level of production, scientific and technical support for the launch of products with characteristics that surpass those of competitors. Developing innovations to sustainably reduce production costs to lower levels than competitors
Stabilization of the market position	Following the product life cycle; timely introduction of products to the market; keeping production costs low	Achieving a high technical level of products and technologies; compliance life cycle product R&D cycles
Development of new markets	Mastering the production of new products to meet the requirements of various markets; mobile scientific and technical potential capable of switching to solving diverse tasks	Development of differentiated products and processes; scientific and technical support for the processes of bringing goods to the market

1. Integrated mechanization and automation of production- widespread introduction of interconnected and interdependent machines, devices, instruments, equipment in all areas of production, operations and types of work. It contributes to the intensification of production, growth, reducing the share of manual labor in production, facilitating and improving working conditions, and reducing the labor intensity of products. Thus, mechanization displaces manual labor and replaces it with machines in the main and auxiliary technological operations.

In the process of development, mechanization has gone through several stages: from the mechanization of the main technological processes, which are characterized by the greatest labor intensity, to the mechanization of both the main and auxiliary technological processes (complex mechanization).

Automation of production means the use of technical means in order to completely or partially replace human participation in the processes of obtaining, transforming, transmitting and using energy, materials or information. Automation can be:

• partial (covers individual operations and processes);
• complex (covers the entire cycle of work);
• complete (an automated process is implemented without the direct participation of a person).

2. Chemicalization of production— improvement of production processes as a result of the introduction of chemical technologies, raw materials, materials, products in order to intensify, obtain new types of products and improve their quality. This reduces production costs and increases the efficiency of the organization in the market. Examples are "new generation" lacquers and coatings, chemical additives, synthetic fibers, lightweight and durable plastics.

3. Electrification of production- widespread introduction of electricity as a source of power for the production power apparatus. On the basis of electrification, complex mechanization and automation of production are carried out, and progressive technology is introduced. Electrophysical and electrochemical processing methods make it possible to obtain products of complex geometric shapes. Lasers are widely used for cutting and welding metals, heat treatment.

4. Electronicization of production- providing all departments of the organization with highly efficient electronics - from personal computers to satellite communication and information systems. On the base computer and microprocessors create technological complexes, machines and equipment, measuring, regulating and information systems, conduct design work and scientific research, carry out information service, education. This increases labor productivity, reduces the time for obtaining information, and increases the speed of the production process.

5. Creation and implementation new materials possessing qualitatively new effective properties (heat resistance, superconductivity, corrosion and radiation resistance, etc.), makes it possible to increase the competitiveness of manufactured products. This, in turn, will positively affect the profitability of the organization.

6. Mastering new technologies solves many production and socio-economic problems. In the production process, fundamentally new technologies make it possible to increase the volume of products produced without involving additional factors production. The development of new biotechnologies will help solve the problems of hunger in developing countries, control pests of agricultural crops without harming the environment, provide raw materials for all regions of the world economy, and create waste-free production.

Domestic enterprises in the context of a decline in production during the period of economic reforms faced a serious problem in the field of innovative development. The main difficulties were caused by the refusal to finance R&D by the state, which led to a temporary freeze of this type of activity of the organization. Today, however, many Russian enterprises have begun to adapt to market conditions, and there has been some rise in domestic industry. The transition of enterprises to self-financing, the attraction of domestic and foreign investors prompted enterprises to innovate. In addition, the leaders of industrial enterprises have realized that strategic planning in the field of innovation is a fundamental element in improving the efficiency of the company in a market economy. In this regard, part of the internal investments began to be directed to the innovative development of the enterprise.

Innovations, however, require not only significant investments, but also effective management in order to obtain a positive result from their application.

Annotation. INThe article considers innovative development as the main guarantee of increasing the competitiveness of an enterprise. A comprehensive system for managing innovation activity is proposed, which ensures an effective transition to an innovative development path in an unstable transitional economy..
Keywords Keywords: innovative development, forms and methods of management, flexibility of the organizational system, innovative potential of the enterprise, managerial innovations.

The key problem of the current stage of economic development is the choice of ways and mechanisms for adaptation and development of enterprises aimed at shaping the economic growth of individual economic entities and the country as a whole. The great interest in this issue in the conditions of the domestic economy is largely due to the positive results and vivid examples of the introduction of innovative processes in the activities of Western companies.

As a result, formed | consists | opinion | opinion, judgment | according to which | which | the increase in the scale of innovation is defining | defining | condition for the effective functioning of any | any | enterprise or more complex economic | economical | systems.

World theorists and practitioners of management have realized the need for orientation economic policy on the innovative path of development, considering it as the most important factor in increasing the competitiveness of enterprises. Russian researchers of innovative development issues form the concept of innovative development based on the organizational potential of the enterprise. Only a clear and coordinated system of innovative development can achieve high and long-term results and strengthen the competitive position of an enterprise in an unstable market environment.

New management paradigm in developed | countries|participating country| based on a systematic and situational approach to | to | management. The firm is viewed as an open system, its success is associated, first of all, with how well it adapts | adapts | to | to | to its outer | outer | environment: economic | economical |, social, scientific and technical, and so on. General conditions in which | what | entrepreneurs operate, are characterized by a fairly high level of volatility | changeability, temper |, a high level of state intervention in the presence of political instability and lack of economic | economical | protectionism, lack of formation | shaping | market mechanisms, that is, everything that requires the orientation of management, first of all, to the external | external | Wednesday. The most significant quality of management in the current conditions is flexibility, the ability to refocus on solving new problems, to use new, adequate conditions, forms | form | and management methods.

The process of innovation development management can be viewed from the perspective of the system functional management, the process of making managerial decisions and the organizational system. From the standpoint of a functional approach to the management of innovative development, this process acts as a set of individual functions, the implementation of which ensures the implementation and strengthening of the enterprise's potential. As a process of making managerial decisions, the management of innovative projects provides an appropriate sequence for the implementation of interrelated stages. As part of the study, which is being conducted, the optimal management of the enterprise is considered as a function of an organized system that ensures the preservation | safety | its certain structure, support for the mode of activity, but at the same time the possibility of implementing innovative programs and set goals.

Comprehensive analysis of the state | mill | and the possibilities of innovative activity of the enterprise, it is advisable to consider in two interrelated perspectives, namely, to characterize some | some | innovative properties of the enterprise itself, the processes of development and production of products of this production unit, as well as features | feature | implementation of the research and production phases of the life cycle of a product that is produced at the enterprise.

The application of a systematic approach to the management of innovation activity makes it possible to form the main elements of its functional management:
1. Analysis of the internal and external environment of the enterprise. The implementation of the analysis of the external environment involves the study of the current market conditions and the factors that determine it. The result of such an analysis is the preparation of a forecast for the development of the external environment. When analyzing the factors of the internal environment of the enterprise, they show the strengths and weaknesses of its activities, study past experience, the efficiency of the enterprise, and its development trends.

2. Identification of directions and options for the innovative development of market opportunities by conducting a systematic comparison of the results of the analysis of factors of the internal and external environment. The result is the selection of target market segments for the implementation of projects for innovative development of the enterprise, the development of approaches to the formation of a target market based on certain segments.
3. Carrying out analysis and quantitative risk assessment at the stages of innovative development and the entire process as a whole.

4. Identification of priority areas of activity through the formation of a system of goals for the current and long-term periods, the identification of priority tasks, the implementation of which should contribute to the achievement of the goals set.
5. Formation of the organizational structure for managing innovative development.
6. Implementation of planning of production, sales and financial activities in selected priority areas by developing long-term and current plans, budgeting for innovative projects.
7. Monitoring the implementation of activities aimed at realizing the potential of innovative development and preparing decisions on the timely change of priorities and the search for new areas of innovative activity.

Accounting for these functions makes it possible to conclude that the process of transition of an enterprise to an innovative development path requires the creation of a new system of its organizational management, taking into account corrective actions. Management innovations | innovation | often fall out from the point of view of leaders who |reduce| usually the development of the enterprise limit only | to | technical or technological innovations. With this approach, the enterprise is not considered as a system, from | with | it is snatched out only|only| "main" process. The potential of the organization is perceived unambiguously as technical and technological. Organizational and human resources (that is, the degree of capacity building through better management and use|utilization| of human resources) are not being seriously exploited. Thus, the opportunities for development are significantly reduced.

If an enterprise is a set, a system of areas of activity, then management is carried out with respect to the elements of this system - production, personnel, finance, product sales, and so on, as well as code | throughout the system as a whole. Since the renewal | restoration |, the development of any | any | activity occurs by improving the methods of its implementation, it can be argued that the points of possible innovations | innovations | in the field of management are the methods for implementing the functions listed above in the management of all areas of the enterprise, as well as methods of distribution | division | these functions in the enterprise.
Innovative development in the unstable market conditions of the domestic transitional economy is characterized by specific features that determine the formation of numerous models of management systems in each specific situation. The choice of one or another model depends on the conditions of the enterprise, the level of development of the economy, the formation of its innovative potential.

Thus, the perception of | to | innovation is determined by the parameters of the enterprise production system and innovation.

Influence of the properties of the production system on the susceptibility to | to | Innovation should be assessed along the following lines:

Systemwide susceptibility. To|to| System-wide factors that influence the perception of innovation include: production diversification, standardization and communication properties.

Susceptibility technological system. The main factors here are the parameters integrity|solid| and isolation of the technological system, knowledge intensity of products, variability | variability, temper | technologies in the life cycle of demand and the scientific and technical level of the system. In this case, the recognition of innovation is | manifested | c because the technological system is open to innovations carried out in certain areas. Leading to | to | increasing the efficiency of the technological system, innovations do not require significant modification of other parts of the system;

Susceptibility of the organization to | to | innovation. In this case, the specified system property is determined by a number of structural and organizational (scale, structure, state | countries | development system), social (form of ownership, level of social development, social security) and economic | economic | parameters of the organization (competitiveness, type of response to changes | change | external | external | environment, capital structure), as well as the parameters of its management system (type of system, complexity of the management mechanism, technical policy and culture of the organization, entrepreneurial strategies). Recognition of innovation by an organization is in the nature of a progressive perception: the organization contributes in every way | contributes | implementation process;

staff receptivity. This parameter of the production system of the enterprise is characterized by such factors as labor motivation, motivation of the engineering | metallurgical engineer | creativity, economic motivation, qualification.
The current stage of expanding globalization, informatization and market relations provides great opportunities for development by connecting more prepared enterprises to innovation processes, integrating innovation participants within the framework of international cooperation (pool, consortium, etc.), attracting Internet technologies, using world achievements and opportunities of international business institutions. As the practice of domestic enterprises shows, in the formation of organizational potential, the possibilities of global consolidation are not sufficiently used. The main reason for this situation is the low level of readiness for changes in domestic enterprises. The period of organizational changes requires serious investments, which, in turn, limits the possibilities for the current economic growth of the enterprise, regardless of the sources of financing for innovative development programs.
At this stage, the well-formedness and flexibility of the enterprise's innovation management system allows it to transform into a new path of development without unnecessary costs.

Innovative development is a system of orientation of an enterprise's activity towards achieving high performance results due to innovative factors, which are based on a constant continuous search for new means and areas for realizing the potential of an enterprise in unstable market conditions. Innovative development at the level of an individual enterprise provides for the implementation of the process of introducing promising innovations, the implementation of which should help increase the competitiveness of the enterprise.
The transition of an enterprise to the path of innovative development requires it to organize a management system that can quickly respond to changes in both the external and internal operating environment. Enterprise innovation management is integrated system interrelated functions, the sequence of which ensures the formation of competitive advantages due to innovative factors of development.

The formation of an effective system for managing the innovative development of an enterprise should be based on the following basic principles:
- Systematics, as a constant interaction of numerous elements of the management structure, are characterized by dynamic and stochastic behavior, the existence of hierarchical and functional subsystems with complex relationships;
- Complexity, as a mutually conditioned and proportionally mutually agreed development of the system, as a whole, ensures the interconnection of a complex of subsystems and elements: market, regulatory and supporting mechanisms, the economic mechanism of the enterprise, etc.;
- Flexibility, as the ability to quickly respond to changing market opportunities and threats;
- Alternatives, as the creation of a set of options for the implementation of innovative development, depending on the specific market situation;
- Orientation towards self-development, as an independent provision of conditions for long-term survival and development of the enterprise through innovative factors.
Accounting for these principles makes the management of innovative development a system of adaptive response to changing operating conditions, a means of increasing the efficiency of using internal reserves.
The experience of domestic theorists and practitioners of management suggests that the market position of an enterprise is determined by its properties such as adaptability and innovation. Adaptability is a property of the ability of an enterprise to adapt, a form of relations between an enterprise and the external environment, a process of internal organizational restructuring. In turn, innovation is understood as the ability to recover, as an internal organizational process of restructuring according to the criteria of rhythm, manufacturability, minimum cost. If adaptability characterizes the reaction of an enterprise to changes in the external environment, then innovativeness is the basis of such a reaction, the perception of decisions in its activities, a directed change in activity based on new elements. It is argued that adaptability corresponds to the need to exist in an environment with established properties. At the same time, innovation implements the concept of enterprise design and is the source of its adaptability. It can be concluded that the properties of adaptability and innovation determine the necessary and sufficient conditions for the formation of competitiveness as the properties of an enterprise that underlie its effectiveness.

The stable competitiveness of an enterprise can only be achieved if it is based on both sources, constantly combining and interacting to reinforce each other.

The strategic activity of an enterprise should be focused, firstly, on developing its potential to ensure self-organization, and secondly, on deepening and expanding the methods of managing innovative activities in a competitive environment.

In the context of the formation of an innovative economy, there is a need to revise approaches to innovation management as the main guarantee of creating effective innovations. It should be noted that the process of managing innovative development or innovative activity is characterized by the absence of a gap between stages, functions and their interdependence and a certain parallelism of execution.

Thus, for the implementation of an effective process of managing innovative development, the following complex system is proposed:

Determining the need for innovation;
- Formation of the goals of innovative implementations;
- Analysis of the external environment;
- Analysis of the internal environment;
- Synthesizing a factor analysis of the external and internal environment and highlighting directions and options for innovative development;
- Selection of target markets for the implementation of innovative developments;
- Analysis of innovative development strategies;
- Choice of innovative strategy;
- Formation of the organizational structure of innovation management;
- Assessment of the degree of risk of an innovative project;
- Formation of a risk management program;
- Sources of financing for an innovative project;
- Evaluation of the effectiveness of the implementation of an innovative project;
- Preparation of a response system to changes in innovation development priorities.
The proposed system for managing innovative development should ensure an effective transition of an enterprise to an innovative development path and become a guarantee of increasing competitiveness in the conditions of destabilization of the market economy.
The economic situation in recent years is characterized by an increase in the degree of globalization and informatization of business, increased competition in the markets for goods and services, capital and labor. This development of the market leads to the need to create a sustainable innovation policy, which is based on the integration of enterprises and business entities, the concentration of capital. As world experience shows, there is no alternative to innovative development today, because it is almost impossible to compete in foreign markets in the traditional field of activity. Only fundamentally new technologies supported by managerial innovations will create a new competitive environment and provide the prerequisites for achieving leadership positions in the market. In turn, the increase in business activity and innovation will ensure high rates of economic growth, an increase in the capitalization of enterprises and the scale of production.

Literature

1. Stupak S. M. Innovative strategy for promotion of business competitiveness / S. M. Stupak // Scientific Bulletin. Odessa State Economic University. All-Ukrainian Association of Young Scientists. - Sciences: economics, political science, history. - Odessa: ODEU, 2009. - No. 3 (40). - S. 77-83.
2. Aniskin Yu. Innovative development based on the organizational potential of the company / Yu. Aniskin // Problems of theory and practice of management. - 2010. - No. 7 - S. 73-84.

As evidenced by domestic and foreign experience, the most reasonable way to ensure the future prosperity of industries and increase their competitiveness in the foreign market is to adapt research and production activities to the requirements of market demand, manage consumer demand through the mechanism of product and marketing innovations, and form a sustainable development policy based on constant strengthening differentiate from competitors through innovation in research, production and distribution.

The study of trends in the development of innovative activities of individual economic entities, as well as problems that hinder the innovative development of the entire economic system, urgently require the development and justification of the methodology for managing the innovative development of economic systems. To this end, we explore and justify:

• principles to be followed by the methodology of formation and management of the development of the innovation environment in socio-economic systems;
• goals and objectives of managing the formation and development of the innovation environment in modern conditions;
• interrelations of management levels in the national socio-economic system;
• model and criteria for assessing the state of the innovation environment.

Requirements for the development of a methodology for the formation and development

the innovative environment, implemented through models and mechanisms of development, can be identified based on their fundamental principles. The principles are a consequence of the implementation of the concept of effective management of innovation processes in socio-economic systems in terms of the interaction of sectors of innovation in the innovation environment, and a consequence of the observation of modern conditions for the implementation of innovation processes.

Based on the characteristics of the innovative development of individual economic entities, it seems appropriate to clarify the basic principles that distinguish the implementation mechanism innovative type development from other alternatives. In this regard, the fundamental principles of the innovative development of economic entities should be considered (see Table 1):

Table 1

Principles of management of innovative development of economic entities

Principle
The principle of consistency	Provides consideration of the control object and control system jointly and inseparably, reveals the cause-and-effect relationships between them
The principle of effective interaction based on the harmonization of the interests of participants in innovation	Management of innovative development implies the participation in this process of the state, business, science and education, taking into account their interests and on the basis of system-functional interaction
The principle of complexity	It reveals a set of factors and conditions that positively and negatively affect the innovative development of economic systems. Comprehensive consideration of the factors and conditions of innovative development makes it possible to increase the efficiency of managerial decisions
The principle of translational motion	Innovative development is a sequence of stages of state change over time. Management of innovative development should be based on the creation of systemic conditions to ensure the transition to a new level of innovative development
The principle of goal setting	It characterizes the setting of clearly formulated goals based on the analysis of innovative opportunities and the orientation of all efforts towards achieving the set goals.
Principle of Controllability	It implies the control of the subject of management in the process of implementing innovative activities for the intended use budget funds, for the implementation of programs and projects in accordance with the approved schedules for their implementation
Structured principle	It characterizes a rational structural relationship in the process of distributing innovative resources, involves taking into account and analyzing the characteristics of individual economic units in the formation of a predictable business structure, as well as priorities for innovative development
Principle efficiency	The creation and implementation of innovations is the basis for accelerating economic growth and improving the quality

Principle
	and life of the population. The manifestation of various positive effects (economic, social, etc.) characterizes positive changes in all spheres of public life (material, social, political, spiritual) as a result of a comprehensive, manageable process of innovative changes
The principle of predictability	Innovative development has a cyclical nature, which enhances the control actions. At the same time, on the basis of indicators of innovative development in the past, a forecast of indicators for the future is carried out.
The principle of environmental safety	Reveals the impact of innovative development on the state of the natural environment, allows you to develop and implement such and only such devices (equipment) and methods (technologies) that under no circumstances will lead to environmental degradation
The principle of continuity of change	It does not consist in the simultaneous destruction and formation of a new way in the system, but in the consistent transformation of the material, technical and technological base, organizational and economic relations. The smoothly stepwise mechanism of continuous transformations allows not only to achieve a high level of competitiveness, but also to ensure the adaptation of the new state of the industry both in the world economy system and in its perception by society.
The principle of self-development	The principle of self-development is based on the active interaction of social needs and the mechanism of innovative transformations. Innovations, acting as the basis for meeting social needs, especially rising needs, form progressive production.
The principle of integration	Combining scientific, technical and organizational potential to solve the problem of the formation of a new technological order.

The totality of the identified principles provides a systematic consideration of the processes of innovative development, makes it possible to link transformations in the production sector with changes in the public sector, determine the directions for the development of the system and identify internal and external factors of innovative transformations that determine the efficiency of the functioning of economic units.

Modeling of innovative development, within the framework of the methodology of effective management of innovative processes, makes it possible to single out the goal and objectives of innovative development of subjects of the real sector of the economy.

The general goal of managing the innovative development of economic entities involves ensuring the competitiveness of organizations at each stage of the life cycle through the commercialization of developments and the creation of a technological basis. Accordingly, the tasks of managing the innovative development of economic entities are:

• assessment of the state of the innovation environment, its relationship with integration elements, identification of problems in its development;
• formation of mechanisms for innovative development;
• formation of innovative infrastructure;
• development and implementation of mechanisms for economic stimulation of innovation, etc.

Study modern technologies management of innovative development showed that management is determined not only by the content of management functions and the nature of the relationships underlying management relationships, but also by the conditions in which the management system is formed, and also in accordance with the principles of construction, functioning and transformation inherent in the management system.

Given this, a system of mechanisms for the innovative development of economic systems is substantiated, including the organization mechanism, mechanisms for development and implementation, financing and incentive mechanisms, technological transfer mechanisms and intellectual property mechanisms, which together determine the effective implementation of the innovative development strategy and ensure the adaptation of innovative transformations to market conditions. conjuncture.

In order to research and develop a theoretical basis for guidelines but the formation of mechanisms for the innovative development of economic systems, the evolution of approaches to the innovative development of organizations was considered, which made it possible to systematize the main provisions of the modern concept of innovative development, based on the consideration of downstream flows, based on the need to improve products and processes on the basis of feedback and other effects leading to innovation .

An analysis of the features of the development of innovative processes in the economic system indicates the emerging trend of transition to an innovative type of development, based, on the one hand, on the intensification of innovative activities directly in the production sector, and, on the other hand, on the formation and implementation of effective innovative mechanisms in the management and marketing system. and sales. However, the lack of financial resources and the high depreciation of production equipment, combined with an unstable level of demand for manufactured products, determine the need to form a flexible system of innovative mechanisms for the development of individual economic units that contribute to the balanced use of external and internal development opportunities, taking into account the dynamically changing market conditions.

Any innovative development is not only the main innovative process, but also the development of a system of factors and conditions necessary for its implementation.

The methodology for managing the innovative development of economic systems presented in Figure 1 includes determining the goal of the innovative development of the entire system, setting tasks, choosing methods and tools for solving them, determining indicators for achieving the goals of innovative development, evaluating efficiency and identifying possible bottlenecks.

To create conditions that favorably influence the process of innovative development of economic systems, the following factors were identified (Table 2).

For most economic entities, the introduction of innovations is difficult, which is explained by the lack of own funds, significant "difficulties in obtaining innovation borrowed money, as well as limited state support. The situation is aggravated by the lack of complete and up-to-date information about modern achievements of science and technology, as well as the underdevelopment of counseling services.

An important factor in this is the innovative attitude of the producers themselves, determined by the attitude of top management to innovation. Thus, the vast majority of them do not have long-term plans for the scientific and technical profession, to a large extent hindering the growth of production productivity, increasing the volume of manufactured products, and improving their quality.

The need to create a competitive research and development sector and conditions for its expanded reproduction is due to a number of problems.

First, there is no real priority in the policy of budget financing in favor of fundamental science - the basic component of the national innovation system. At the same time, a large number of applied developments are financed at the expense of the federal budget, which do not have prospects for demand either in the domestic or in the world markets.

Rice. 1.

table 2

A set of factors that contribute to the innovative development of economic systems and constrain it

Group of factors	Factors hindering innovative development	Factors contributing to innovative development
economic, technological	Lack of funds to finance innovative projects, technical and technological backwardness.	Availability of a reserve of financial and material and technical means, advanced technologies, the necessary economic and scientific and technical infrastructure.
socially psychological, cultural	Resistance to change, which may cause such consequences as changes in the status of employees, the need to seek new job, restructuring of work and established ways of activity, violation of stereotypes of behavior and established traditions, fear of uncertainty, fear of punishment for failure.	The interest of organizations in obtaining an additional effect from the implementation scientific developments. Scientific and organizational readiness of personnel. Choice of priority directions of introduction of new technologies into production. Economic incentives for performance innovative activity.
Organizationally managerial	The established organizational structure of the enterprise. Orientation to established markets and short-term benefits. Difficulty in reconciling the interests of participants in innovation processes. Decrease in innovative activity at all levels of management and the volume of budget financing of technological Sciences. Lack of information about promising innovative projects.	Awareness of commodity producers about scientific developments. Acceleration development of innovations. Flexibility of the organizational structure, allowance for adjustments, decentralization, autonomy, formation target working groups. State support for participants in the innovation process.

Secondly, mainly budget financing, combined with an insufficient amount of budget funds allocated for scientific research, leads to the persistence of the problem of internal and external leakage of the best scientific personnel, and increases the risk of degradation of domestic science.

Thirdly, outdated scientific and technological equipment and design base hinder the implementation of the existing personnel scientific potential and the attractiveness of scientific activity for young specialists.

Fourth, the gap between science and education remains, and, as a result, scientific results are not capitalized in the field of education, and young specialists are not involved in scientific research.

The problem also lies in the lack of a clear mechanism for interaction between the main components of innovation activity: scientific activity, activity to bring completed R&D to the level of innovative projects (products, goods, technologies, etc.) and activity to develop (implement) and put into practice innovative projects (technologies, etc.). Meanwhile, an innovation that is not in demand for 3-5 years is not only inefficient for mastering, but does not even pay off the costs of its development.

The growth of organizational complexity leads to a certain increase in the number of people employed in the information and management sphere due to a decrease in the number of people employed in material production. Nevertheless, this trend is justified, and it is explained by the increasing power supply, mechanization and automation of production labor (improving tooling of the worker). Computerization of management in the industry is becoming the technical basis for its development and reform.

Thus, the process of innovative development involves the systemic integration of the scientific and technical sphere into the processes of economic and social development of society. Such integration means the formation of a system of institutions that create powerful incentives for the scientific and technical sphere to generate a steady flow of effective innovations that can create new markets for science-intensive products and services and strengthen competitive positions in traditional ones. As a result, a national innovation system will be formed that creates new products and services that correspond in quality, price, volume and time to enter the market to the existing effective demand.

The implementation of the management methodology for the innovative development of economic systems involves the choice and justification of the interconnection of management levels in the socio-economic system and the distribution of individual management processes between them.