Usachev V.A., Achkan N.V.
Donetsk National university of economics and trade
Named after Mikhailo Tugan-Baranovsky
Innovation
management
The increase in turnover and growth
of production in small and medium-sized enterprises critically dependent on
innovation. A prerequisite for the survival of these companies on the market
are the new and improved goods and services. Accelerating changing needs of
customers, changing the requirements to the quality, short product life cycles
and increasing pace of updating it leads to the fact that the production of the
small and medium-sized enterprises should quickly adapt. Innovations become a
key strategic option development of any enterprise and the economy as a
whole.When the owner of the small or medium-sized enterprise starts to get
acquainted with the still unknown him the goods, services, production methods,
etc., it was not always aware of, can be an innovation in the future, what
seems to him a new now. Innovativeness of something often can be set only in
hindsight. It is in this hidden chances and dangers lurk. If the employer
immediately accept the idea as innovative, it would act differently than in the
case of lack of this innovative flair. In the conscious of innovation
management is, thus, the ability to recognize innovation, because only under
this condition, resources may be used to stimulate the innovation process.
Innovation management covers all of the strategic and operational objectives of
management, planning, organization and control of innovative processes in the
enterprise. In a broad sense is to be understood as management, oriented to the
changes. Such management is different in its essence from decision-making
processes in other production fields, because the innovative solutions are not
routine, and involve a broad understanding of the problems of enterprise and
creative abilities of workers.In the most recent being developed by the
relevant systematics and Toolkit methods. The main element of this taxonomy is
a breakdown of the innovation process into phases, as well as the use of
technology to increase of its efficiency. In principle, small and medium-sized
enterprises for the successful implementation of innovative projects can take
advantage of the two alternatives. The enterprises themselves are developing
innovative-technical preconditions and sold in the market of the obtained
results. This approach is connected with large and constantly growing financial
costs resulting from scientific and technical progress, and thus with an
enormous economic risks. This refers primarily to the production of high
technical level and high complexity. All of the forces mainly only to large
enterprises. In the framework of the
cooperation strategy, small and medium-sized enterprises co-operate with other
companies. In this co-operation can be carried out at all stages of the
innovation process. Cooperation of small and medium-sized enterprises in order
to improve competitiveness and reduce risks is becoming more and more widely
used in the large-scale innovations. Cooperation can take place in various
forms, for example in the form of strategic Alliance, cooperative research,
production cooperation or cooperation marketing. The success of innovation
management critically depends on the fact, whether the enterprise along with
the implementation, management and control of the innovative design create an
enabling internal and external framework conditions. Internal framework
conditions: position, the behavior of the leaders (highest) level; personnel
policy; organization; information and communication; the financing. External
framework conditions: consultations; financial incentives; the stimulation of
the transfer; infrastructure services; loans and credit assistance. A rich
choice of variants of support of innovative projects, especially for small and
medium-sized enterprises is offered in the framework of the state programs of
development, for example: program of support of small and medium-sized
enterprises in the field of technological transfer; provide assistance in the
external innovative consultation (tangible and intangible); indirect measures
to stimulate research and development (e.g., reduction of taxes); direct
assistance to certain areas of technology; assistance in the establishment of
innovative enterprises. In the framework of the targeted innovation management
is necessary to evaluate the various programmes of assistance and select those
that are worthy of attention and may be suitable for the conditions of a
particular enterprise. Small and medium-sized enterprises should not be
troubled, faced with bureaucratic hurdles and a large number of different
programs, and to treat them as to the next, is not a very difficult stage on
the way to the successful implementation of his innovative project. In modern
conditions in large firms formed stable mechanisms of management of scientific
and technical activity, reflecting the peculiarities of the process of
integration of science and production, the increasing orientation of research
and development to market needs, strengthening of the influence of market
factors on the determination of the strategic positions of firms. New
challenges have resulted in a change in the system of relations as vertically
between all levels of administration, as well as horizontally - between the
departments of the scientific-production-sales chain. New in the 80 years has
been the emergence and development of the integrated systems of management of
the process of innovation, come from the General system of production
management and production of traditional products. Development and introduction
of innovations became the continuous controlled process, where innovative ideas
are integrated into future production plans and programmes that encourage
penetration into all new spheres of business. The new system of management of
innovations were adopted in the largest machine-building companies -
"IBM", "General electric", "Matsushita", "
Mitsubishi", "Sony" and others. Their task is the isolation of
entities involved in innovation and promising directions of development of the
company, in order to simplify the decision-making process, the system of
planning and encouragement, accelerate the development and introduction of new
products at the expense of specialization. A more flexible and integrated
system of management of innovation processes, the new economic mechanism, based
on the development of promising products, restructuring of the organizational
forms and the functions of management, as well as management style, stimulates
the creation and introduction of innovations and provides end-to-end management
of the innovative process of the emergence of the idea to its realization.
Organizational such a mechanism provides that the services and departments,
involved in realization of the technical policy and management innovations,
dispersed in different levels of the management structure and between them
operates a well-organized system of interaction and coordination.