New organizational forms of innovative activity. Forms of organization of innovative activities

Complex of organizational forms of innovative activity; intra-company forms of organizing innovation processes; forms of small innovative entrepreneurship; intercompany scientific and technical cooperation in innovation processes; alliances, joint ventures and consortia; innovative activities of regional scientific and technical centers and financial and industrial groups; parks and technopolises, their role in the creation and diffusion of innovations.

Complexorganizationalforms of innovationactivities

The innovation process involves many participants and interested organizations. It can be carried out within local, regional, state (federal) and interstate borders. All participants have their own goals and establish their own structures to achieve them.

First of all, we should consider the variety of intra-company organizational forms - from highlighting the special role of participants in innovation activities within the company in the person of personnel to the creation of special innovation units.

In developed corporate structures, their formation occurs at two levels: the level of a simple organization that does not include other organizations in its structure (conventionally called the corporate level) and the level of a corporation (association, financial and industrial group), which includes other organizations that are managed by a special holding company. All this leads to the creation of various innovative organizational forms.

Large and small organizations have different innovation activities that align with their missions, goals, and strategies. Therefore, corporations create a network of small innovative firms around themselves, cultivating their leaders in special “incubator programs.” Such organizations have the organizational form of an “incubator company.” The dissemination of new complex industrial products and technologies sometimes occurs in the organizational form of franchising or leasing. The implementation of regional scientific, technical and social programs is associated with the organization of relevant associations of scientific (university), industrial and financial organizations, various kinds of scientific and industrial centers.

Due to the riskiness of innovative projects, adequate organizational forms of investors arise in the form of “venture funds” and innovative forms of creators of innovations - risky innovative firms. Federal and regional programs of particular importance, attracting large resources and designed for long periods, entail the creation of scientific and technological parks and technopolises. The development of international scientific, technical and trade relations is associated with the division of labor and the creation of various alliances and joint ventures.

Rolesspecialists ininnovativeactivities

Innovation activities involve entrepreneurs and managers, specialists from various fields of knowledge, and performers of various functions. Specific practice has developed a number of equally specific types and roles of innovators, leaders and performers. Here is some of this variety:

"Business Angels"- individuals, acting as investors in risky projects. As a rule, these are retirees or senior company employees. Using them as a source of financing has several advantages. Their loans are significantly cheaper because, unlike risk funds, they have no overhead costs.

Archetypes (also called “archetypes”) of leaders in the innovation process. The practical activities of leaders are formed mainly by four main archetypes: leader, administrator, planner, entrepreneur. All of them are necessary for the successful innovation of an organization.

1. "Leader" plays its specific role in the process of development and implementation of design innovative solutions. What is especially valued here is the desire for something new, anticipation of the course of business, the ability to communicate with people, the ability recognize the potential of every person and get him interested in fully exploiting this potential.

"Administrator". In conditions where the successful functioning of a company and an innovative project at the implementation stage requires strict control and extrapolation planning (i.e. planning for the future, assuming that current development trends continue in the future), the emphasis in the requirements for the manager is on his ability to assess the effectiveness of work organization rather than on personal qualities.

"Planner" strives to optimize the future activities of the company, concentrating the main resources in the traditional areas of the company's activities and directing the organization to achieve its goals.

"Entrepreneur", although future-oriented, differs from a “planner” in that it seeks to change the dynamics of an organization’s development rather than extrapolate from its past activities. While the “planner” optimizes the future of the organization in the field of its current activities, the “entrepreneur” looks for new areas of activity and opportunities to expand the company’s product range.

The following groups of employees - participants in the innovative activities of the organization are also distinguished:

"Free employee" - employee status institutionalizing innovation. A classic example is provided by the company adopted IBM (USA) Free Employee program. There are approximately 45 of them, these “dreamers, heretics, troublemakers, eccentrics and geniuses.” A free employee receives, in essence, complete freedom of action for five years. His role is very simple: to shake up the company’s organizational system.

"Golden Collars" - These are highly qualified scientists and specialists with an entrepreneurial approach to using their professional knowledge. The vast majority of them work for hire - in corporations, universities, consulting firms. Some specialists combine paid work with entrepreneurial activity. This manifests itself in the organization of intra-company risky enterprises or contract work in several companies at once.

"Scientific and technical gatekeepers" or "information stars" belong to the category of key specialists in R&D laboratories and differ from their colleagues in their focus on external information sources. They read much more than others, in particular, more “difficult” literature. They maintain extensive long-term contacts with specialists in other organizations. Such an employee is an intermediary between colleagues in his organization and the outside world, he effectively connects his organization with scientific and technical activities in the world at large.

"Alternative staff" represents freelance temporary employees. Organizational leaders have long resorted to the services of temporary workers, using them during periods of increased workload or when there is a shortage of staff. Back in the mid-1970s. They concluded that by skillfully engaging freelancers, they could gain an edge over their competitors. For example, in the semiconductor products department of the company Motorola attracting freelance employees, the number of which in some periods exceeded the number of permanent employees, made it possible to avoid a significant reduction in staff characteristic of the recession. Currently, due to competition, which negatively affects profit levels, it is necessary to minimize the number of permanent employees, which makes the task selection of highly qualified temporary workers is very relevant. Such “non-standard” teams are called not only alternative, but also additional or peripheral personnel. Some researchers introduce the concept of “core and shell”, according to which the entire team of employees is divided into full-time workers (core) and freelance, temporary employees (shell). During a boom, a company can hire freelancers. If business activity subsequently declines, as inevitably happens during product life cycles, the firm can downsize by using temporary employees while leaving the core team unchanged. Currently, Russian organizations have widely adopted this practice.

Formation of innovativedivisions

Brigade innovation and temporary creative teams

This is necessary element of the organization of the innovation process. The increased pace of innovation has led to a reduction in both design time and product life cycle. Therefore, to create successful products to meet tomorrow's needs, developers must develop innovative art, which will transform innovation from random insights into everyday practice.

Developers who will succeed in tomorrow's environment must be both market researchers. Technical competence alone is not enough. The difficulties of creating something new and the uncertainty of opportunities at the global level, combined with the growing complexity of technology and technology, lead to one conclusion: team method of work. No one person acting alone will be able to decide what constitutes a successful product, when it should be released, or how it should be developed. Success in these conditions can only be hoped for innovative and skillful team, every member of which is familiar with the basics related disciplines.

Bootlegging

This is underground, smuggled invention, secret work on unscheduled projects. Support and encouragement of bootlegging helps to intensify the activities of creative workers. For this purpose, the management of the company ZL/, for example, allows 5 thousand scientists to use up to 15% of their working time to work on unapproved (unplanned) projects. This approach is actively used by many American companies, including General Electric.

Risk divisions of companies

Such divisions are created by large corporations in order to master the latest technologies and are small, autonomously managed specialized production facilities. Of fundamental importance is the fact that the funds for their creation are allocated by corporate divisions of the so-called risk financing that have their own budget.

The first in-house risk division in a Japanese company Hitachi appeared in 1983. At this company, using this approach, they created

plotter, at the company IBM - personal computer. President of the company Sony is also a big supporter of enterprise risk divisions. At the company Sharp risk divisions have their own specific formation and functioning. Out of 5 thousand employees of the company's R&D services, 300 researchers were selected, who were divided into subgroups of 10 people. Each was assigned a topic to be developed. The head of each subgroup has the right to freely select people, so that none of the members of the board of directors or heads of departments can interfere with his choice. The idea is that the activities of such subgroups would fill the company with the spirit of creativity in creating high technologies.

Formssmall innovativeentrepreneurship

The innovative activity of small enterprises is their way of existence, while the innovative activity of large enterprises is just a phase of development, a stage of their life cycle. Small innovative entrepreneurship is associated with the processes of formation of new firms within old companies, the creation and operation of risky firms, the development and implementation of “incubator programs”, “incubator firms”.

New companies V within old companies

New firms within old companies are a progressive element in the formation of young companies. If in the 1970s and early 1980s. Since new companies were created mainly by engineers and scientists leaving companies, a different approach has now become widespread. Corporations themselves subsidize the organization of new firms in order to prevent the departure of leading workers lured away looking for talent investors of risk capital, or recruit specialists from other companies to work in your corporation.

The usual way of organizing young companies is that the parent company takes over everything financial matters and becomes the owner of at least 80% of the new company (the rest is in the hands of the founding employees). The new internal firm appears on the books as a subsidiary, but is actually a separate company with its own board of directors. However, losses from the activities of the latter (this is typical for the initial period of their development) have to be entered into the books of the parent company, which spoils the balance sheet. At the same time, the subsidizing company cannot receive 100% of the profit of the newcomer company, since the latter does not belong to it entirely.

To get around this problem, some companies that have organized a new company within their structure make it their 100% property. In this option, the founding employees of a young company usually receive the right to purchase shares at a preferential price for a number of years.

After a few years, the controlling parent firm has the opportunity to buy back shares owned by the founding employees, who (depending on how well they succeeded in implementing the new firm's plans) receive certain capital gains.

Venture companies -risk firms

A risk company is an enterprise created to implement an innovative project associated with significant risk.

The organization of a risk company is as follows. A group of several people who have an original idea in the field of new technology or the production of new products, but do not have the means to organize production, comes into contact with one or more investors (venture funds). This contact is carried out through an intermediary: the head of a small enterprise, convinced of the prospects of the proposed idea. The head (management) of this enterprise must be competent not only in the scientific and technical field, but also in the field of production and sales of products. Here the head of the future risk company comes to the fore, created in this case on the basis of an existing small enterprise. He provides partial financing of the project from the funds of the enterprise he heads and at the same time directly manages a number of areas of the project’s activities for 3-7 years, until the moment when the risk company transfers (through the sale of shares) the management of affairs to a more powerful financial and production group, if the achieved level of development requires an expansion of the scale of production.

According to economists, in 15% of cases risk capital is completely lost; 25% of risk firms suffer losses for a longer period of time than initially expected; 30% of risk firms provide a very modest profit, but in 30% of cases, success allows, within just a few years, the profit to cover all invested funds many times over, in some cases - 30 times, and sometimes 200 times. In Western economies, venture capital is always associated with the possibility of obtaining a return on invested funds that is several times higher than the profitability of traditional low-risk investment projects. As noted in the magazine Business Week, Venture capitalists strive to increase their funds in any company by at least 10 times within four years.

Business- process incubation new enterprises for promotion high-tech ideas

Creating new business in the form of new ventures based on the promotion of high-tech ideas and other product innovations is a complex process that requires careful and careful management. This process, which takes place within the innovating company, is called “incubation”. And it can take place both outside the company and inside it. In many cases, the incubation of high-tech ideas in business is done “outside”, i.e. by other companies that specialize in this market segment. The launch of the project is entrusted to external structures, which in this case work to develop the business of the innovator company. Thus, US information technology companies help accelerate business development in Europe Atviso - joint venture of firms Softbank And Vivendi, which is located in Paris. This business is booming. In the UK alone, the number of such “external” incubators increased 10-fold in 2000. What happened at the beginning of the 21st century. The rapid fall in shares of technology companies, of course, has put the existence of many of them at risk, but business has not stopped.

Another, also common, method of incubation is the creation of “internal” incubators, i.e. organizing them within corporations. Such corporate incubators are tasked with turning their own technical projects into “promoted” companies in which the parent corporation owns capital. This is a kind of growth strategy for an innovative company through its fragmentation. This type of incubator allows new businesses to develop living space with less risk. It acts as a buffer in the process of transition from a controlled "mother" environment to a fiercely competitive market environment. This reduces the risks for technical projects, complex and dangerous by nature.

Many companies such as Generics in the UK or Thermo Electron in the USA, Starlab in Belgium, have been using the incubation process as the basis of their business model for over 20 years. Some companies have created internal incubators as an additional means to exploit their innovations. Among them: British Telecom (VT) With Brightstar, EDF - Electricite de la France, Ericsson, Norsk Hydro. Many other companies are considering setting up such “breeding grounds” to launch their projects.

The purpose and objectives of creating an incubator in the company are as follows. When organizing an incubator, an innovative company pursues the following main goal - value creation. To do this, it is necessary to solve a number of problems:

increasing the stock market value of shares by generating capital for a start-up company;

creating a business-oriented entrepreneurial culture in R&D departments (R&D);

on the basis of this culture, select, attract and educate such a rare type of people as researchers-entrepreneurs. They will join the dwindling ranks of teams leaving to “promote” new ventures;

expanding the range of companies that will provide the founding companies with “windows” into new types of business generated by previously unknown technologies;

creating and developing a positive image of dynamic, attractive companies in order to be more likely to attract investors and financial analysts and thus increase the value of the company's shares.

An incubator can be considered as a system including the following components:

parent company;

a technology laboratory that acts as a source of innovation;

investment fund as a source of capital;

incubator team;

internal incubator office;

incubator equipment;

internal incubator in the form of a new company;

intellectual property of the new company;

capital of the new company and its structure;

innovation council (includes internal consultants and at least one external);

projects and the project is a candidate for incubation;

project teams and a group (usually no more than six people) - a candidate for incubation;

team mentor;

new business processes;

management of a new company.

The incubation process works as follows. In-house incubator laboratories and offices are usually located in one of the research and development facilities (R&D) divisions of the company. The Innovation Council evaluates projects based on preliminary criteria and selects a candidate for incubation. First of all, it is assessed:

the risk for the corporation to lose competitive advantages by separating part of the company and making it available to competitors;

expected level of profitability;

the amount of required investment.

Project team of professionals R&D becomes, after appropriate assessment, also a candidate for incubation. The selected project team (usually no more than six people) thus becomes an enterprise that begins the path to creating a new “promoted” company.

The initial ritual is the transition of the project team to the incubator room, which is usually located close (several tens or hundreds of meters) to the laboratory in which they worked, which guarantees information support. A group entering a business shifts its focus from the technical content of the project to the business processes. To facilitate this period, the group is assigned a mentor. The mentor is usually an experienced person brought in from outside. He brings vital, technologically savvy external input as well as additional professional contacts, and he brings in outside experts when specific knowledge is required outside his area of ​​expertise.

The actions of such “synchronous management development” are: forming a project team, defining a specific business project for the enterprise, developing the group’s business qualities and understanding the need for additional skills (in finance and marketing), having perseverance and unflagging attention to the consumer, preparing an effective business plan and updating it regularly, as well as identifying suitable investors and recommending the right capital structure for the venture being created. In Fig. a mechanism for creating an internal incubator is presented.

An innovation organization (IO) is understood as a structure engaged in innovation activities, scientific research and development. Most of these organizations are focused on performing work on individual stages of the innovation process.

In domestic practice, the concept of an innovative organization is not defined. However, in Federal law dated August 23, 1996 No. 127-FZ “On Science and State Scientific and Technical Policy” formulated the concept of a scientific organization as a legal entity (regardless of its legal form and form of ownership), as well as public association scientific works niks who carry out as their main scientific and (or) scientific and technical activities, training of scientists. They may be:

• research organizations;
• scientific organizations of educational institutions of higher professional education;
• experimental design, design and engineering, design and technology, etc.

Amendments to the Federal Law “On Science and State Scientific and Technical Policy” dated December 1, 2007 stipulate that a scientific organization, in accordance with an agreement concluded with an educational institution of higher professional education, can create structural unit(laboratory) carrying out scientific and (or) scientific and technical activities on the basis educational institution higher professional education.

Thus, the Federal Law “On Science and State Scientific and Technical Policy” provides a definition of innovative organizations that carry out the initial and middle stages of the innovation cycle. In addition to these, innovative organizations can be classified according to other criteria.

Subjects of innovation activity are heterogeneous, different-element and different-sized firms, companies, universities, scientific and design institutes, technology parks, technopolises, etc. All of them, to one degree or another, are connected in their activities with the implementation of a certain part of the innovation process.

So, innovative enterprises and organizations can specialize on basic research(academic and university sector), for R&D (applied scientific research and development), these can be scientific innovative enterprises, higher education institutions, small businesses, scientific and technical complexes and associations. Both business structures and firms, institutes and corporations with a developed R&D base are associated with the stage of implementation and creation of prototypes. On the basis of applied R&D and development, innovators-followers create basic technological, scientific, technical and product innovations.

The introduction and production of scientific, technical and product innovations are usually carried out by large companies that have a good resource base, qualified personnel and certain positions in the markets. In Western Europe it has accumulated great experience innovative development, although researchers do not directly link the size of a firm with the number of inventions. But in France and Great Britain it is widely believed that stages of scientific development main role played by the academic and higher education sectors and small firms.

On pilot production stage, Marketing and sales are multi-scale businesses, while the production and diffusion of innovations are carried out in large and medium-sized enterprises and industrial companies.

According to the type of economic division of labor that arose in innovative activities, many small and medium-sized enterprises are subcontractors of large firms specializing in the production of semi-finished products, components, and also performing the functions of providing services to the main business.

With the development of science, the problem of distinguishing between types of scientific organizations has become extremely complicated; their real diversity is so great that when classifying it is impossible to get by with a few groups with clearly fixed characteristics. Different authors identify different classification characteristics of IO: activity profile, level of specialization, number of stages in the innovation life cycle, etc. The methodological basis for their classification is the concept of types of specialization (economic orientation) of units of the organizational structure.

In table Table 6.1 shows a multidimensional classification of organizations in the scientific, technical and innovation sphere.

Table 6.1

Classification of organizations in the scientific, technical and innovation sphere

Signs
Type of specialization	Organizations based on the principle
	subject			address (for the consumer)
	grocery	technological	resource	use of scientific results	service industry, enterprise
Type of scientific and technical products	Organizations specialized in
				creation of prototypes	production of pilot batches, first series
Types of perfected objects	Organizations specialized in R&D aimed at improving
		materials	technologies	forms of organization and management	other objects
Nature of activity	Organizations performing
		science service functions, including by type
Nature of the branch of knowledge	Organization in the field of sciences
	natural		technical		public and humanitarian
Usage combining	Organizations
	using combination			not using combination
Degree of coverage of the stages of the “research-development” cycle	Organizations covering
	one stage			two stages or more
	FI, PI, OCD, OS			PHI-PI, PI-OCD, PHI-PI-OCD, PHI-PI-OCD-OS
Creation principle	Organizations
	permanent			temporary

The type of specialization is used as the most important feature in this classification. Based on the type of specialization, educational institutions are divided into subject-specific and targeted. Subject specialization is aimed at creating specific types of products, technologies and resources (scientific and technical information, leasing of services: assets, finance, etc.), targeted specialization includes the use of significant scientific results obtained in research centers in the form of the creation of subsidiary scientific- technical and information firms, as well as traditional industry, sub-industry and enterprise services that may be subject to cross-industry use. Address orientation plays a big role in the organizational structure of science, as it contributes to the development of integration processes. Prospects for IO based on the intellectual use of scientific results: a major invention, a block of inventions. These organizations are the basis for the creation of innovative copyright companies.

Other classification features are also identified: type of innovation (product, resource, process, documentary), scope of application of the innovation (for internal use, for sale), type of strategy, type of effect on which the IO is focused, etc.

A variety of innovative organizations can be classified according to the following signs:

• content of work (activity) - research institutes for fundamental and applied research; CRPs specialized in experimental research; institutes of scientific and technical information; institutes for socio-economic research;
• scale of work - international, inter-industry, sectoral, sub-industry, as well as all-Russian, republican, regional. At the same time, we note that sectoral scientific and technical organizations can be all-Russian and republican;
• the degree of coverage of the “science - production” process - scientific, scientific-technical, technical, scientific-production;
• degree of specialization, profile - research institutes, design and technological organizations of a narrow and broad profile;
• the degree of legal and operational-economic independence - organizations that have and do not have the right of a legal entity;
• the nature of the final product - organizations that expand scientific knowledge (discoveries, trends, dependencies, schemes, operating principles), create new types of products (machines, instruments, shoes, materials, etc.), develop technological processes, forms and methods of organizing production and management.

Here are the most common innovative organizations.

1. Scientific research organizations (NGOs) - specialized and isolated economically independent institutions, main goal which is conducting scientific research (fundamental, exploratory and applied).

Research (institutions) include organizations that systematically conduct scientific research in a certain field of knowledge and branch of science according to a plan of scientific work drawn up taking into account the market needs for innovation (innovations) and state interests, which have sources of funding for research.

Distinctive Features Research Institute: implementation of the marketing concept; high capital-to-labor ratio, information security of the work of scientific employees; compliance of working conditions with international standards; freedom of creativity; high culture.

• 2. Design and engineering organizations (PKO) - special design bureaus (SKB) organizations engaged in design development, design of already proven R&D, experimentation and testing of new product samples in order to ensure their competitiveness. Distinctive features of PKO, SKB: very high capital-to-labor ratio and information security for the work of designers; high technical level of experimental and testing base; use of computer-aided design (CAD) systems; development of international cooperation.
• 3. Design and technological organizations (PTO) - organizations engaged in the development and manufacture of technological systems for the production of goods with minimal resources and high quality. Distinctive features (VET): high capital-labor ratio, information security of technologists' labor; availability of an automated system for technological preparation of production (AS CCI); application of methods for typifying technological processes, unifying equipment, modern economic methods for processing manufactured objects.
• 4. Science parks (NP) - innovative organizations formed around large scientific centers(universities, institutes). Distinctive features of the NP: the presence of an innovation center or university, university with high scientific potential; high level of novelty of R&D. There are three types of science parks:
  • in the narrow sense of the word, engaged only in research;
  • research parks where innovations are brought to the technical prototype stage;
  • incubators (in the USA) and innovation centers (in Western Europe), in which universities “give shelter” to newly emerging companies, providing them with land, laboratory equipment, etc. for a reasonable fee.

Large innovative projects are developed and implemented within the framework of associations of organizations, which can be expressed in various forms, by creating corporations, financial-industrial groups, holdings, consortia, transnational corporations.

• 5. Corporation - a voluntary association of independent industrial enterprises, scientific, design, engineering and other organizations with the aim of increasing the efficiency of any type of activity on the basis of collective entrepreneurship. Distinctive features of corporations: participants are responsible for the results of the corporation’s activities with the property that they voluntarily transferred for collective use; the corporation is not responsible for the results of the activities of its member organizations, unless this is specifically stated in the charter; high demands on oneself and each other (the quality of everyone’s work affects the commercial success of everyone); the presence of a proven management system of the corporation.
• 6. Financial and industrial group (FIG) - organizational structure uniting industrial enterprises, banks, trade organizations, interconnected by a single technological cycle to increase the competitiveness of goods and services. Distinctive features of FIG: at the head of the group is management company, which forms the technological chain, determines the composition of participants, and distributes the total profit between them; legal independence of organizations included in financial industrial groups; the main income of a bank that is part of a financial industrial group is dividends from increasing the efficiency of enterprises, and not interest on loans; high quality requirements for all components of the financial industrial group management system due to the complexity of this system; high level of technological and economic integration for the implementation of innovation and investment projects.
• 7. Holding (holding company) - a form of organization of a financial industrial group, which involves the creation of parent and subsidiary companies, where the first owns a controlling stake in the second (subsidiaries). Distinctive features of holdings: economic lack of independence of its subsidiaries, the possibility of generating income through participation in the share capital of other companies.
• 8. Consortium - a temporary association of large firms (companies) within the framework of inter-firm cooperation, involving joint financing, strategic research, development of technologies and standards over a certain period of time. Distinctive features of consortia: economic independence; mandatory dissemination of research results and know-how among participants for further independent production; participation in a consortium of universities and other universities; the possibility of one participant participating in several consortium projects; a large number of companies and firms included in the consortium.
• 9. Transnational corporation (TNC) - a company with subsidiaries and branches in various countries. Distinctive features of TNCs: in addition to point 5, a high level of concentration of production and differentiation of products; greater specialization of production; flexibility in resource maneuvering; achieving optimal transportation costs for product sales; high competitiveness of firms and products, high degree of diffusion of innovations.
• 10. Marketing organization (MO) - an organization engaged in market segmentation, development of competitiveness standards, implementation of the concept of marketing units of the IO, determination of sales, advertising and stimulation of acceleration of sales of goods. Distinctive features of MO: focusing all activities on the consumer's perspective; high level of capital-labor ratio; progressive system information support research, professionalism, communication skills, mobility and comparative youth of staff; high culture of working with clients.
• 11. Small innovative enterprise (SIE) is an organization that develops innovations in areas that seem either unpromising or too risky for large firms. Distinctive features of MIP: flexibility, mobility, quick adaptation to changing market conditions, low requirement for initial capital, high operational efficiency.
• 12. Venture (risk) enterprises - organizations mainly engaged in search and applied research, design and development with significant risk. Distinctive features: The main area of ​​their functioning is knowledge-intensive industries; venture (risk) capital is used.

The concept of organizational forms of innovation implementation

Innovative activities of one direction or another and degree of novelty to one degree or another are carried out in all spheres of society and industries national economy, within enterprises and institutions of various types, as well as a large number of individual citizens acting as individuals, employees of enterprises of various types, as well as innovators, inventors, authors and co-authors of intellectual products and innovations.

However, the predominant share of innovations is created within the framework of individual entrepreneurs, independent or part of larger enterprises and associations, working primarily in the field of science, as well as in various sectors of the national economy. IP creates intellectual products and innovations, which ensures scientific, technical, social and economic progress in society.

The organizational form of innovation implementation should be understood as a complex of enterprises, a separate enterprise or their divisions, characterized by a certain hierarchical organizational structure and a management mechanism corresponding to the specifics of innovation processes, providing justification for the need for innovation, identifying the main ideas for their creation, defining and using technology and organizing innovation processes for practical purposes. implementation of innovations. The organizational forms of individual entrepreneurs working in the field of science and ensuring the implementation of a complex or individual stages of creating innovations include its various subdivisions co-

responsible for their target functions. In the practice of developing science and technology and their connection with the production and implementation of innovations, various organizational forms of enterprises are used, differing:

· the specifics of the innovations being created (new equipment, new technologies, new materials, economic and organizational solutions, etc.);

· breadth of coverage of the innovation process (design work, pilot production, development, implementation);

· level of management (international, republican, industry, regional, associations of enterprises, enterprises and divisions);

· territorial location of divisions (in different geographical and economic regions or in the same area);

· the form of hierarchical connections between enterprise divisions (vertical, horizontal, mixed);

· the form of ownership prevailing at the enterprise (state, municipal, joint stock, mixed, private).

Types of innovative enterprises in the field of science and technology

In all highly developed countries, small research businesses use the following organizational forms: “spin-offs” (firms are “offsprings”), investment funds and venture capital firms (risk capital firms).

“Spin-off” firms (offspring firms that are separated from universities, independent institutes, government research centers and special laboratories of large industrial corporations) are small innovative firms organized for the purpose of commercial implementation of scientific and technical achievements obtained during implementation of large non-civilian projects (military developments, space programs, etc.).

The experience of operating spin-off companies is especially important for us, since the multi-billion dollar costs of military-industrial and space

Russia's complexes actually gave nothing to the civilian industry, and the resulting scientific and technical achievements turn out to be separated from potential consumers of the steppe secrecy. In the context of conversion, it is impossible to do without creating a special mechanism for “utilization” of military and space achievements, where an important role belongs to small organizational forms of the “spin-off” type.

Another organizational form of innovation implementation directly related to small research businesses is investment funds. These funds differ from the innovative banks that have appeared in our country in that most often their activities are not commercial, but philanthropic in nature, with the goal of financial support for both small innovative firms and individual individual inventors. The fund emphasizes its non-profit orientation by preferring developments that have a high risk of failure.

The American practice of organizing exploratory research has given rise to a unique form of entrepreneurship - risky (venture) business.

The venture business is represented by independent small firms specializing in research, development, and production of new products. They are created by research scientists, engineers, and innovators. Venture capital firms operate at the stages of growth and saturation of inventive activity and the still existing, but already declining activity of scientific research.

Venture capital firms may be subsidiaries of larger firms.

Venture enterprises can be of two types:

Actually a risky business;

Domestic risky projects large corporations.

In turn, risky business is represented by two main types of business entities:

· independent small innovative firms;

· financial institutions providing them with capital.

Small innovative firms are founded by scientists, engineers, and inventors who strive to implement the latest achievements of science and technology with the expectation of material gain. The initial capital of such companies can be the personal savings of the founder, but they are usually not enough to implement existing ideas. In such situations, you have to contact one or more specialized financial companies that are ready to provide risk capital.

The specificity of risk entrepreneurship lies primarily in the fact that funds are provided on an irrevocable, interest-free basis; the usual collateral for lending is not required. The resources transferred to the disposal of the venture firm are not subject to withdrawal during the entire term of the agreement. Essentially, the financial institution becomes a co-owner of the innovating company, and the funds provided become a contribution to the authorized capital of the enterprise, part of the latter’s own funds.

Internal ventures. They are small units organized to develop and produce new types of high-tech products and endowed with significant autonomy within large corporations. Within a specified period, the internal venture must develop the innovation and prepare a new product or product for launch into mass production. As a rule, this is the production of a product that is non-traditional for a given company.

Widespread forms of association of individual entrepreneurs to solve complex problems of survival and development in market conditions are: scientific unions and funds, including investment ones; associations and consortia; technology parks (scientific, innovation, environmental, conversion, technology villages and business parks); incubators that unite “newly born” scientific, engineering and economic teams of creative young professionals in innovative business centers and incubators.

An incubator is a structure specializing in the creation favorable conditions for the emergence

development and effective activities of small innovative (venture) firms implementing original scientific and technical ideas.

This is achieved by providing small innovative firms with material (primarily scientific equipment and premises), information, consulting and other necessary services.

Can be designated the following types work carried out in the incubator:

· examination of innovative projects;

· searching for an investor and, if necessary, providing guarantees;

· provision for preferential terms premises, equipment, pilot production;

· provision of legal, advertising, information, consulting and other services on preferential terms.

The incubator does not require budgetary expenses: self-sufficiency is ensured through its participation in one form or another in the future profits of innovative firms.

The development of innovative business incubators as the basis and core of future technology parks and technopolises seems to be the optimal tactical measure.

Technopark is a compactly located complex, which in general view may include scientific institutions, universities and industrial enterprises, as well as information and exhibition complexes, service centers and involves the creation of comfortable living conditions.

The functioning of the technology park is based on the commercialization of scientific and technical activities and accelerating the promotion of innovations in the field of material production.

IN large regions science and progressive technologies, technology parks, innovation incubators, State Scientific Centers, various joint-stock companies, associations, scientific enterprises and centers, institutions of the Russian Academy of Sciences and other academies, universities and higher education institutions are united into regional research and production complexes (RPCs) - technopolises.

A technopolis is understood as one concentrated in

within one region, a complex of scientific institutions of a fundamental and applied nature, universities, design and implementation organizations, as well as a number of industrial enterprises focused on the foundation of innovations.

Technopolis is a structure similar to a technopark, but includes small cities ( settlements), so-called “science cities”, the development of which would be purposefully oriented towards the scientific and scientific-production complexes located in them.

More on topic 7.2. Organizational forms of innovative enterprises:

1. 7.2. Enterprise as an economic entity. Organizational and legal forms of enterprises

Modern forms of organizing innovative activities are presented in Fig. 37. They include:

· Venture innovation firms;

· Large industrial corporations and associations;

· Spin-off companies (spun-off companies);

· Cooperative forms of innovative activity;

· Individual research teams (firms);

· Groups of companies implementing projects on a national scale.

Rice. 37. Modern forms of organizing innovative activities

1) Small innovative firms are:

· venture capital firms created by inventors on own funds and so-called loans “venture” capital for industrial development and commercialization of innovations

· “spin-off” firms (offsprings) - created by separating a scientific and technical team from an industrial enterprise.

Factors that determine the important role of small innovative organizations in the field of innovation include:

· mobility and flexibility in the transition to innovation, high sensitivity to fundamental innovations;

· nature of motivation, caused by reasons of both a non-economic plan and a commercial plan, since only the successful implementation of such a project will allow its author to succeed as an entrepreneur;

· narrow specialization their scientific research or development of a small range of technical ideas;

· low overhead(small management personnel);

· willingness to take risks.

At the initial stage, as a rule, the product small innovative firms is at the level of ideas, layout or prototype. Their turnover is determined by the R&D funds they receive from government or non-government sources. Often these organizations have one or two full-time employees, while the rest of the employees are hired for a specific order. Their expenses are mainly salaries. They do not have any property relations with its owner, although organizations already sell their products on the domestic or foreign market. They are characterized by the fact that a significant part of the turnover is generated by the sales volume of the project or services provided. Since such a turnover is not sufficient for self-sufficiency, the organization “earns extra money” from commerce, from “screwdriver technologies”, and uses the space and equipment of the “parent structure”. However, it is already concluding agreements on joint activities, pays utility bills.

Rice. 38. Scheme for the development of infrastructure for small innovative entrepreneurship

2) Engineering companies– a legal entity engaged in the creation of industrial facilities, design, production and operation of machines, organization of production processes taking into account their functionality, safety and efficiency.

Engineering organizations- is a kind of connecting link between scientific research and development, on the one hand, and between innovation and production, on the other. Engineering activities are associated with the creation of industrial property objects, activities for the design, production and operation of machines, equipment, organization of production processes, taking into account their functionality, safety and efficiency. Engineering organizations assess the likely significance, commercial conditions and technical forecasting of an innovative idea, new technology, utility model, invention, carry out modifications and bring innovations to industrial implementation, provide services and consultations during the implementation of the development object, carry out commissioning and testing work on behalf of industrial enterprises.

3) Implementation organizations I promote the development of the innovation process and, as a rule, specialize in the introduction of technologies not used by patent owners, in promoting promising inventions developed by individual inventors to the licensing market, in bringing inventions to the industrial stage, in the production of small pilot batches of industrial property objects with the subsequent sale of the license.

The organization of innovation activity in Russia historically, due to objective and subjective reasons, has a number of specific features. This, in turn, determines the features of organizational forms for carrying out innovation processes.

World experience in organizing innovative activities shows sufficient wide range various forms of its implementation.

Shown in Fig. 4.4, a diagram showing various organizational forms of carrying out innovative activities depending on two factors - the project initiator’s need for investment (requirement for assets) and the indicator of economic efficiency of the innovative project (return on investment period, or payback period of the project), makes it possible to evaluate this diversity .

Small innovative (or venture) Firms include the following types of organizational entities:

· firms created by inventors using their own funds and loans from venture capital for the industrial development and commercialization of innovations;

· “spin-off” firms (offsprings), created by separating a scientific and technical team from an industrial company.

The main factors determining the important role of small innovative organizations in the field of innovation include:

· mobility and flexibility in the transition to innovation, high sensitivity to fundamental innovations;

· nature of motivation, due to both non-economic and commercial reasons, since only the successful implementation of such a project will allow its author to succeed as an entrepreneur;

· narrow specialization scientific research or development of a small range of technical ideas;

· low overhead(small management personnel);

· willingness to take risks.

Small innovative entrepreneurship requires the development of infrastructure, the most important elements of which include (Fig. 4.5):

· engineering companies and implementation organizations;

· technoparks and technopolises;

· venture funds and their funds.

Engineering companies specialize in the creation of industrial facilities; in the design, production and operation of equipment; in organizing production processes taking into account their functionality, safety and efficiency. They are the link between research and development, on the one hand, and between innovation and production, on the other. Engineering activities are associated with the creation of industrial property objects; with activities related to the design, production and operation of machinery and equipment; with the organization of production processes taking into account their functionality, safety and efficiency.

Implementation organizations promote the development of the innovation process and, as a rule, specialize in the introduction of technologies not used by patent owners, in promoting licenses of promising inventions developed by individual inventors to the market; on bringing inventions to the industrial stage; on the production of small pilot batches of industrial property objects with the subsequent sale of a license.

Technoparks(science parks) – organizational and territorial association of large educational and scientific centers created on the basis of a large university and including research and small manufacturing companies, whose activities are aimed at implementing innovations. The advantages of such organizational entities for an innovative company include free or preferential access to information and material and technical resources (libraries, computers, databases, scientific equipment, premises), the ability to attract qualified personnel from an educational institution (teachers, researchers, engineers, graduate students and students) for research and development. For an educational institution, this is an opportunity to use scientific results in the educational process.

Technopolises – large production formations for the integrated development of certain scientific and technical areas. Vivid examples are Silicon Valley (USA) - the center of development of the electronics industry or Zelenograd (Moscow region) - the domestic center of the electronics industry.

Venture (risky) business is represented by two main types of business entities (Fig. 4.6):

· venture (small innovative) firms;

· financial institutions that provide capital to innovative firms (venture financing).

The specificity of venture financing is to provide financial resources on a non-refundable and interest-free basis. The resources transferred to the disposal of the venture firm are not subject to withdrawal during the entire term of the agreement. Essentially, the financial institution (fund) becomes a co-owner of the innovating venture capital firm, and the funds provided by it become a contribution to the authorized capital of the company.

The investor's profit is determined as the difference between the market value of the risk investor's share of the innovator's shares and the amount of funds invested by him in the project.

The main incentive for venture investments is their high profitability. The average rate of return of American venture capital firms is about 20% per year, which is approximately three times higher than the average for the US economy. In addition, in recent years A number of laws have been adopted in the United States, the main purpose of which is to stimulate the innovative activities of small enterprises and firms involved in the development of new technologies.

Without diminishing the importance of small innovative entrepreneurship in the development of innovative processes, it should be noted that up to 80% of all applied scientific research and development work (in terms of the amount of financial resources allocated for their implementation) is carried out in large industrial corporations. The advantages of this form of development of new high-tech products and technologies include:

Significant material and financial resources available to large companies;

The ability to conduct multi-purpose research and integrate various approaches to solve the main problem;

Relatively weak dependence of departments on the success or failure of an individual innovation;

The advantages of consolidating the resources of a large corporation at the decisive (most capital-intensive) stage of the innovation process.

Scientific research and development work (NIKOR) in a large corporation is carried out by research units (laboratories), which can be centralized or part of separate divisions of a large corporation.

The budget for financing such units can be formed using the following methods:

Intercompany comparisons, i.e. the amount of funding allocated for R&D is no less than that of the leading competitor;

Establishing the share of R&D costs from the corporation’s turnover (for example, profitable US corporations spend up to 5% of turnover on R&D);

Planning from basic level, i.e. maintaining R&D costs at the level of the previous period with certain adjustments.

Shown in Fig. 4.7 diagram provides a visual representation of the sequence of stages in the formation of a portfolio of orders for R&D at the level of a large innovative company.

Rice. 4.7

The source of ideas for an innovative project can be both the external environment (the results of market research) and the internal environment (the results of scientific research conducted by the company, its scientific and technical groundwork). At the same time, all projects applying for inclusion in the order portfolio can be divided into custom(financed by external customers and carried out in their interests), strategic(the topics of which correspond to the corporate development strategy) and proactive(proposed for implementation by individual researchers or scientific groups). Selected from those submitted productive, which are subject to financing and development, and hopeless(on at the moment), which are postponed, but may be included in the order book in the future. At the same time, the composition of effective projects must, on the one hand, satisfy certain criteria (strategic importance, profitability, etc.), and on the other, be provided with the necessary resources. As projects are developed, the R&D portfolio is reviewed and analyzed. At the same time passing projects, i.e. not completed during the reporting (usually annual) period, are included in the order portfolio of the future planning period.

Completed projects are analyzed from the point of view of their market prospects and, if assessed positively, are subject to industrial development.

To implement large-scale innovative projects that require significant investments, temporary organizational entities can be created that operate on a cooperative basis and combine the resources of several large firms. In practice, the following forms are often used scientific and technical partnership:

· Consortium as a temporary contractual association of innovative firms, banks, industrial companies for the implementation of specific commercial (including innovative) projects. The most important tasks of the consortium are the search and implementation of large innovative projects related to the development of production, means technological equipment and other types of products.

· Strategic Alliance(Strategic Alliance)as an agreement on the cooperation of two or more companies to achieve certain commercial goals, to obtain the synergy of the combined and complementary strategic resources of the companies. Most widespread received alliances created for the purpose of cooperation in the field of R&D. Currently, more than half of all strategic alliances belong to this group.

· Network alliances as a form of cooperation of a group of independent companies connected with each other common goals. New technologies have led to an increase in the complexity of products, as well as their maintenance, design and production. The production of most products today is based, as a rule, on the use of several technologies, and few businesses rely on their own raw materials and markets. Accumulating all the valuable qualities “under one roof” is very difficult and partly undesirable, since the advantages of specialization are most often realized at the component rather than at the system level. Companies operate effectively when they specialize in one component and at the same time form relationships with other enterprises in order to manage system-level independence.

4.4. Strategy of industrial firms
in the field of research and development

Strategic management(Strategic Management)as a management concept modern organizations formed in the early 80s. XX century, which was determined by the need to integrate individual diversified parts of the enterprise (strategic business units), to increase attention to the issues of strategy implementation (Strategy Implementation), the value and culture of the enterprise, the role of management personnel in strategic management.

According to this concept business strategy of the company(Figure 4.8 shows the sequence of its development) is the basis for establishing tactical goals and objectives that must be solved by certain functional divisions of the company within a specified time.

If strategic the company's goals can be qualitative character, then tactical(current) goals and objectives have specific nature and determine the quantitative tasks established for the functional services of the company. One of the most important functional strategies is the research and development strategy ( innovation strategy). Depending on the conditions of the micro- and macroenvironment, a company can choose one of two main types of innovation strategy:

· passive(adaptation, defensive), aimed at protecting and maintaining their market positions;

· active(creative, offensive), focused on developing innovative activity and expanding its presence in the market.

In general, the essence passive strategy comes down to carrying out partial, non-fundamental changes that make it possible to improve previously mastered products, technological processes and markets within the framework of structures and activity trends already established in the organization (pseudo-innovation). The following types of passive strategy are distinguished:

Protective;

Innovative imitation;

Waiting;

Responding to consumer requests.

Defensive strategy- a set of measures to counteract competitors and aimed either at creating conditions in the market that are not acceptable to competitors and contributing to their refusal to further fight, or at reorienting their own production to produce competitive products while maintaining or minimally reducing previously won positions. Time is considered the main factor in the success of a defensive strategy. All proposed activities are usually carried out in sufficient time short terms Therefore, the organization must have a certain scientific and technical background and a stable position in order to achieve the expected result.

Innovation imitation strategy is focused on the desire to copy the innovations of competitors that have received recognition by the market (consumers). The strategy is effective for firms that have the necessary production and resource bases, which allows them to ensure mass release imitated products and their implementation in markets not yet developed by the main developer. Firms that choose this strategy incur fewer R&D costs and take less risk. At the same time, the likelihood of obtaining high profits is also reduced, since the production costs of such products are higher compared to the developer’s costs, the market share is relatively small,
and consumers of imitated products experience a completely natural distrust of them, striving to obtain a product with high quality characteristics guaranteed by branded trademarks reputable manufacturers. The strategy of innovative imitation involves the use of aggressive marketing policies that allow the manufacturer to gain a foothold in the free market segment.

Waiting strategy focused on maximizing risk reduction in conditions of high uncertainty external environment and consumer demand for innovation. The strategy is used by firms of various sizes. So, large manufacturers they expect the results of the entry into the market of an innovation offered by a small innovating company, so that if it is successful, it will push this company aside. Small companies may also choose this strategy if they have a sufficient production and sales base, but have problems with R&D. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in.

Customer response strategy Usually used in the production of industrial equipment. This strategy is typical for small-sized innovative firms that carry out individual orders from large companies. The peculiarity of such orders (projects) is that the work associated with the implementation of the project covers mainly the stages of industrial development and marketing of the innovation, and the entire volume of R&D is carried out by the innovative company. Firms implementing this strategy are not at particular risk, since the bulk of the costs fall on the final stages of the innovation cycle, in which the firm is not directly involved. A similar strategy can be followed by the research departments of large corporations that have a certain economic independence, quickly respond to specific production needs and are able to quickly adapt their scientific and technical activities in accordance with the content of the proposed corporate orders (internal venture).

Active innovation strategies include the following types:

A strategy focused on active R&D;

Marketing-oriented strategy;

Mergers and acquisitions strategy.

Innovative companies selling active R&D strategy, consider their research and development as the main competitive advantage. Due to this, they are able to create fundamentally new high-tech products, technologies or materials. After market testing of an innovation, firms implementing such a strategy, as a rule, do not increase production of the innovation, but sell a license for its production to other manufacturing companies that have sufficient production capacity.

Firms focused in their innovation strategy for marketing, focus their attention on the study of attractive markets, analysis of the requirements of potential buyers for the product. At the same time, marketing research is a source of ideas for creating innovations. The success of the strategy directly depends on the intensity of the organization's innovation activities.

M&A strategy is one of the most common options for innovative development of a large company, since it involves less risk compared to other types of active strategy and relies on already established production processes and focuses on developed markets. The result of this strategy is the creation of new production facilities, large divisions based on the absorption of small innovative firms, or the merger of a small innovative firm with a large industrial corporation that has sufficient production potential for the industrial development of an innovation.

The specific type of innovation strategy for new products depends on a number of factors, the most important of which are the technological capabilities and competitive position of the company. Technological capabilities are determined by internal and external characteristics innovation activity. Internal includes the scientific and technical potential available in the company (personnel, equipment, scientific groundwork, etc.)