INNOVATION ACTIVITY is an indicator reflecting the pace, scale and duration of the development and implementation of innovations based on the use of scientific and technological progress and best practices.

Brief dictionary economist. - M.: Infra-M. N. L. Zaitsev. 2007.

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What can you expect from the company in the market? What should her behavior be? If our position coincides with the position of people interested in the success of the company, then we are interested in it strong point, expressed primarily in competitive advantage, hence its potential, hence our expectations. If we treat a company as a competitor, then we will be interested in the threats posed by it. Since business positions depend on innovation, in all cases we are interested in the manifestation of the company’s innovative activity.

Within the framework of an innovative business designed to implement a value chain for the end consumer, innovation process, in which all links participate. In this chain there is a flow of needs (consumers) and a flow of supplies (suppliers). In addition, in any market there is a certain group of competitors who want to realize their competitive advantages. Thus, innovative activity should be assessed consumers, suppliers, competitors.

The concept of “innovation activity” applies to all participants in the innovation process. Thus, we create the opportunity to measure all the main active forces in an innovative business: the consumer of an innovative product, the creator (innovator and innovator), and the investor. Of course, the measurement of innovative activity should be carried out separately for each participant, and then it becomes possible to analyze the emerging “field of innovative driving forces"to predict the success of an innovation and investment project.

Innovative activity of the company - this is a comprehensive characteristic of its innovative activity, including receptivity to innovations (a property of the consumer of an innovative product), the degree of intensity of the actions taken to transform the innovation and their timeliness (a property of the supplier of an innovative product), the ability to mobilize the potential of the required quantity and quality, the ability to ensure the validity of the methods used, rationality of the technology of the innovation process in terms of composition and sequence of operations. Innovative activity characterizes the readiness to update the main elements of the innovation system - one’s knowledge, technological equipment, information and communication technologies and their conditions effective use(structures and culture), as well as receptivity to everything new.

Knowledge of the level of innovative activity of an enterprise and its competitors is a necessary condition in the work of a manager and consultant. In this regard, it is necessary to develop an approach to assessing innovative activity that would be carried out by an expert group in the express analysis mode.

A number of scientists and specialists in the field of innovation have used the concept of innovative activity. For example, Professor N.P. Maslennikova, in her monograph “Management of an Innovative Organization,” published in 2001, considering the conditions that make it possible to overcome the forces of resistance to innovation, identified factors such as:

• 1) perception;
• 2) communication;
• 3) determining the role in the relationship;
• 4) determining the scope of personal competence;
• 5) emotions;
• 6) influence on the behavior of others;
• 7) power;
• 8) conscious manipulation;
• 9) cooperation;
• 10) creative work;
• 11) motivation.

Of this number of factors, from the point of view of the manifestation and characteristics of innovative activity, the following are of interest: perception (sensitivity), communication and competence.

A team of authors edited by Professor Yu. V. Shlenov created training manual“Innovation Management” in three books (2003), where in the first book he developed a methodology for analyzing the sensitivity of an enterprise to innovation. The technique consists of three stages:

• 1) determination and processing of analysis factors;
• 2) analysis of internal and external factors;
• 3) determination of the sensitivity class of the enterprise.

According to them, sensitivity (receptivity) is the ability to quickly and effectively master innovations, motivate, create and implement innovations, and perceive innovations in order to meet consumer demand.

Internal factors in this work are considered: forms of ownership; management methods; organizational structure of the enterprise; financing; employee motivation. External factors- the state and influence of individual factors in the sphere, the influence of the sphere as a whole. For each industry, the influence of factors such as investment activity in the industry (capital investment zones) is analyzed; zones of raw materials and material and technical resources; technology zones; strategic influence groups (competitors).

Obviously, a detailed multidimensional analysis is used here, based on the ranking of many factors, highlighting external and internal aspects. This is somewhat different from our search for a methodological approach to assessment in the mode of express analysis conducted by an expert group, when the Pareto principle “80/20” is used (80% of the analysis goals are achieved using 20% ​​of the factors). However, factors such as perception of innovation, organizational structure and investment activity should be paid attention to.

The idea of ​​innovative activity in terms of development is formed and measured using various methods. So far we have examined the first method - “compiling a set of factors and ranking them”, which is poorly structured.

Let us pay attention to another approach - from the position of the “black box” method, which already strictly divides the analyzed system into three parts:

• 1) “input” - innovations and resources;
• 2) “operator” - a mechanism for converting “input” into “output”;
• 3) “output” - the result in the form of new products, services, knowledge.

At the same time, we represent “input”, firstly, as the innovative receptivity of the company, and secondly, as resource provision. In general, the “input” function is the innovative activity of the consumer. By “operator” we represent the quality of organizational and management decisions and the quality of communication as the main condition creative activity. Thus, the function of the “operator” is innovative activity in the development of his company. By “output” we represent innovative competence, i.e. the level and timeliness of the release of innovative products - the level of innovation activity of the supplier.

The black box method allows us to establish the four most important factors innovation process of the company, which are reduced to the representation of the so-called diamond of innovation activity: receptivity to the new - provision of resources - communication and organization of the innovation process - a measure of competence. We introduce indicators of innovation activity: K1 - innovative sensitivity; K2 - provision of resources; K3 - quality of communication and innovation process; TO. - measure or depth (level) of competence (Fig. 14).

Innovation, like any other theory, has its own conceptual apparatus, which includes both its own system of concepts and the concepts of fundamental branches of knowledge that are basic to innovation: the theory of scientific and technological progress, the organization of production functions (R&D, ideas, proposals, products, technologies) , strategic management(mission and value guidelines, goals and environment, potential, basic and preferred strategies), project management (mono-, multi- and megaprojects, programs, matrix structures), financial management (investments, financial flows, risks, discounting), marketing ( competitive environment, competitive advantage, competitive forces), etc. The system of innovation categories includes primarily the following categories: innovation/innovation and innovator, innovation and innovator, innovation process, innovation activity, innovation risks and, of course, innovation activity (IA).

Innovative activity is an independent category. Its significance lies in the fact that with the help of IA the nature of innovative activity is assessed. Innovation activity, like any other activity (marketing, formation and implementation of strategy, etc.), is primarily characterized by the content, composition of specific actions performed using a certain technology and procedure. On this basis, one type of activity differs from another. For example, the activities for performing the marketing and production functions will be different.

Further, any activity of any subject is just a part of more general process. For example, the actions of an innovator who creates an innovation are just part of the overall innovation process (IP), reflecting life cycle innovations (LCI). The generality of the process is due to the fact that, in addition to the innovator, the activities of other subjects of the innovation process are necessary, performing actions at other stages of the life cycle. Thus, the place of this innovative activity in the structure of the innovation process is clearly defined. It is necessary to know it for organizing both this activity and the entire individual entrepreneur. Therefore, to describe ID, it is necessary to use such a feature as its place in the structure of the IP. All types of activities, including innovation, must be focused on some result, i.e. be characterized by a certain effectiveness and efficiency, since they require the expenditure of resources and lead to a certain result.

Activity is a characteristic that should show the connection between the intended content of the activity and its results. This connection is explained by the behavior of the company when implementing planned actions. In fact, on the one hand, a plan of certain actions has been developed to improve competitive positions. On the other hand, after performing these actions, you can get either a positive or negative result. With the same plans, strategies, goals, potential, managers various companies reach different results, which is due to their unequal activity. It is the differences in innovative activity that explain different innovative results given the same initial premises.

In this case, the sign “innovative activity” bears the following features of the company’s innovative activity. Firstly, ID must be strategic in nature and manageable in real time (since instability has sharply increased external environment). The strategic approach ensures high quality ID.

Innovative activity depends on many factors, the main one of which is the innovative and creative potential of enterprise employees. This is confirmed by modern research, which says that “the success of innovation is 85-90% dependent on the level of personnel training, with a special role played by management personnel.” Thus, not just qualified training and rich professional experience of employees today are important factors in increasing the innovative activity of enterprises and, as a consequence, their competitiveness, but the level of manifestation of creative energy (constructive activity) by each of the specialists.

Trifilova A.A. By innovation activity we mean the intensity of activities carried out by economic entities to develop and involve new technologies or improving products into economic circulation.

Based on the consideration of various aspects of the concept of “innovative activity”, the following definition can be given: the innovative activity of a company is a complex characteristic of its innovative activity, including the degree of intensity of the actions carried out and their timeliness, the ability to mobilize the necessary potential, including its hidden sides, the validity and progressiveness of the applied methods, rationality of the innovation process technology in terms of composition and sequence of operations.

Innovative activity of the organization

1. A 1 – quality of innovation strategy and goals: compliance with the strategy, mission, external environment, potential, goals, and other strategies of the company.

2. A 2 – level of mobilization of innovative potential: the ability to attract the required potential (to attract not only the obvious (known) part, but also the hidden (latent) part of the potential), i.e. the ability to demonstrate superior competence in mobilizing innovative potential.

3. A 3 – level of attracted capital investments - investments: the ability to attract investments required in volume and acceptable in terms of sources.

4. A 4 – methods, culture, guidelines used when carrying out innovative changes: the application of concepts and methods aimed at obtaining real competitive advantages(the “parallel design” method, in innovation marketing – the concept of “focusing on customers”).

5. A 5 – compliance of the organization’s reaction with the nature of the competitive strategic situation: the innovative situation is determined by the state of the object (innovation) and the state of the environment. Three types of behavior or reactions to a strategic situation are known: reactive - the situation is already perceived even by insufficiently competent managers, and only then the organization begins to change it; active - the situation is recognized by professionally competent management and after that a strategy is developed and implemented; planned and forecast – the control method is implemented based on “weak signals”.

6. A 6 – speed (tempo) of development and implementation of an innovation strategy: the intensity of actions to create and promote innovations, carry out strategic innovative changes (characterized by a set of indicators, including an indicator of innovativeness TAT, product upgradability, technology and technological equipment, staff knowledge, organizational structures and other indicators).

7. A 7 – validity of the implemented level of innovation activity: compliance of a particular level of strategic and tactical activity with the state of the external environment and the state of the organization itself. A sharp, unjustified increase in activity can turn an organization into a so-called “dead hero”, and inadequate passivity - into a failure.

Each parameter of innovative activity is determined by an expert on a five-point scale (Table 7.4).

Table 7.4. Assessing the organization's innovative activity

Innovative activity is determined from the expression

Theory of innovation

Practical work No. 1

Assessing the organization's innovative activity

Innovative activity of the company - this is a comprehensive characteristic of its innovative activities, including susceptibility to innovations (a property of the consumer of an innovative product), degree of intensity ongoing actions to transform the innovation and their timeliness(property of the supplier of an innovative product), the ability to ensure the validity of the methods used, the rationality of the technology of the innovation process in terms of composition and sequence of operations. Innovation activity characterizes readiness To update the main elements of the innovation system (knowledge, technological equipment, information and communication technologies and conditions for their effective use), as well as susceptibility to everything new.

The concept of “innovation activity” applies to all participants in the innovation process.

Knowledge of the level of innovation activity of an enterprise and its competitors is a necessary condition in the work of a manager and consultant.

There are several approaches to measuring innovation activity.

1. Use of detailed multifactor analysis based on the ranking of many factors, highlighting external and internal aspects. For example, a team of authors edited by Professor Yuri Viktorovich Shlenov created a textbook “Innovation Management” in three books (2003), where in the first book they developed a “Methodology for analyzing the sensitivity of an enterprise to innovation.” The technique consists of three stages:

1) determination and processing of analysis factors;

2) analysis of internal and external factors;

3) determination of the sensitivity class of the enterprise

According to them, “sensitivity (receptivity) is the ability to quickly and effectively master innovation, motivate, create and implement innovations, perception of innovation in order to meet consumer demand."

Internal factors in this work are considered: forms of ownership; management methods; organizational structure enterprises; financing; employee motivation.

External factors – the state and influence of individual factors in the sphere, the influence of the sphere as a whole. For each industry, the influence of factors such as:

investment activity in the industry (capital investment zones);

zones of raw materials and material and technical resources;

technology zones;

strategic influence groups (competitors).

This approach is loosely structured.

2. An approach to assessing innovative activity, carried out by an expert group in the “express analysis” mode, when the Pareto principle “80/20” is used (80% of the analysis goals are achieved using 20% ​​of the factors).

In this case, innovative activity is considered from the perspective of a “black box”, which already strictly divides the analyzed system into three parts:

1) “input” – innovations and resources;

2) “operator” or mechanism for converting input into output;

3) “output” – the result in the form of new products, services, knowledge.

At the same time, “input” is presented, firstly, as the “innovative receptivity” of the company, and secondly, as resource provision. In general, the “input” function is the innovative activity of the consumer.

“Operator” refers to the quality of organizational and management decisions. Thus, the function of the “operator” is innovative activity in the development of his company.

By “output” we mean “innovative competence”, that is, the level and timeliness of the release of innovative products - the level of innovative activity of the supplier.

The black box method allows us to identify the four most important factors in a company's innovation process, which are called " diamond of innovation activity»:

K 1 – innovative receptivity – innovative activity of the consumer of technologies and methods, products, services, resources;

K 2 – resource provision – innovative activity in the search, preparation and use of resources;

K 3 – quality of communication and innovation process – innovative activity in organizing processes and organizational forms;

K 4 – measure or depth (level) of competence – supplier’s innovative activity.

Innovative Sensitivity

The level of innovative receptivity is assessed, which relates primarily to consumers of innovations , as well as to innovators and innovators. Innovative receptivity is determined in relation to the innovations themselves and information about them, in relation to knowledge and best practices:

(1) it is characterized as susceptibility to informationabout innovations(new books, articles, exhibitions, conferences, new educational courses) and the willingness to regularly accumulate, study and apply the information received;

(2) susceptibility to best practices, created within the organization and the experience of competitors, the willingness to study this experience, measure one’s own and others’ achievements and compare them (readiness for benchmarking);

(3) how susceptible to the innovations themselves, new technologies and new products, receptivity to the innovation process and innovation activities and willingness to overcome the difficulties of mastering innovations;

(4) as the level of self-actualization of employees and the presence of needs for intellectual work, educational and career growth, to solve situations, problems and tasks, to participate in projects, to success, results and achievements, readiness to include innovations in your business process.

Thus, here we assess the level of innovation activity consumers. It is known that the progress of consumers, which is expressed in the demand for certain properties of a product, lags far behind the progress offered by technology, which offers products with higher properties than those requested by consumers. The level of consumption needs to be raised. It is interesting to look at competitors in this regard. Based on the level of consumption (innovative receptivity) of competitors, we can judge either threats (if this level is high) or opportunities (if the level of consumption of competitors is low).

Resource provision

The level of the main resources of an innovative business is assessed:

(1) first of all, the security of innovative business " investments"(that is, a source of various resources);

(2) business security " human resource"(a carrier and source of competencies, capable of intellectual work);

(3) technological and methodological equipment employees;

(4) provision of knowledge and information;

(5) technical equipment.

Taken into account renewal of knowledge, personnel, renewal of technical, technological and methodological equipment, providing renovation programs with investments.

Quality of organization and communication

We highlight two main components: communication between the performers of the process, since the creativity shown by the participants depends on the level of communication; and the state of the innovation process itself, its organization and efficiency.

Firstly, the level is assessed communication employees, determined by the state:

(1) information and communication technologies;

(2) organizational structure;

(3) corporate culture.

Taken into account upgradability of information and communication technologies, as well as methods,renewal of the organizational structure and corporate culture.

Their compliance with the process of creation, acquisition, accumulation, learning, movement, transfer (transaction) and dissemination of knowledge is also taken into account. Next, the innovation process itself, its stages, and the effectiveness of intellectual work are assessed.

Innovative competence as a supplier

We are talking about innovative activity from the perspective supplier. First, the factor that determines the impact on the external environment is assessed: the level competence innovations offered by the supplier, especially technologies and related products: how high product properties(what is the level progress supplied technologies and products), how high quality and timely they are. And then factors reflecting the state of the internal environment are assessed: level competence employees, groups, teams, divisions and organizations, that is, their level knowledge. This means: (1) theoretical and methodological knowledge; (2) professional knowledge of types of activities (functions) and the ability to solve standard problems and situations, and perform similar operations; (3) experience and skill in resolving complex situations and problems; (4) ability and experience in applying a creative approach to solving complex problems and non-standard system tasks (projects). Taken into account updateability of their knowledge.

Each parameter is assessed by an expert on a 10-point scale. General level of innovation activity ( TO 0 ) is calculated using formula (1) as the sum of the points of four indicators. Relative level of innovation activity in fractions of a unit ( k) is determined by formula (2) as the ratio of the actual value TO 0 to 40 (maximum possible amount points). Relative level of innovation activity in percentage ( k pr) can be calculated using formula (3), dividing TO 0 by 40 and multiplying all this by 100, or immediately multiplying TO 0 by a factor of 2.5:

TO 0 = K 1 + K 2 + K 3 + K 4 (1) ;

k = K 0 / 40 (2) ;

k pr = 2.5 K 0 , or k pr = 100k(3) .

Example. Let K 1 = 8, K 2 = 6, K 3 = 4, K 4 = 5. Then, applying formula (1), we obtain K 0 = 8 + 6 + 4 + 5 = 23. Applying formula (2), we get k = 23/40 = 0.58. Applying formula (3), we obtain k pr = 2.5 x 23 = 58%, or k pr = 100 x 0.58 = 58%.

3. The third approach is based on an analysis of the financial and economic state and features of the system of business activity of enterprises.

Concept of evaluation innovation activity, as is known, is closely related to such an economic category as innovation activity.

The basis for the choice in favor of new or improving innovations should be the research experience and economic capabilities of enterprises to implement basic or only improving technologies.

If enterprises have some positive experience in implementing innovative projects, and especially in the field of creating fundamentally new products, then such economic entities, as a rule, choose strategies of research leadership, radical advance, and advanced knowledge intensity.

If enterprises have a dominant experience in introducing improving technologies that only improve and offer consumers modified versions of well-known products, then in this case the most likely strategies for innovative development include waiting for the leader, following the market, technological transfer, product imitation, maintaining technological positions, parallel development or licensing strategy.

Thus, the meaning of innovation activity as an economic category is not only to assess the scale of introduction of new or improving technologies for business entities as a whole, but also to allow individual enterprises to choose the direction of innovative development and formulate an effective investment policy on this basis.

Depending on the degree of current technological, production and economic development, a choice is made of either the leader’s strategy, which means the development of fundamentally new products, or the follower’s strategy, i.e. implementation of improving technologies

Using this approach, coefficients are calculated and compared with established values. Basic, comparative values ​​can be indicators for the past period (or for past innovative projects), industry averages, or indicators of competitors.

So, the set of calculated economic indicators of innovation activity that determine the degree of provision of an enterprise with economic resources in the innovation sphere may include the following coefficients.

TO is – coefficient of provision with intellectual property. It determines whether an enterprise has intellectual property and rights to it in the form of patents, licenses for the use of inventions, certificates for industrial designs, utility models, software, trademarks and service marks, as well as other rights and assets similar to those listed above. for effective innovative development.

In this analysis, the ratio of the listed resources to other non-current assets A of the enterprise may indicate the degree of its equipment and armament with intellectual capital, in comparison with other fixed assets of production. The value of K is as follows:

K is = C and / A in

where: C and – intellectual property (page 110 “Intangible assets”, Section I of the Balance Sheet), rub.

K is ≥ 0.10 ... 0.15 – leader’s strategy;

K is ≤ 0.10…0.05 – follower strategy.

TO pr – coefficient of personnel engaged in research and development. This coefficient characterizes the professional personnel composition of the enterprise. It shows the share of personnel directly involved in the development of new products and technologies, production and engineering design, and other types of technological preparation of production for the release of new products or the introduction of new services, in relation to the average composition of all permanent and temporary employees employed by the enterprise. Determined by the formula:

K pr = P n / Ch r

where: P n – number of people employed in the field of research and development, people;

Ch r – average number employees of the enterprise, people

Kpr ≥ 0.20 ... 0.25 – leader’s strategy;

Kpr ≤ 0.20 ... 0.15 – follower strategy.

TO neither – coefficient of property intended for research and development. It shows the share of experimental and research property, purchased machinery and equipment related to technological innovation in the total cost of all production and technological machinery and equipment, according to the formula:

K ni = O op / O mon

where: O op – cost of experimental equipment, rub.;

About mon – cost of production equipment, rub.

Kni ≥ 0.25 ... 0.30 – leader’s strategy;

Kni ≤ 0.25 ... 0.20 – follower strategy.

TO from – coefficient of mastering new technology. It characterizes the enterprise’s ability to master new equipment and the latest production and technological lines and is calculated from the ratio of the main production and technological assets newly put into operation over the past three years in comparison with other assets, including buildings, structures, transport, according to the formula:

To from = OF n / OF avg

where: OF n – cost of newly introduced fixed assets, rub.;

OF avg – average annual cost of fixed assets production assets enterprises, rub.

K from ≥ 0.35 ... 0.40 – leader’s strategy;

K from ≤ 0.35 ... 0.30 – follower strategy.

TO op – coefficient of development of new products. It assesses the ability of an enterprise to introduce innovative or technologically changed products using the formula:

K op = BP np / BP ob

where: VR np – revenue from sales of new or improved products (works, services) and products (works, services) manufactured using new or improved technologies, rub.;

VR about – total revenue from the sale of all products (works, services), rub.

K op ≥ 0.45 ... 0.50 – leader’s strategy;

Kop ≤ 0.45 ... 0.40 – follower strategy.

TO ir – coefficient of innovative growth. It determines the sustainability of technological growth and production development and indicates the enterprise’s experience in managing innovative projects. Shows the share of funds allocated by the enterprise for its own and joint research on the development of new technologies, education and training of personnel related to innovation, business agreements for carrying out marketing research, in the total volume of all investments (including capital-forming and portfolio investments) according to the formula:

K ir = I is / I about

where: And is – the cost of research and educational investment projects, rubles;

And about - total cost other investment expenses, rub.

Kir ≥ 0.55 ... 0.60 – leader strategy;

Kir ≤ 0.55…0.50 – follower strategy.

Theory of innovation

Practical work No. 1

It is necessary to evaluate and compare the conditions for implementing innovative development strategies at three conditional enterprises.

As objects for assessing innovation activity, there are three conditional enterprises whose main goal is the development and implementation of new or improving technologies. The table presents the initial data for calculating the above-described coefficients, which were selected regardless of specific industry characteristics.

Initial data:

An example of assessing the innovative activity of enterprises

The initial capabilities in the innovation sphere of each of the analyzed enterprises are different. On at this stage It is difficult to unambiguously answer the question of what type of innovative development strategy - leader or follower - is advisable for each enterprise to choose. The table below presents the results of this analysis.