Job title:"Innovative activity of the teacher".
Clarifying title:"Innovative activity of a teacher of additional education as a resource for improving pedagogical skills."
Kotlyarova Olga Yurievna, teacher of additional education, MAOU DOD "House of Children's Creativity" MO "Leninogorsk Municipal District" of the Republic of Tatarstan
Work description: This article highlights the need for innovative activities in the work of a teacher, since the teacher must constantly develop, look for new ways to solve the set goals. Examples of innovative technologies, methods and forms that can and should be used in the classroom are given. The article will be useful to all teachers and in particular teachers of additional education.
“There are invisible strings in the soul of every child.
If you touch them with a skillful hand, they will sound beautifully.
V.A. Sukhomlinsky.
There are many changes in society today, and the modern student needs to keep pace with these changes. The traditional educator (a monopolist in the transfer of necessary knowledge) leaves the stage. He is replaced by a teacher-researcher, educator, consultant, project manager, a teacher with an innovative style of thinking, capable of creative and professional activities, self-determination and self-development. Such a teacher has a positive effect on the quality of education and upbringing in an educational institution, creates conditions for the spiritual development of children, and carries out a personality-oriented approach to them.
Innovation- (from the Latin "innovation" - innovation¸ change, update). Synonymous with innovation is the concept "innovation".
Innovation- this is the introduction of something new in the goals, content, methods and forms of education and upbringing, the organization of joint activities of the teacher and the student.
Pedagogical innovation- innovation in pedagogical activity, changes in the content and technology of training and education, with the aim of increasing their effectiveness.
The value of innovative activity of the teacher.
The professional activity of a teacher is incomplete if it is built only as a reproduction of once learned methods of work. Such activity is inferior not only because it does not use the objectively existing opportunities to achieve higher educational results, but also because it does not contribute to the development of the personality of the teacher himself. Without creativity, there is no teacher-master.
The inclusion of a teacher in innovative activities affects the increase in the level of his professional competence, activates his desire to acquire new knowledge, to improve certification, to self-expression, self-realization in solving pedagogical problems, to develop creative potential, and as a result, stimulate the interest of attending classes by students. What is important in the system of additional education.
Types of pedagogical innovations:
Intra-subject innovations, that is, innovations implemented within the subject, which is due to the specifics of its implementation. An example is the development of author's methodological technologies.
General methodological innovations: these include the introduction into pedagogical practice of non-traditional pedagogical technologies, universal in nature, since their use is possible in any subject area. For example, the development of creative tasks for students, project activities, etc.
Administrative innovations: these are decisions made by leaders of various levels, which, ultimately, contribute to the effective functioning of all subjects of educational activity.
Ideological innovations: these innovations are caused by the renewal of consciousness, the trends of the times, they are the fundamental basis of all other innovations, since without realizing the need and importance of priority updates, it is impossible to proceed directly to renewal.
Manufacturability is becoming today the main characteristic of the activity of a teacher of additional education and means a transition to a higher level of organization of the educational process.
Updating the content of the pedagogical process in the institution of additional education for children is possible through the use of modern pedagogical technologies aimed at the versatile development of the child, taking into account his creative abilities.
Pedagogical technology- a special set of forms, methods, methods, teaching methods and educational tools that are systematically used in the educational process. This is one of the ways to influence the processes of development, education and upbringing of the child.
Consider some innovative technologies, methods and forms.
Personally oriented technologies. This includes technologies of differentiation and individualization. Children are not so much the object of pedagogical influence as the subject of their own activity. Therefore, a differentiated approach to learning should be carried out at the individual level.
Integrated lessons. Integrated classes are classes in which the material of several subjects is combined around one topic. Features of the integrated lesson - clarity, compactness, conciseness, logical interdependence of the educational material at each stage of the lesson, a large informative capacity of the material takes place in the form of an entertaining, exciting game.
Research lesson and practical work. Their goal is to obtain educational information from primary sources. Students learn to work with historical documents, textbooks, periodicals.
Information Technology. These include computer programs, the Internet. The computer is used to illustrate the material: images of products of arts and crafts, presentations on the topics of the program, master classes with a phased implementation of products of arts and crafts. Also, a computer and the Internet help to participate in remote competitions, conferences
interactive approaches. The difference between interactive exercises and tasks from the usual ones is that they are aimed at learning new things. For example: creative tasks, work in small groups, learning games, use of public resources (excursions, inviting a specialist), learning and consolidating new material (working with visual aids, “student as a teacher”, “everyone teaches everyone”), discussion of complex and discussion questions and problems, problem solving ("decision tree", "brainstorming").
Teaching through learning- a method of teaching in which students, with the help of a teacher, prepare and conduct a lesson.
Paired learning technology- one of the types of pedagogical technologies in which one student teaches another student. Communication between two students takes place in the form of a dialogue.
Small group work- one of the most popular strategies, as it gives all students (including shy ones) the opportunity to participate in the work, practice the skills of cooperation, interpersonal communication.
This technology refers Singapore education system. Lessons according to the Singaporean methodology are as follows: students sit face to face, work is done in a team of 4 people, changing the location of groups more than once per lesson, independent search for information. Each member of the team during the lesson contributes to the work. Many people can no longer just sit back in the back, not paying attention to both the teacher and what is happening in the classroom. Each student takes part in the lesson, expressing his opinion or assumption on any issue.
The changes taking place in modern society require the accelerated improvement of the educational space. Personal development in the education system is ensured primarily through the formation of universal educational activities. (UUD).
Universal learning activities (UUD)- the ability to learn, that is, the ability of a person to self-development and self-improvement through the assimilation of new social experience.
UUD create an opportunity for independent successful assimilation of new knowledge, skills and competencies, including the organization of assimilation, i.e. the ability to learn.
The use of different types of pedagogical technologies makes it possible to develop children's cognitive skills, their creative thinking, the ability to navigate in the information space, as well as to see, formulate and solve problems.
The child independently acquires a certain set of knowledge, skills and abilities, learns to use the acquired knowledge to solve new cognitive and practical problems, works in a group, team.

COURSE WORK

"INNOVATIVE ACTIVITY OF THE ENTERPRISE"

TASHKENT-2008

Introduction

The effectiveness of an organization's activities largely depends on how it is adapted to the external environment, how flexible and mobile its structures are, and how capable it is of innovation.

The need for innovation, the ability to innovate acts as an imperative requirement of our time, is common. As M. Crozier, a leading French specialist in the sociology of organizations, notes, “in modern competitive struggle, first of all, the struggle is not for the possession of resources, material values, but for the ability to innovate.”

At present, the need for transformation is recognized by most industrial organizations. Some have already made the necessary changes, although the task of adapting to the rapidly changing economic and political situation remains urgent for them.

Mechanisms of adaptation to the changed external environment, various transformations and innovations are considered in a special branch of knowledge - innovation. Innovation is the science of purposeful changes, innovations in an organization. The subject of our consideration in this paper is innovation in organizations, that is, targeted changes in the functioning of enterprises as a system that introduce relatively stable elements into them that significantly transform the functions and nature of their management. Thus, unlike various spontaneous, spontaneously occurring changes, innovation considers the mechanism of initiated and controlled changes occurring on the basis of rational-volitional action.

The innovation strategy has been recognized as one of the main means of achieving the goals of the organization in the face of a high level of uncertainty in the expected results, investment risks of projects. In this paper, we will consider all types of innovative strategies, as well as highlight their features in the context of Russia's transitional economy.

innovation strategy organization uncertainty

. Theoretical part

1.1 Concept of innovation, innovation activity and innovation process

It is generally accepted that the concept innovation” is the Russian version of the English word innovation. The literal translation from English means “innovation” or in our understanding of the word “innovation”. Innovation means new order, new custom, new method, invention, new phenomenon. Russian phrase " innovation"literally" introduction of a new” means the process of using the innovation.

Thus, from the moment of acceptance for distribution, an innovation acquires a new quality - it becomes an innovation (innovation). The process of introducing an innovation to the market is commonly referred to as the commercialization process. The period of time between the appearance of an innovation and its implementation into an innovation (innovation) is called the innovation lag.

In everyday practice, as a rule, the concept of innovation, innovation, innovation, innovation is identified, which is quite understandable. Any inventions, new phenomena, types of services or methods only receive public recognition when they are accepted for distribution (commercialization), and already in a new capacity they act as innovations (innovations).

Under innovation in a broad sense, the profitable use of innovations in the form of new technologies, types of products and services, organizational, technical and socio-economic decisions of an industrial, financial, commercial, administrative or other nature is understood. The period of time from the birth of an idea, the creation and dissemination of an innovation to its use is commonly called the innovation life cycle. Taking into account the sequence of work, the life cycle of innovation is considered as innovation process. The stages of the innovation process are shown in Fig. one.

It is well known that the transition from one quality to another requires the expenditure of resources (energy, time, finance, etc.). The process of converting innovation (innovation) into innovation (innovation) also requires the expenditure of various resources, the main of which are investment and time. In market conditions, as a system of economic relations for the purchase and sale of goods, within which demand, supply and price are formed, the main components of innovation are innovations, investments and innovations. Innovations form the market of innovations (innovations), investments the market of capital (investments), innovations (innovations) the market of pure competition of innovations.

Classification of innovations (innovations)

The classification provides for the grouping of typological concepts both in general by innovations and by subgroups of their basic features. At the same time, each typological concept is deepened by innovations with typological concepts from the corresponding subgroups. For example, scientific and technical innovations are specified by the degree of novelty (absolute, relative, conditional, partial) or innovative potential (radical, combined, modified). The same principle is used in the evaluation of technological, economic, organizational, and managerial innovations.

The possibility of a multifactorial assessment of innovations according to the classifier will make it possible to make informed management decisions on the feasibility of investing in the continuation of innovative activities. If it turns out that the level of any innovation is not progressive enough, then investments can be subdivided into local stages of the innovation process, or they may even be considered inappropriate.

Classification of innovation processes

Typological concepts based on the basic features of innovation processes reveal their main characteristics. The goals of innovation processes, the duration of their implementation, and the cost significantly affect the decisions related to the organization of these processes. In itself, innovation activity can be organized both using project-program methods, and on a competitive basis (at the interorganizational level).

The design-program method is used at the stage of the innovation process for the technological development of large-scale production of new products. It is associated with large investments, the presence of commercial risk at the intraorganizational level. In addition to technological innovations, many organizational and economic innovations are used here. Justification of the expediency of investment in innovation processes will be greatly assisted by the classification of basic and other signs of expected innovations.

Classification of innovations (innovations).

The basic features of the classification of innovations are supplemented by typological concepts about their fundamental essence, distinctive property (simple product, complex innovative product, product modification, technological process, service). Each of the innovations can be developed in the process of innovation at the state, industry, company and other levels of the hierarchy of social production and relations. Consequently, the variety of innovations (as well as innovation processes) is accompanied by various types and forms of their development and distribution. The sphere of development and dissemination of innovations is revealed by such typological concepts as industrial, scientific and pedagogical, financial and legal.

1.1.1 Innovation activity

Innovations form the market of innovations (innovations), investments are the market of capital (investments), innovations (innovations) - the market of pure competition of innovations form the sphere of innovation activity (Fig. 1).

Rice. 1. Scheme of innovation activity

Market of innovations (innovations). The main product of the market is a scientific and scientific and technical result, a product of intellectual activity, which is subject to copyright and similar rights, issued in accordance with applicable international, federal, corporate and other legislative and regulatory acts.

In world practice, it is customary to distinguish between scientific (research), scientific and technical activities, as well as experimental (experimental design) developments. Scientific (research) activities are aimed at obtaining, disseminating and applying new knowledge.

The innovation market is formed by scientific organizations, universities, temporary research teams, associations of scientists, research divisions of commercial organizations, independent laboratories and departments, domestic and foreign innovators (Fig. 2).

Market of pure competition of innovations. A market of pure competition is a set of sellers and buyers who make transactions with a similar product in a situation where no buyer or seller has much influence on the level of current prices. The use of the concept of "pure" competition allows us to avoid considering issues of price, non-price, unfair and other types of competition and struggle between the subjects of industrial relations for the most profitable areas of capital investment, sales markets, sources of resources and the results of scientific and scientific and technical activities.

1.1.2 Main areas of innovation activity

Innovative activity includes not only the innovative process of the evolutionary transformation of scientific knowledge into new types of products, technologies and services, but also marketing research of the commodity market, their consumer properties, competitive environment, as well as a set of technological, managerial, and organizational and economic measures that together they lead to innovations, a new approach to information, consulting, social and other types of services.

Innovative activity has an alternative character. It can be carried out not only at any stage of the innovation process, but also outside it in the process of acquired patents, licenses, disclosure of know-how, useful ideas. In addition, the scope of innovation includes the modification of products that are in demand in the commodity market, by refining designs and applying new technological processes in order to improve operational parameters, reduce manufacturing costs, and generate additional profit.

Innovative activity in the field of technological preparation of production is aimed at updating equipment, instruments and tooling, mastering new ways to improve product quality, organizing and planning production processes. Mechanical processing of objects of labor consistently on the basis of innovation gives way to continuous physical and chemical processes. Planar technology is being developed - a high-performance method for the batch production of semiconductor devices and integrated circuits for logic and memory devices.

Technological areas of innovation provide an increase in the performance of new products, reduce labor and material costs. At the same time, each of the technological R&D costs is an order of magnitude higher in comparison with the cost of R&D and ensures the success of the commercialization of manufactured and sold products.

. Strategies

2.1 Concept and types of innovation strategies

Innovation strategy- one of the means of achieving the goals of the organization (corporation, firm), which differs from other means in its novelty, primarily for this organization and, possibly, for the industry, market, consumers.

Strategies in general and innovative ones in particular are aimed at developing and using the potential of the organization and are considered as a reaction to a change in the external environment. Therefore, the diversity of innovative strategies is determined by the composition of the components of the internal environment of the enterprise. Innovative strategies can be: innovative activities of the organization aimed at obtaining new products, technologies and services, applying new methods in research and development, production, marketing and management; transition to new organizational structures; application of new types of resources and new approaches to the use of traditional resources. Thus, regarding the internal environment, innovation strategies are divided into several large groups: grocery(portfolio, entrepreneurial or business strategies aimed at the creation and implementation of new products, technologies and services); functional(scientific and technical, production, marketing, service); resource(financial, labor, informational and logistical); organizational and managerial(technologies, structures, methods, control systems). These are special innovation strategies.

The theory and practice of strategic and project management has developed a number of universal strategies that have become widely known. Such strategies are usually called basic or reference. They are aimed at developing the competitive advantages of the company, which is why they are also called development strategies or growth strategies of the company.

Basic development strategies are most often divided into the following groups:

· intensive development strategies;

· integration development strategies;

diversification strategies;

reduction strategies.

Each of these groups has directly innovative strategies. Other strategies have some innovative aspect. Basic strategies reflect generally accepted directions for the development of the firm's competitive advantages. They are used as standard catalogs in the selection of alternative strategies.

2.1.1 Features of innovation strategies

Innovative strategies create particularly difficult conditions for project, firm and corporate management. These conditions include:

· Increasing the level of uncertainty of the results. The rather complex strategic management is supplemented by difficulties associated with a sharp increase in the level of uncertainty of results in terms of time, costs, quality and efficiency, which makes it necessary to develop such a specific function as innovation risk management;

· increase of investment risks of projects. Investment risks increase due to the novelty of the tasks being solved, i.e. adding an innovative component. To the complexities of project management are added difficulties caused by the structure of the portfolio of innovative projects, which is dominated by medium-term and especially long-term projects. More difficult work is required to attract investments, as more risky investors have to be found. A more flexible alignment of innovation and investment processes is also required. In other words, a qualitatively new object of management appears in front of the management system of this organization - an innovation-investment project;

· strengthening the flow of changes in the organization in connection with innovative restructuring. The implementation of any innovative strategy is associated with the inevitability of restructuring the enterprise or, as they say, its restructuring, since a change in the state of at least one element leads to a change in the state of all other elements. These streams of strategic change should be combined with stable ongoing production processes. The flows of innovative strategic changes must also be carried out taking into account the various life cycles of products, technologies, demand for goods, and organizations. There are problems of managing the flows of innovative strategic changes, i.e. application of the principles of logistics;

Increased contradictions in the leadership of the organization. The choice and implementation of innovative strategies inevitably causes a conflict of interests and approaches to management among various management groups and individual leaders of the organization. It is required to ensure a combination of interests and coordination of decisions of strategic, scientific, technical, financial and production management, as well as marketing decisions.

2.1.2 The innovative aspect of basic growth strategies

Each growth strategy in the process of its implementation forms one or another stream of strategic changes in both the internal and external environment of the company. Many of these changes are new and unexpected to the firm and its contact audience; strategies are innovative.

With an intensive growth strategy, the organization gradually builds up its potential through better use of its internal forces and better use of the opportunities provided by the external environment.

Three strategies for intensive growth are known. In the first of them, aimed at a deeper penetration into this market with this product, the innovative component is insignificant. The second strategy aimed at developing the market is to find a new market for this product and gain a foothold in it. It contains mainly marketing innovation. The third strategy, which consists in product development, is to modernize or create a new product for its sale in a given market. Here we are dealing with product innovation.

Intensive growth strategies are well described by I. Ansoff's matrix "new/old goods and technologies - new/old market". The considered situations cover all four squares of the matrix:

1. with well-known products and markets, only local innovations are observed;

2. "old goods and technologies - a new market" (innovative marketing strategy);

3. "new goods and technologies - the old market" (innovative product and technology strategy);

4. The quadrant with the situation “new products and technologies - new market” refers to conglomerate diversification strategies when we are dealing with a complex innovative project: design, technology, marketing, organizational and managerial.

Integration growth strategies is a strategy of integration with suppliers and supply structures (vertical downward integration); integration strategy with industrial consumers and sales structures (vertical integration upwards); integration strategy with industry developing and manufacturing organizations (horizontal integration). All three integration growth strategies are related to organizational innovation.

The group of diversification strategies includes the strategy of design diversification (it is also called "centered" because technology, industry and market do not change). It is aimed at finding and using the additional opportunities contained in the existing business (business) for the production of constructively new products. At the same time, the existing production remains at the center of the matter, and the new one arises based on the opportunities that are contained in the developed market, the technology used (the technology must be “fruitful”), relying on other strengths of the enterprise. This is a strategy for intra-industry and intra-market product innovation, using the synergy effect.

Another diversification strategy is conglomerative (“pure” or total) diversification. The firm is developing activities that are not related to its traditional profile, either technologically or commercially. The product portfolio is radically updated. There is a situation “new products - new market”: both product and marketing innovations are available; the risk and complexity of management are doubled.

Reduction strategies are to identify and reduce inappropriate costs that may entail innovative activities: the use of new efficient materials, technologies, management methods, organizational structures.

The variety of competitive strategies and organizational forms of economic entities creates a variety of strategic positions and options for choosing innovative competitive strategies. In order to navigate in this space of decisions and correspond to the new market structure, it is necessary to adequately assess your position in it.

It is necessary to have a clear idea of ​​how in-house research, production, technological, human and organizational resources correspond to current market needs and what can be done to achieve such compliance in the foreseeable future, and at minimal cost. Therefore, the first task of the analyst is to identify the organization and the type of its strategic competitive behavior in order to use a rich arsenal of methodological developments and practical experience in the decision-making process.

2.1.3 Classification of types of competitive behavior

In solving the problem, the theoretical developments of economists are called upon to play a significant role, laying the scientific and methodological foundations for designing competitive industrial structures. This is based on the so-called biological approach to the classification of competitive behavior, proposed by the Russian scientist L.G. Ramensky, and used by experts to classify companies and their respective competitive strategies. According to this approach, strategic behavior can be divided into four types:

1. violet, characteristic of large companies engaged in mass production, entering the mass market with their own or purchased new products, outstripping competitors due to serial production and economies of scale. In Russia, these include large complexes of the defense and civil industries;

2. Patient, which consists in adapting to narrow segments of a wide market (niches) through the specialized release of new or upgraded products with unique characteristics;

3. explerent, meaning entering the market with a new (radically innovative) product and capturing a part of the market;

4. commutative, consisting in adapting to the conditions of demand of the local market, filling in niches that, for one reason or another, are not occupied by “violents” and “patients”, mastering new types of services after the appearance of new products and new technologies, imitation of new products and promoting them to the most wide range of consumers.

The author of the designations for types of firms associated with competitive behavior with the animal world (“foxes”, “mice”, “lions”, etc.) is the Swiss expert H. Friesewinkel. Classifications L.G. Ramensky and H. Friesewinkel are well combined with each other (Table 1).

The procedure for identifying an organization, assigning it to one or another type of strategic competitive innovative behavior is as follows:

1) a characteristic of the analyzed organization, its products, industry, market is compiled;

2) according to the established characteristics, this organization is described using a morphological identification matrix according to the type of strategic competitive innovative behavior (Table 1);

3) an analysis of the morphological description is carried out and, using Table 2, a correspondence is established with one or several types of strategic competitive innovative behavior.

2.2 Types of innovation strategies

2.2.1 Mass production strategies

Large firms engaged in mass production have great resource power, and, naturally, they are characterized by forceful competitive and innovative behavior in the market, which is commonly called violet.

These firms are large in size, have a large number of employees, many branches and subsidiaries, completeness of the assortment, and the ability to mass production. They are distinguished by high expenditures on R&D, production, marketing and distribution networks. This requires serious investment. Their constant problem is capacity utilization.

Violent products are of high quality, associated with a high level of standardization, unification and manufacturability, low prices inherent in mass production. Many violets are transnational companies, creating an oligopolistic market.

The spheres of activity of the violets are not limited in any way. They can be found in all industries: mechanical engineering, electronics, pharmaceuticals, services, etc. Their types can be clearly distinguished only by the stages of the evolutionary development of violets and depending on the dynamics of development:

1. "proud lion" - a type of violets, which are characterized by the most dynamic pace of development. This group can be divided into subgroups: No. of leaders, "vice-leaders" and others;

2. "mighty elephant" - a type with less dynamic development, expanded diversification of compensation for the loss of a leader position in the industry;

3. “Clumsy hippopotamus” - a type of violets that have lost their development dynamics, are overly carried away by wide diversification and dissipated their forces.

The role of violets in the economy and the innovation process

Large organizations are constantly criticized for their conservatism, bureaucratization, wastefulness, uncontrollability. However, for all their shortcomings, they are the core of any modern developed economy. Of the total number of firms in the USA, Western Europe, and Japan, they make up no more than 1-2%, but they also create from 1/3 to ½ of the GNP and produce more than half of all industrial output.

Along with the weaknesses, the violet tapes undoubtedly have many advantages.

The area of ​​scientific and technical activity of violets, as well as state companies, is predictable, current, program-targeted scientific and technical progress (risk breakthroughs into the unknown - a chance for explorers). Violents are mainly involved in planned research and applied research (sometimes fundamental, especially in the pharmaceutical industry), in the creation of new models and the modernization (improvement) of previously produced equipment. These are innovative product strategies.

For large firms, continuous cost reduction is vital. The innovative solution to this problem lies in the transition to new resource-saving technologies that they create themselves or, more often, adopt from developers and early innovators.

The violets do not refuse to join the production of new products at the stage of maturation of their mass market.

Evolutionary path of development

New large firms most often appear in new industries or sub-sectors, and internationally in new, dynamically developing countries. Creating a violet requires large-scale investments. It was in this way that many large organizations appeared in a number of industries a century ago, violets were formed in industrial countries (for example, in Japan, South Korea), they appeared in the latest industries (computer, biotechnology). To be successful in the market, a large corporation must make interconnected investments in three areas:

creation of large-scale production;

Creation of a nationwide and then an international sales and marketing network;

Creation of an effective administrative apparatus.

Violents acquire the features of "proud lions" - firms with a clear production profile and low diversification (does not penetrate into related industries and podotasli). However, in the release of "their" mass product, "lions" are technological leaders. Features of their position in the market: technical and organizational advantages in an important and promising market segment. For example, the Philips concern dominated the production of lamps, Toyota - compact cars, Khrunichev-Lockheed JV - launch vehicles for heavy commercial satellites.

The strength of the "lions" is the concentration on a narrow, but massive and promising range of goods; high expenditures on R&D and the creation of the most powerful research structures, which, as the core of the organization, do not disappear under any circumstances.

The “Proud Lion” launches a mechanism of self-accelerating growth that is extremely beneficial for him. It starts with a massive market invasion with a new quality product at affordable prices. This happened, for example, with Microsoft's Windows program, which is the most common operating system for personal computers. Soon the first millions of users appeared.

Further, for the already known operating system, it became profitable to write specific applications, which was immediately taken up by thousands of programming firms. This has become an additional argument for consumers in favor of purchasing the Windows program, through which they have access to a host of other programs that are compatible with it.

Sales increased, user numbers increased, cost per copy decreased, price decreased, rekindling the interest of software firms, and so on. With each round of self-accelerating growth, the “lion” firm is getting further and further away from its competitors. Dynamic "lions" are most aggressive in competition in the upper echelon of the "pyramid" of corporations.

The growth potential of the market segment in which the "lion" is developing dynamically, sooner or later dries up. The active evolution of the violet ends, and it moves into the position of a “powerful elephant”, when the violet firm loses its dynamism, but instead acquires increased stability. In this state, it can exist for a number of decades. Stability is provided mainly by three factors: large size; diversification; the presence of a wide international network of branches.

The "mighty elephant" in the conditions of a stable existence is characterized by the effective tactics of the "dexterous second". It is impossible to be the first in the release of new products all the time with fierce competition. The risk of a pioneer is great, but large-scale production cannot take risks.

Often "elephants" avoid the role of the first when a new product appears on the market, but they are nearby, in the background. Entry corporations begin to act only when the success of the novelty is noticeable. They set off the innovator company and come to the fore. The essence of the smart second tactic is that a firm does not have to be the first to get the most benefit from an innovation. Discovery, invention are mainly of scientific and technical importance. It becomes commercially profitable only with mass replication and application in various fields, i.e. with deep diffusion. It is here that the advantages of the violet - the "elephant" - appear. Thanks to its widely diversified and mass production, it is the “elephant” that benefits the most from the application of the novelty in a wide variety of areas.

To implement this approach, Violent - "Elephant" creates in itself special structural units of strategic intelligence that monitors the promotion and commercialization of other people's inventions, which ensures the rapid creation of analogues that, if possible, surpass the original. The overall goal of the follow-the-leader method is to reduce the risk of innovation and reduce R&D costs by replacing free search with imitation, proven samples.

The situation of the "lion" - the whole business is developing rapidly. The situation of the "elephant" - only some areas of activity are developing successfully, while others are lagging behind. Over time, the dynamism of the "elephant" falls. His creative ability is declining. The "mighty elephant" turns into a "sluggish hippopotamus". While maintaining a gigantic turnover, the corporation gradually loses the ability to achieve a commensurate profit, and even becomes unprofitable. The reasons:

· strategic mistakes associated with too wide diversification and the corresponding dispersal of forces;

· the general decline of the industry, the mortification of capital, the lack of prospects for production.

In a number of cases, the situation can still be corrected by a disinvestment strategy, i.e. getting rid of unprofitable production and reducing costs in retained organizations.

2.2.2 Strategies for product differentiation and market segmentation

Firms-patients ("cunning foxes") can be of different sizes: small, medium and even occasionally large. A patent strategy is a strategy for differentiating products and occupying a niche, a narrow market segment. In the patient (niche) strategy, two components of the substrategy are clearly traced: a bet on product differentiation; the need to focus maximum efforts on a narrow market segment.

Product differentiation is a step towards the consumer who does not need mass standard products. It also allows the patient to open his own business for the production of differentiated products. In this case, the patient uses differences in the quality of goods, services and advertising.

In specialized production, the margin of competitiveness of the goods arises mainly due to the high consumer value of the goods. The patient has to accurately determine and provide it.

First of all, you need to find or create your own niche. This is a difficult task, since not every narrow market segment is suitable for this. Ways: participation in the modification of serial products; execution of specific orders, etc. A niche should be distinguished by stable isolation. The role of the stabilizer of the achieved product differentiation can be played by: unique technological experience; special distribution network; historical prestige of the brand.

The firm accumulates experience and concentrates resources in a chosen narrow area, all the while isolating the niche more and cutting off competitors. Turnover is growing rapidly. The popularity of the product is growing. An ever wider range of potential consumers will learn about a new product with special advantages. The firm becomes highly profitable while remaining small in size.

At the stage of the onset of maturity, the patient has its own problems. The value of a patient, a technology, a specialized distribution network exists as long as there is a specific market need. The patient has invested heavily in a narrow niche and only benefits as long as the niche exists. He became her hostage. Changing the production profile is almost impossible. Research and production flexibility is lost. For example, quartz watches have killed many manufacturers of mechanical watches; the computer, combined with the printer, reduced the demand for typewriters many times over; in the production of devices, the main node became electronic, not mechanical, and production moved from mechanical factories, even those with ultra-high-precision equipment, to electronic firms. Everywhere there is one reason - the previous design and technological knowledge has depreciated.

Market success turns most specialized companies into acquisition targets. A typical patient workforce of 200 to 500 is the critical size of a firm's vulnerability to violent capture. For the latter, such a seizure may be the only way to gain access to patents, know-how, a specialized distribution network, while an attempt to directly invade the market controlled by the patient, for a large firm, can lead to irreparable losses.

A large firm, absorbing a patient, acquires an organization that is optimally adapted to meet the needs of a certain range of consumers. It cannot be radically restructured - the ability to self-learn, accumulate experience will be lost. The former independent patient is managed as a subsidiary company with a high degree of autonomy and, as it were, continues its independent existence. For example, the English manufacturer of expensive sports cars Jaguar was absorbed by the British Leyland concern, then regained independence, then became part of Ford, but retained the traditions of the famous brand.

The development of patients who have avoided absorption can occur in two directions:

· stagnation or moderate growth along with the occupied niche, This path is typical for most patients, when their size reaches the boundaries of the market niche, Their activity is determined by the strategy of narrow specialization. Qualitatively, the firm does not change, but goes into a stationary state. If the volume of the market segment it occupies stagnates, then it stops its growth. If the niche grows, then the patient may increase slightly in size;

· change of strategy and transformation into a large violet.

2.2.3 Strategies for innovative research and development organizations

Explerent firms are mostly small organizations. Their main role in the economy is innovation, consisting in the creation of radical, "breakthrough" innovations: new products and new technologies in all sectors of the national economy. As creators of radical innovations, explerent firms, or the so-called "cunning foxes", are distinguished by their purposefulness, devotion to the idea, high professional level of employees and leaders, and high R&D expenses.

In Russia, the defense complex is the nursery of the explerent firms. Even 10 years after the start of the conversion, defense enterprises are simply stuffed with various technological developments that can revolutionize many industries. This is convincingly evidenced by the numerous awards received by Russians at international science and technology fairs, the "brain drain" abroad.

The evolutionary path of development of executors

An explorer firm in its development is first created or exists as a pioneer company, which is no different from many other small and medium-sized firms except for the obsession with an idea. However, it is persistently searching for fundamentally new technical solutions. All funds, for the most part attracted, are spent on R&D. Initially, nothing is brought to the market. Note that the innovative business is not pure science or invention, although all this is important. The activity of the company is subordinated to the main task - the preparation of a competitive new product. And this preparatory, essentially pre-market, stage has a hidden character.

At the first stage, pioneering firms that undertake the difficult and risky business of introducing or commercializing a discovery and invention are poor and weak and need support. In recent decades, when technology centers and parks, venture capital, the situation has changed for the better. Support for firms-explerents has assumed an organized character. The innovation risk inherent in the financing of explerents is mitigated in a variety of ways.

For most explorers, the search for a new product ends in failure. Those who successfully implemented the idea enter the second stage of development - a period of rapid growth.

What is the reason for the rapid growth of explorers at the stage of introducing a new product to the market? It's all about the consumer value of the new product. Innovations solve old, previously unsolvable consumer problems or open up new opportunities for them. At the same time, the consumer value of the new product turns out to be very high, since it is formed by comparison with the amount of costs for old products that would have to be incurred in order to achieve the same result as the new product provides. This is a common property of so-called breakthrough innovations. Therefore, the relatively high price of a new product is usually well below the value in use. The novelty acquires a very high competitiveness.

The manufacturer has the opportunity to quickly increase sales and make high profits (a similar analysis of the reasons for the success of new products on the market was first done by K. Marx).

The pioneering companies, after the obvious market success, are gaining more and more followers. The market for a new product is growing. Leading corporations are finally paying attention to new opportunities. So, the stage of mass production has come. Naturally, the pioneering company is forced out of the market by the “elephant” violets hardened in the competitive struggle.

Only a very few ekplerents stand up to direct competition from the giants. The depletion of resources affects the state of the firm for a long time and makes it unstable. Having ceded the leadership, the explorers turn into secondary producers of mass products and occupy the position of vice-leader in the market, which is also dangerous.

The explerent firm does not regard the loss of independence as a tragedy. The founding fathers of a firm in a "friendly" takeover usually remain department heads and are generously compensated for their shares. The main gain is the emergence of access to the resources of a large firm, without which reliable success is often impossible.

Today, unlike a hundred years ago, few explerent companies pass all the tests of competition and become large specialized firms or new leaders. With an ever narrower circle of radically renewing industries, there is little chance for explerents to survive. In order to successfully operate on the market, after a new product has become a mass product, the explorer must be reborn, i.e. change strategy. It must either form a clear specialization (patient strategy), or make large-scale investments in production, management and distribution network (violet strategy).

2.2.4 Small business strategies

Small business is important not only for its large number, but also for its ability to solve the functional problems put forward by the economy:

Serve local needs

Perform production functions at the level of details and improve the efficiency of large-scale production;

filling the infrastructure of production processes;

to stimulate the entrepreneurial spirit of the citizens of the country;

· to increase employment of the population, especially in non-industrial settlements.

In the modern development of the economy, solvent demand does not automatically give rise to supply. Production is selective, since it is economically justified with a sufficient level of profitability and certain conditions are met. Many potential consumers remain dissatisfied. Small firms, satisfying local and narrow-group or even individual demand, thereby bind the economy throughout the space. They take on everything that does not arouse the interest of the violets, patients and explerents. Their role is unifying, binding. Therefore, they were called "commutators".

The role of "gray mice" in the innovation process is twofold: they contribute, on the one hand, to the diffusion of innovation, and on the other, to their runitization. The innovation process is thus expanded and accelerated.

Small firms actively contribute to the promotion of new products and technologies, creating new services on their basis en masse. This speeds up the diffusion of innovations.

Communicators also actively participate in the process of routinization of innovations due to the tendency to imitate activity and through the organization of new services based on new technologies.

Becoming.

Starting a small business is not difficult. In accordance with the interests and capabilities of the founders, the direction of activity is chosen: the scope and type of service, the subject of sub-delivery, the object of imitation. Having appeared, the commutators immediately join the competition.

Maturity.

Traditional type commutators, having decided on the service sector, use their competitive advantages, find their own style and value orientations in order to gain a foothold in the market. Usually this is the execution of individual orders at affordable prices, with high quality and on time. At the same time, traditional-type commutators remain small in size. However, for some firms, the size is gradually increasing, which leads to the loss of their flexibility and stability, rising costs and loss of control. These are overgrown mice. This requires a change of strategy, most likely to a patient one.

Reducing the depth of processing is the production policy of large companies: they concentrate their activities only on the most important technological operations. All other operations are entrusted to sub-suppliers - small commutators.

Around the world, imitation is one of the most common areas of activity for small legal businesses. Hence the appearance of generics and clones (copies of programs). Clone makers - manufacturers of legal copies of products of well-known firms - are one of the most common types of switching firms. There are several reasons. In a number of industries (for example, in furniture and clothing), patent law is not able to really protect designs from copying. In other industries (for example, in pharmaceuticals, electronics), the term of patent protection is significantly shorter than the life cycle of a product. This makes it possible to quite legally copy the best developments of well-known companies, thereby participating in the process of their distribution (diffusion).

The small commuter-imitator gains significant competitive advantages over the firm that brought the product to the market, since it is cheaper to imitate than to create a new one yourself. The costs are small. Therefore, there is no need to produce a huge number of standard products in order to distribute the costs of R & D, etc. among them. (modernization of our weapons sold to France, the Czech Republic, Ukraine). Small imitative production is more efficient than large production, providing a quality that approximately coincides with the quality of the corresponding original goods of well-known firms. Commutators set significantly lower prices (in Western practice - 1.5-2 times, in Russian conditions - even lower).

Decline and liquidation.

A fall in demand for the services and goods of commutators automatically leads to their liquidation, but not bankruptcy. They endure these difficulties quite easily and are reborn again in a new market segment.

2.3 Specifics of Russian innovation strategies

Power strategy of mass and standard production

Domestic violets are the final producers of complex systemic, high-tech products with large-scale and stable sales markets. The most important shortcomings of our violets and competition with Western firms are a narrow production focus and an excessive number of single-industry enterprises.

Violent organizations have two areas of competition: the production of traditional products and an innovative strategy - the production of new products (Table 3). Violents must target mass markets, where standardized products are supplied. Of great importance for ensuring competitive advantages is the reduction of costs due to economies of scale due to economies of scale and through the formation of consumer demand preferences through advertising campaigns. Finally, a violet firm needs to have a solid reputation in financial and banking circles that allows it to pursue an aggressive investment policy.

Table 3. Typology of Competitive Defense Strategies of Violent Defense Companies

Product diversification strategy and market segments (niches)

The zone of concentration of patient companies in the Russian defense complex is numerous enterprises that produce ready-made units and components for military systems or auxiliary control devices in the field of computer science, communications, navigation, etc.

The production specificity of these industries predetermines the wide opportunities for niche specialization of manufacturers. Of the three factors of product differentiation (quality, service, advertising), Russian patients excel only in the first. It is the possession of unique technological innovations with skillful commercialization that allows defense companies to occupy significant competitive positions in the global market.

Small Firm Strategy

The switching strategy is initially inadequate to the research, production and marketing potential of defense companies, because they are designed to work on the national and global markets. It is difficult for them to adapt to the local needs of a small market. Defense companies are not the most ready to quickly change activities, as they are weighed down by large production assets, solid underlying technologies, a highly specialized workforce, and so on. However, large-scale conversion transformations at many enterprises of the defense complex and the transformation of markets under the influence of modern scientific and technological progress open up prospects for survival for the former defense industry precisely on the path to satisfying local demand. For example, the “wire” telephony market is turning into a global telecommunications market. At the same time, certain segments of this global market, for example, the local radio market, can be successfully mastered by conversion enterprises.

A form of commutative market strategy occurs when defense firms tailor imported technology to specific local or industry needs. Here, the local market is a regional or industry segment of the global market for high-tech products and services.

Combination of strategies

Russian innovative organizations have to be more active in the market, using the whole set of strategies. In terms of their main subject, they are mostly patients, as they occupy a highly specialized niche and are not able to massively replicate their new products due to limited demand. In terms of their numerous unique developments, they are experts, as they are able to bring their new products only to the stage of experimental and small-scale production. Due to the fact that in order to survive it is necessary to satisfy local regional or municipal needs, as well as the provision of various kinds of services, defense organizations are pursuing a strategy of commuters.

Conclusion

In this paper, we considered the following types of innovation strategies:

Violet strategy

This type of strategy is typical for large companies and enterprises that are technological leaders in the field of mass and large-scale production. They account for up to half of the total GNI and the volume of output. Large firms and companies conduct R&D, master high technology and produce high quality products at affordable prices. At the same time, a significant part of large manufacturers of products do not always take risks and prefer to remain on the sidelines, focusing on reducing production costs through the use of resource-saving technologies and the modernization of products.

Patent strategy

Many industrial organizations carry out specialization of production in order to differentiate products in the interests of the consumer and occupy their niche in a narrow market segment. Specialized production is organized in conditions of high consumer value of the goods, supported by good service and advertising.

· Explicit strategy

Risky breakthroughs into previously unknown or little-known areas of knowledge, in accordance with the classification of competitive behavior, are carried out by executing firms, mostly small-sized organizations. Their main role in the economy is innovation in the field of creating fundamentally new products and science-intensive technologies in all sectors of social production. At present, the chances of survival for the Explerents are very low. They must either move to a patient strategy or a violet one, clearly defining their mission.

Commutative strategy

Typical for small and small organizations. Competitive advantages of small forms of innovative activity of such organizations are:

1. high management efficiency and transparency of production and economic activities;

2. good adaptability of small firms and organizations due to unique and atypical entrepreneurial motives;

3. low production costs and costs for research and development, management, warehouse and advertising work;

4. ease of leaving the market in connection with the transition to a new business;

5. support from the state and/or local authorities.

Thus, the economy will be able to take its rightful place in the world economy only when a circle of powerful competitive global companies is formed in the country, which are able to compete on equal terms with leading foreign firms.

At the same time, attention should be paid mainly to the organizations of the defense complex, where there are modern science-intensive technologies, which in some cases have no analogues in foreign practice. By the beginning of 1997, the state was in charge of the defense complex, covering more than 2,000 organizations. Of these, more than 400 were fully state-owned, about 500 with a controlling stake and 500 with a “golden” share from the state. There are also approximately 800 organizations dominated by non-state ownership. The multitude of defense organizations and the variety of their functions in the process of creating final products predetermine the potential set of strategies for competitive behavior when integrating into the global market. Innovative transformations and the choice of organizational forms of innovative activity also depend on this.

It should be noted that the share of innovation-active organizations in Russian industry in 2001 was 9.2%, which is a low figure compared to 40% in the United States. Such a low figure can be explained by the low investment attractiveness of Russian enterprises for commercial banks and investment companies. Unfortunately, in the coming years the situation is unlikely to change for the better until effective government programs for the development of industry in Russia are developed and the investment risk of innovative projects is reduced.

Bibliography

1. Course of economic theory, A.V. Sidorovich, textbook - Moscow: DIS publishing house, 1997.

2. Fundamentals of management, A.A. Radugin, textbook - Moscow: Center publishing house, 1998.

3. Innovation management, S.D. Ilyenkov, educational and practical guide, - Moscow: MESI, 1999.

4. Innovation management, V.N. Gunin, V.P. Barancheev, - Moscow: INFRA-M publishing house, 2000

5. "Economics and Life" No. 41, No. 43, 2002

6. "PL: computers" October, 2002

Innovative activity is an activity aimed at finding and implementing innovations in order to expand the range and improve product quality, improve technology and organize production. [Link]

Innovation activities include:

• Identification of enterprise problems;
• implementation of the innovation process;
• organization of innovation activities.

The main prerequisite for the innovative activity of an enterprise is that everything that exists is aging. Therefore, it is necessary to systematically discard everything that is worn out, outdated, has become a brake on the path to progress, and also take into account mistakes, failures and miscalculations. To do this, enterprises periodically need to conduct certification of products, technologies and jobs, analyze the market and distribution channels. In other words, a kind of radiograph of all aspects of the enterprise's activities should be carried out. This is not just a diagnosis of the production and economic activities of the enterprise, its products, markets, etc. Based on it, managers should be the first to think about how to make their products (services) obsolete themselves, and not wait until competitors do it. And this, in turn, will encourage enterprises to innovate. Practice shows that nothing makes a leader focus on an innovative idea as much as the realization that the product being produced will become obsolete in the near future.

Where do innovative ideas come from? There are seven sources of such ideas. Let's list the internal sources; they arise within an enterprise or industry. These include:

• 1. unexpected event (for an enterprise or industry) - success, failure, external event;
• 2. non-congruence - a discrepancy between reality (what it really is) and our ideas about it;
• 3. innovations based on the needs of the process;
• 4. sudden changes in the structure of an industry or market.

The next three sources of innovation are external because they originate outside the enterprise or industry. It:

• 1. demographic changes;
• 2. changes in perceptions, moods and values;
• 3. new knowledge (both scientific and non-scientific).

An analysis of these situations when considering a particular type of change allows us to establish the nature of an innovative solution. In any case, you can always get answers to the following questions. What happens if we use the created change? Where will this lead the business? What needs to be done to turn change into a source of development?

However, of the seven sources of change, the third and seventh are the most important, as they are the most radical.

The change caused by the need of the process is much more important than the first two. An old proverb says, "Necessity is the mother of invention." In this case, the change is based on the needs of practice, life. (Replacement of manual typing in typography, keeping food fresh, etc.) At the same time, the implementation of this type of change implies the need to understand that:

• It is not enough to feel the need, it is important to know and understand its essence, otherwise it is impossible to find its solution;
• It is not always possible to satisfy the need, and in this case, only the solution of some part of it remains.

In any case, when solving a problem of this type, it is necessary to answer the following questions. Do we understand what and what changes the process needs? Is the required knowledge available or does it need to be obtained? Are our solutions consistent with the habits, traditions and target orientations of potential consumers?

The most significant changes, one might say radical ones, occur on the basis of "new knowledge". Innovations based on new knowledge (discoveries) are usually difficult to manage. This is due to a number of circumstances. First of all, there is usually a large gap between the emergence of new knowledge and its technological use, and secondly, it takes a long time before a new technology materializes in a new product, process or service.

In this regard, innovations based on new knowledge require:

• careful analysis of all necessary factors;
• a clear understanding of the goal pursued, i.е. a clear strategic orientation is needed;
• · the organization of entrepreneurial management, since it requires financial and managerial flexibility and focus on the market.

An innovation based on new knowledge must "ripen" and be accepted by society. Only in this case it will bring success.

What is being done to introduce new technologies:

• 1. Purposeful systematic innovation activity requires continuous analysis of the possibilities of the above sources of innovation.
• 2. Innovation must meet the needs, desires, habits of the people who will use it. Innovation should be simple and have a clear purpose. The greatest praise for innovation is: "Look how simple it is! Why didn't I think of that before?"
• 3. Innovate more efficiently with little money and few people, limited risk. Otherwise, there is almost always not enough time and money for the many refinements that the innovation needs.
• 4. An effective innovation should be aimed at leadership in a limited market, in its niche.

Innovation is a job that requires knowledge, ingenuity, talent. It is noted that innovators mostly work in only one area.

Finally, innovation means changes in the economy, industry, society, in the behavior of buyers, producers, workers. Therefore, it should always focus on the market, be guided by its needs.

Innovative activity in industry

Innovative activity in industry covers the implementation of innovative processes, the result of which are industrial innovations in the form of new technologies, techniques, materials, which are the basis of scientific and technological progress in enterprises. At the regional level, innovations determine the economic and social behavior of citizens, the competitiveness of the region, and the development of the industrial sector.

In the context of a systemic crisis in production, the development of innovations at enterprises is especially relevant; it should cover various areas of activity related to innovation cycles, combining research methods, technologies and an enterprise management system. Foreign experience in introducing innovations at manufacturing enterprises should be actively applied in Russian conditions in relation to independent economic entities, factors and driving forces of the innovation process on the part of companies. At the same time, innovation processes and their impact on the state of the economy and society are characterized by significant differences.

Research on the organization of innovation in industrial enterprises, the possibilities of enhancing innovation activity are a new direction of scientific thought. To introduce innovations at industrial enterprises, it is necessary to develop a methodology for determining the socio-economic efficiency of new technology, managing scientific and technological progress and efficiency. The innovative path of development requires the intensification of industrial activity at the level of economic entities - this is the creation of appropriate scientific and technical developments, investments. To start introducing innovations in the conditions of industrial activity, it is necessary to consider the following factors:

• * consideration of innovation as a continuous process;
• * focus on the controllability of the process, i.e. the ability to influence him;
• * the presence of general dependencies between certain factors and conditions of innovation at the level of an industrial enterprise.

The main task of the modern socio-economic development of a manufacturing enterprise is to enter an innovative trajectory, to maximize the use of fundamentally new growth factors. This approach will make it possible to reorganize enterprises on the basis of science-intensive production. In order to select the most effective tools for managing the innovative activity of an enterprise and assessing the innovative potential, it is necessary to develop ways to increase innovative activity at enterprises in the industrial sector. This will increase the competitiveness of the enterprise, quickly determine the internal opportunities for innovation, discover hidden reserves for the development of the organization in order to increase the efficiency of its commercial activities. To implement the innovation strategy at industrial enterprises, it is necessary to improve the existing and search for new methodological approaches to the organization of innovation activities at the enterprise, taking into account the state of the external and internal environment, the current situation and the tasks of the strategic development of the economy in the market.

To adapt innovative programs, it is necessary to analyze the system of innovation management of industrial enterprises, to determine the trends in the development of innovative activity in Russian conditions. In addition, it is necessary to develop an algorithm for organizing innovation activities at an industrial enterprise, create a model of the innovation process, and develop a program for innovation management. To create an effective model for introducing innovations in a manufacturing enterprise, it is necessary to evaluate such indicators as: competitiveness, performance, source of occurrence, source of financing, degree of risk, source of creation, costs. A method for rational distribution of enterprise funds is also needed to plan the implementation of innovative projects.

The integrated innovation process model will reduce the time it takes to develop and bring an innovation to the market, as well as increase the efficiency of this process. The methodology for effective management of innovation activity at an industrial enterprise should contain an evaluation system of indicators of the effectiveness of the organization of innovation activity.

In today's market conditions, ensuring the innovative orientation of industrial enterprises will increase the consumption of manufactured products and help balance and improve the functioning of markets as a whole. With this approach, innovation can be considered the key to sustainable economic development.

The introduction of innovations can be highly risky only for those manufacturing enterprises that do not have a well-thought-out and developed model and methodology for introducing innovative development programs. The key to successful implementation and organization model of innovative activity of the enterprise and the innovative process can be the restructuring of the industrial enterprise.

Restructuring at the enterprises of the industrial sector can be a process of complex change in the methods and conditions of the company's functioning in accordance with external market conditions and its development strategy. As a tool for improving innovation, restructuring can affect the innovation process of producing new products and operations, their implementation, promotion and distribution. However, restructuring is a complex economic process and should be carried out taking into account all external economic factors in the development of an enterprise in the industrial sector.

Making a decision on improving the innovative activity of an enterprise, including improving the model of its organization and developing a model of an integrated innovation process, requires an assessment of the economic efficiency of the measures taken. To determine the effectiveness, it is necessary to develop a methodology for determining the quality of the innovative activity of an industrial enterprise as a balanced scorecard.

The system of indicators of innovative activity will help the enterprise to analyze its ability to innovate, the quality of this work, the innovative activity of the enterprise, the competitiveness of products.

Thus, the system of innovation indicators creates a basis for making managerial decisions, expressing the strategic interests of the enterprise and motivating staff to take initiative. It should also be taken into account that even the most perfect system of indicators is vulnerable to the influence of internal factors of staff susceptibility to innovation. An analysis of industrial enterprises that successfully carry out innovative activities shows that the basis for success is a well-organized mechanism for introducing innovative processes.

The condition for the introduction of innovations is the existence of an effective marketing and sales system, which connects the enterprise with end users in terms of the quality of the goods produced. Innovation comes from new knowledge, and customers want new benefits. Thus, a properly implemented innovation policy by an industrial enterprise increases its competitiveness in the market. The intensity of the innovative activity of the enterprise determines more competitive advantages for it.

The innovative activity of an enterprise is characterized by the efficiency and regularity of innovations, the dynamics of actions to create and implement innovations. The higher the innovative activity of the enterprise, the more expedient its functioning and existence. Thus, innovative activity as a measure of the intensity of innovation in an enterprise is a modern strategic characteristic of its effectiveness. The use of innovation will help industrial enterprises accelerate their growth, develop new markets, and create new jobs.

The main source of financing of innovation activity at industrial enterprises are financial resources. In this case, the basis of the financial and economic problem is the lack of own funds. The lack of own funds, which are the main source of innovation financing, leads to the problem of developing the production and technological base. However, one of the main problems of introducing innovations is not a financial and economic problem, but the management of innovative processes, the lack of the ability to organize their development and implementation. The manager's qualification becomes the most important factor in ensuring the effectiveness of the innovation process. The right structure allows the enterprise to ensure full employment of staff, flexibility in the use of resources and compliance with market requirements.

Thus, it is necessary to reorganize the management system of innovative activity of the enterprise. Managing such activities is much more difficult than the current, repetitive production. It is necessary to improve the model of organization of innovation activity. For this, an industrial enterprise needs to go through several stages:

• * selection and implementation of the innovative strategy of the enterprise, which is based on material, technical, financial, personnel, information and other types of resources;
• * an integrated approach for an industrial enterprise;
• * to distribute the risk, it is necessary to form an innovative portfolio, create an innovative enterprise program and constantly redistribute funds from completed innovative projects to those under development.

Approaches to modeling the innovation process require careful development of an innovation policy model and a strategy for its implementation as an object of management and a means of long-term development of production in different periods of time. A comprehensive innovation process at a manufacturing enterprise will allow us to evaluate the market, scientific, technical, production and financial prospects of innovation. In addition, to unite responsibility between the executors of the innovation project. It is also necessary to have a managerial understanding that innovations are strategic, since all further activities of the enterprise depend on them. For the successful implementation and subsequent functioning of an improved model for organizing the innovative activity of an enterprise and the developed model of a complex innovative process, it is required to improve the innovative activity of an enterprise. Also, the decision to introduce innovations at an industrial enterprise, including the decision to improve the model of its organization, requires an assessment of the economic efficiency of the measures taken. For this, it is necessary to develop a methodology for determining the effectiveness of the innovative activity of an industrial enterprise as an evaluation system of indicators.

Enterprises use various approaches to measure their innovative activity, some of them have a holistic system of indicators of innovative activity, which is combined with the strategic interests of the enterprise. Most often, the evaluation of the effectiveness of innovations in industrial enterprises is carried out using "classic" financial indicators. However, the system of innovation performance indicators should also include not only financial, but also qualitative indicators, the dynamics of changes in which will help to identify problems in the innovation management system in time and take measures before the onset of a crisis. The system should become part of the internal corporate system of indicators and be periodically reviewed taking into account changes in the environment of the enterprise. To effectively evaluate indicators, you can use a balanced scorecard to evaluate the innovative activity of an enterprise. The balanced scorecard includes several economic indicators and can be used in any industrial enterprise that carries out innovative activities.

This system of indicators will help the enterprise to analyze its ability to innovate, the quality of this work, and will also allow to evaluate the innovative activity of the enterprise, the competitiveness of products. Thus, the application of an integrated approach to introducing innovations at enterprises in the industrial sector will lead to the dynamic development of the enterprise, strengthening competitiveness, and strengthening the marketing policy.

There are two ways of enterprise development: extensive and intensive.

Extensive development path- a way to increase production volumes due to quantitative factors of economic growth: additional involvement of labor, expansion of sown areas, increase in the extraction of raw materials, construction of new facilities. The possibilities of an extensive development path are always limited by the availability of natural and labor resources.

For the first time, he considered the issues of new combinations of production factors and identified five changes in development, i.e. issues of innovation:

Use of new equipment, technological processes or new market support for production;

Introduction of products with new properties;

Use of new raw materials;

Changes in the organization of production and its logistics;

Emergence of new markets.

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or in a new approach to social change. -meadows.

The motto of innovation - "new and different" - characterizes the diversity of this concept. So, innovation in the service sector is an innovation in the service itself, in its production, provision and consumption, and the behavior of employees. Innovations are not always based on inventions and discoveries. There are innovations that are based on ideas.

Innovation does not have to be technical or something tangible. Few technical innovations can rival the impact of the idea of ​​hire purchase. Using this idea literally transforms economics. Innovation is a new value for the consumer, it must meet the needs and desires of consumers.

Thus, the indispensable properties of innovation are their novelty, industrial applicability (economic feasibility) and it must necessarily meet the needs of consumers.

Systematic innovation consists in a purposeful organized search for changes and in a systematic analysis of the opportunities that these changes can give for the successful operation of the enterprise.

The whole variety of innovations can be classified according to a number of criteria..

1. By degree of novelty:

Radical (basic) innovations that implement discoveries, major inventions and become the basis for the formation of new generations and directions for the development of engineering and technology;

Improvement innovations realizing average inventions;

Modification innovations aimed at partial improvement of obsolete generations of equipment and technology, organization of production.

2. According to the object of application:

Product innovations focused on the production and use of new products (services) or new materials, semi-finished products, components;

Technological innovations aimed at the creation and application of new technology;

Process innovations focused on the creation and functioning of new organizational structures, both within the company and at the inter-firm level;

Complex innovations, which are a combination of various innovations.

3. Scope of application:

Industry;

Intersectoral;

Regional;

Within the enterprise (firm).

4. For reasons of occurrence:

Reactive (adaptive) innovations that ensure the survival of the firm, as a reaction to innovations carried out by competitors;

Strategic innovations are innovations, the implementation of which is proactive in order to obtain competitive advantages in the future.

5. By efficiency:

economic growth.

The experience of developed countries shows that fundamental transformations in the field of productive forces in the era of scientific and technological revolution, the rapid succession of its waves, and, consequently, new combinations of production factors, the widespread introduction of innovations have become the norm of modern economic life. And if the innovative approach plays an increasing role in developed countries, then in modern Russia, in the conditions of transition to a market economy and the need to overcome a deep crisis, this role is especially great.

Innovation activity- this is a process aimed at implementing the results of completed scientific research and development or other scientific and technological achievements into a new or improved product sold on the market, into a new or improved technological process used in practical activities, as well as related with this additional research and development.

The main prerequisite for the innovative activity of an enterprise is that everything that exists is getting old. Therefore, it is necessary to systematically discard everything that is worn out, outdated, has become a brake on the path to progress, and also take into account mistakes, failures and miscalculations. To do this, enterprises periodically need to conduct certification of products, technologies and jobs, analyze the market and distribution channels. In other words, a kind of x-ray of all aspects of the enterprise's activities should be carried out.

This is not just a diagnostic of the production and economic activities of an enterprise, its products, markets, etc. Based on it, managers should be the first to think about how to make their products (services) obsolete themselves, and not wait until competitors do it. And this, in turn, will encourage enterprises to innovate. Practice shows that nothing makes a leader focus on an innovative idea as much as the realization that the product being produced will become obsolete in the near future.

Innovation process - the process by which manufacturers, for profit, create and promote innovations to their consumers.

slide 1.

Main directions

innovation activities of the school

Slide 2.

No desire for scientific work
the teacher inevitably falls into the power
three pedagogical demons: mechanicalness
routine, banality.

A. Diesterweg

Study of the teaching staff (readiness for innovative work)

Slide 3. Total - 60

I'm interested - 56 teachers

I'm not interested - 4 teachers

According to the results of the survey, we can say that the teaching staff is ready for innovation

The modern school is looking for various ways to implement its functions, one of which is innovation. Innovation - innovation, novelty, change. In historical terms, novelty is always relative. It is of a concrete historical nature, that is, it may arise earlier than “its time”, then it may become the norm or become obsolete.

Building innovative work in an educational institution, we proceeded from the main directions of development of modern education:

slide 4 The main directions of development of modern education

1. changes in the organization of the educational process;
2. changes in technologies of training and education;
3. changes in the management of educational institutions.

It is undeniable that the activity of introducing various educational changes is at the same time the activity of developing the school itself.

And therefore, the goal of the innovative work of our teaching staff iscreation of conditions for ensuring the further development and functioning of the educational institution.

We can say that we are at the stage of active formation of innovations.

slide 5 Innovative work at the school is carried out in the following areas:

1. organization of intellectual and creative work of teachers,

2. organization of intellectual and creative activity of students,

3. informatization of educational space,

4. work on creating the image of the school, a favorable educational environment

5. Expanding public participation in education management (governing board, board of trustees)

slide 6

Areas of innovation

As we can see, innovation processes affect, to a greater or lesser extent, all educational areas. All innovations are caused by the desire of the teaching staff to realize the social demand of society, the desire to improve the quality of services provided, to reveal and develop the individual abilities of students (creative, leadership, intellectual, sports).

Slide 7. Results of activity:

1. ensuring the availability of quality education;
2. active participation in experimental work;
3. development of additional education;
4. patriotic education using the Museum, cooperation with the center of the special forces of the FSB of Russia, the anti-terror group "Alpha", the Council of Veterans
5. successful participation in intellectual marathons, competitions, olympiads, competitions, scientific and practical conferences;
6. cooperation with universities;
7. excursion work.

Slide 8. Effects

1. All 1st grade students are involved in additional education programs as part of extracurricular activities;
2. The number of parents who are satisfied with the expansion of the system of additional education for children has increased;
3. There is an integration of basic and additional education;
4. The number of teachers using modern pedagogical technologies has increased.
5. Mechanisms have been developed for identifying, recording, developing the creative abilities of children;
6. Starting this year, elementary school students form thematic portfolios;
7. The number of classrooms provided with computers and multimedia kits has increased;
8. The number of teachers who are proficient in information technology has increased due to the advent of multimedia kits.

There is also a positive trend in the following areas:

Increasing the qualifications of teaching staff

Diagram

slide 9.

Growth of professionalism of teachers (high level of teaching, increase in the number of publications)

2009 - 2010 - 5 publications

2010 - 2011 - 15 publications

2011 - 2012 - 18 publications

slide 10.

Successful participation of teachers in competitions of various levels and types

2009 - 2010 - 4 people

2010 - 2011 - 11 people

2011 - 2012 - 7 people

Priority competitive selection of the best teachers within the framework of the PNP "Education" All-Russian competition "Festival of Pedagogical Ideas", "Methodological Finds", etc.

Slide 11.

Successful participation of teachers in scientific and practical conferences of various levels

International level - 10 teachers

Regional level - 5 teachers

Municipal level - 2 teachers

There is an increase in the methodological activity of teachers

History teacher Toshchevikova N.A. routes of spiritual local history of the Moscow region have been developed and excursions are conducted not only for everyone who wants our school, but also for schools in the Leninsky district.

A special cycle of district parental and regional meetings "Spiritual and moral education" was developed and held on the following topics:

“Motherland in simple details”, “Where does the motherland begin”, “I am between the past and the future”, Belikova E.V., Toshchevikova N.A.

The program "Vatutinsky researchers" was developed and adapted (for working with gifted children in a summer health camp), Makarova M.V.

The program "Law for Kids" was developed and adapted (organization of extracurricular activities as part of the implementation of the second generation of the Federal State Educational Standard, grades 1-4, Bulash T.L.)

A creative group of teachers developed and adapted the program "Comprehensive organization of project activities for the education of the spiritual and moral culture of students on the basis of the spiritual local history of the Moscow region", a diploma of the 3rd degree in the nomination "The best innovative development of the year",

Toshchevikova N.A., Vodlinshchuk L.N., Masyakina E.V., Ryndina T.I.,

Romanenkova S.B., Solovieva A.N., Babikova S.V., Shipuk L.P.

The project "Library - information center of the school" was developed and implemented, Shipuk L.P., diploma of the 3rd degree at the All-Russian competition "Pedagogical innovations - 2011."

The project "Literary Association "Lira" as a form of work with gifted children" was developed and implemented, Malinovskaya S.V., Shipuk L.P., diploma of the first degree at the All-Russian competition "Pedagogical innovations - 2011."

slide 12.

All the pride of the teacher is in the students, in the growth of the seeds sown by him. D.I. Mendeleev

There is an increase in the quantity and quality of students' achievements in extracurricular activities (following the results of olympiads, competitions, participation in creative and social projects, scientific and practical conferences)

slide 13. Winners and prize-winners of the Olympiads for 2009 - 2011

Federal level - 0 - 0 - 3 (2009 - 2010)

Regional -1 - 3 - 3 (2010 - 2011)

Municipal - 27 - 26 - 35 (2012 - 2012)

slide 14. Participation in competitions for 2009-2011

International level - 272 - 281 - 392

Federal level - 0 - 10 - 30

Regional - 3 - 5 - 8

Municipal - 20 - 23 - 26

slide 15. Participation in scientific - practical conferences

International level - 2 - 2 - 3 (Winner - 3, prize-winner - 4)

Federal level - 3 - 11 - 11 (Winner - 1, prize winner - 10) Regional - 3 - 5 - 12 (Winner - 2, prize winner - 4)

Municipal - 2 - 7 - 10 (we plan), because the district conference is held in April) (Winners - 1, prize-winner - 1)

slide 16. Participation in creative projects:

International level - 0 - 8

Federal level - 0 - 1 -1

Regional - 0 - 2 - 2

slide 17. Scholarship holders

The owner of the nominal scholarship of the President of the Russian Federation - 1 student

Holders of a nominal scholarship of the Governor of the Moscow region - 13 students

Owner of a nominal scholarship of the Head of the Leninsky municipal district - 40 students

A mechanism has been developed for taking into account the individual achievements of students, including the use of technologies for creating a portfolio of students to evaluate the result of a student's educational, creative, social activities, as well as research and projects.

The work of NOUU "Krugozor" has been activated.

The best research and creative works of students have been published on the school website, in various collections of research works of students, journals, collections of abstracts of research works of scientific and practical conferences, etc.

Show compilations:

International conference "Eco" - 7 works

International Conference "First Steps in Science" - 7 papers

Interregional conference - 9 works

Christmas readings - 3 works

Interregional conference (local studies) - 3 works

Municipal conference - 5 works

Journal "Ecology" - 1 work

slide 18. Number of events to disseminate innovative experience of an educational institution:

Master classes - 7, regional level - 4, municipal level - 3)

Round tables - 2, regional level - 1, municipal - 1)

Publications - 38, (international level - 6, All-Russian - 32)

Internet - discussions - 5, (All-Russian level)

Open parent meetings - 3 Regional level - 1, municipal level - 1)

Seminars - 10 (at the municipal level)

The innovative activity of the school led to a change in the mechanisms of school management, its decentralization. For example, local acts, programs are developed by creative groups, a commission of all structural units of school employees distributes the incentive part of the salary, etc.

Since 2007, the school has launched a governing council that regulates the internal life of the school, and a board of trustees that distributes extrabudgetary funds. It is our firm conviction that the emergence of such public administrations is not a tribute to fashion, but a predetermined process of the democratization of society. And to whom should the director of the school report, if not to his main customer and consumer - to parents and students!

Innovative process management allowed the innovations introduced to be understood and accepted by the team. Have we completed the process of creating an effective teaching staff? Definitely not. We have a number of unresolved issues that we are purposefully working on:

Development of a unified system for recording extracurricular achievements in the form of a portfolio, a unified database of gifted students;

Insufficient level of teachers' knowledge of the method of designing pedagogical technology in the system of student-centered learning.

Lack of physical education teachers;

Absence of a pediatrician;

slide 19.

Ahead is the search for new ways of development, because once we have learned, we must not stop improving

Area of ​​innovation

in the structure and organization of the educational process

in work with gifted children, children with increased motivation to study

in educational work

in education quality management,

in the organization of intraschool control

in the development of external relations, in the creation of a certain microclimate