Synopsis of lectures on the discipline "Providing innovations"

Abstract

Modern economic theory and practice show the absence of an alternative to the innovative path of economic development. However, innovative development is associated with the risk of significant economic losses. Therefore, an urgent problem is the development of methodology and theoretical-methodical support for the organization's choice of directions of innovative development, for the implementation of which there are internal and external reasons. Since the introduction of the concept of innovation into scientific circulation by J. Schumpeter, many interpretations of it have appeared. In our course, we proceed from the definition contained in the Law of Ukraine "On Innovation Activity": "Innovations are newly created (applied) and (or) improved competitive technologies, products or services, as well as organizational and technical solutions of production, administrative, commercial or of a different nature, which significantly improve the structure and quality of production and (or) the social sphere. In the context of many publications on innovation management, three possible approaches to understanding the business attractiveness of innovations and innovative activities can be traced: marketing (economic), technological and systemic. The marketing approach assumes that the desired changes are those expected by the target market. From the point of view of the marketing approach, the main purpose of innovations is to obtain a commercial (economic) effect. A limitation of a purely marketing approach is that new technologies may initially appear to be commercially inefficient before they are fully adopted. In accordance with the technological approach, the main purpose and goal of innovation is to ensure a high technical level of production and scientific and technical development of products at the enterprise. It is believed that a high level of achievements in these areas is a guarantee of success in commercial activities (product sales).In the system approach, it is proposed to consider the innovative activity of the enterprise in comparison with its general business activity and the corresponding management system, which includes 3 levels: strategic, tactical, operational. Management at these organizational levels ensures planning and achievement of activity results, respectively, in the long-term, medium-term and short-term periods of time. Innovations at the strategic level are of decisive importance for the development of the organization. They are determined in the process of strategic planning, when the possible directions of the enterprise's development are considered and compared, taking into account alternatives for obtaining an economic effect in the near future and in the future, as well as risks of various nature. Innovative strategies should logically follow from the company's general development strategy, and it, in turn, should be based on the results of the analysis of the situations in which business is conducted.