“Innovation in the activities of an enterprise matters only when it improves activities in accordance with the business development strategy. In fact, innovation in the process of an enterprise’s activities is impossible if they are random one-time impacts and are not focused on the strategic part of doing business and imply the achievement of strategic goals.”

Innovative business even more than other types commercial activities needs strategic planning. Strategic planning ensures the ability of an innovative business to be competitive through the concentration of innovative resources and a significant improvement in results innovation activity and the disclosure of those innovative opportunities that would allow obtaining investment resources. For those investors and lenders who are considering financing an innovative business, the development strategy of an innovative enterprise makes it possible to distinguish the enterprise from its competitors and increase the chances of obtaining financing.

The strategic planning process includes four stages:

• Strategy Development


• Planning


• Execution


• Continuous improvement.

Each stage is an integral part of the strategic planning process. The strategy determines where the main efforts need to be focused in order to achieve the goals. Much of planning involves communicating the new strategy within the enterprise and discussing how to implement that strategy with the enterprise's shareholders, customers, investors and creditors. Execution represents the implementation of enterprise plans. Finally, continuous improvement means continually adapting and improving plans as they are implemented over time. Therefore, developing a successful strategy is an ongoing process and not a one-time event.

Why do strategic planning?

• To ensure stable development in an uncertain business environment;


• To take advantage of rapid changes in technological capabilities;


• To assess the restrictions placed on your activities;


• To search for opportunities;


• To remain competitive.

What is strategic planning?

Strategic planning is the process of developing and continuously strengthening the sustainable competitiveness of an enterprise. Strategic planning provides for the management of an enterprise that allows it to achieve its goals. Strategic planning solves the following problems of the enterprise:

• What customers will the enterprise have, and in what markets will the enterprise operate;


• What business processes should be developed at the enterprise;


• What are the external factors that most influence the results of the enterprise;


• What new products or new services will be offered by the enterprise;


• What specific parameters of the enterprise need to be most developed;


• What financial, material, technical and human resources will be needed to implement the chosen strategy.

In other words, strategic planning shows how you will manage the business over the next few years, what resources are needed to make your business successful, what you need to do in order to achieve your goals, and what risks await you along the way. ways.

The most limited resources are time and money. Therefore, one of the most important tasks of strategic planning is making decisions about the allocation of resources between the different needs of the enterprise. This decision-making process is the core of strategic planning. Without strategic planning, resource allocation may occur on the spur of the moment and be based on considerations of immediate need rather than on strategic importance, i.e. work on the principle of “solving burning problems.”

A company must determine where its efforts will be concentrated so that it can develop its full potential. Will the enterprise depend on customers, or will it rely on innovation, process excellence, logistics management or technology?

Strategy is not the producer of various plans. Plans are just a by-product of strategy development. Strategy is the producer of results. Strategy is part of the enterprise management process. As with any process, when developing a strategy, one “gets back what you sow.” Investments of both time and money in strategic planning bring huge dividends in the form of unlocking the potential of the enterprise, creating a capable team and constant attention aimed at achieving the set goal. Ultimately, strategic planning leads to increased competitiveness of the enterprise.

Table 1.
Characteristics of Strategic Planning Systems

The specific characteristics of strategic planning systems are summarized in Table 2 and are based on a five-point Likert scale ranging from 1 – “no focus on this characteristic” to 5 – “heaviest concentration on this characteristic.” Inward orientation is assessed through the possible degree of attention paid to customer service , the efficiency of the production process, attracting and retaining highly qualified personnel and analyzing the strengths and weaknesses of the enterprise.

Outward orientation is assessed by four factors related to the analysis of opportunities for the use of investments and unallocated funds, competition and market analysis. Functional orientation is measured on a four-point scale that differentiates the expected degree of emphasis placed on functional planning, coordination, and integration in strategic planning activities. Key personnel participation is assessed by the extent to which the business manager, board members and managers at various levels are involved in the strategic planning process. Creativity in strategic planning is assessed on a nine-point scale that describes the enterprise's ability to anticipate surprises and crises, adapt to unforeseen circumstances, etc. Management aspects are rated on a 10-point scale indicating the degree of concentration on managerial motivation, cross-exchange of information in the organization's hierarchy, integration of production aspects, etc. Finally, the use of planning methods is assessed by the degree of emphasis placed on the use of financial models, investment portfolio analysis and predictive analysis techniques.

Table 2.
Weight characteristics of Strategic Planning Systems

What does strategic planning provide?

• Assessing the direction of business development - how the functional tasks of the business are changing;


• Assessing the direction of development of the enterprise as a company;


• Assessing the direction of technology development - which technologies will be cost-effective in the future;


• A strategic plan that coincides with the essence and goals of the enterprise;


• A strategic plan that reveals critical parameters in the activities of the enterprise.

What are the benefits of strategic planning for an enterprise?

• Concentration on parameters critical for the successful achievement of business goals;


• Risk minimization;


• Improving the use of resources;


• Increasing the flexibility of the enterprise;


• Getting rid of redundant parameters of the enterprise’s activities;


• Setting priorities for the enterprise;


• Determining the general direction of development of the enterprise;


• Reducing the volume of unfulfilled tasks and unachieved goals.

What is the cost of not having a strategic plan?

• Loss of competitiveness;


• Management crisis – control actions solve accumulated problems, rather than anticipate their occurrence;


• Moving in too large quantities directions and accumulation of unfulfilled tasks and unachieved goals;


• The enterprise is strongly influenced by the external environment;

What critical questions must be answered to determine the essence of business development?

• What business do we want to work in?


• What abilities and capabilities can we take with us to move forward?


• What will our competitors do?


• What to do to stay competitive?

Opportunities for innovative business are constantly expanding. Until recently, many innovative enterprises, especially at the initial stage of development, were limited only to local markets. Nowadays, world markets are open even for the most beginners. At the same time, global competition is intensifying. This leads to the fact that the main task of strategic planning is to ensure the sustainable competitiveness of the enterprise. The constant introduction of new technologies is often the main thing for many enterprises. strategic factor for successful competition. Moreover, an even more important factor in competition between innovative enterprises is the speed of implementation of new developments. Over time, more and more investment funds become available in the economy. But at the same time, investors are becoming more and more selective. Therefore, the need for strategic planning, which would determine the prerequisites for the successful operation of an enterprise, becomes acute and relevant.

Often, businesses develop business plans to obtain financing. However, nowadays investors and lenders more often require a potential investment target to develop strategic planning rather than write a production business plan. Therefore, a business plan should reflect approaches to strategic planning. Such approaches are an indicator of how successfully the management of the enterprise manages its activities. A business plan is a reflection of the fact that management understands the state of the company and the environment in which it operates, all members of the company understand the company's goals and the strategy for achieving these goals. Lenders and investors are more interested in your strategy than in financial projections, because your approach to the enterprise development strategy shows how more or less likely it will be for you to achieve the financial projections shown.

A strategic plan is similar to the game plan of any sports team. Without a specific game plan, the coach could simply instruct the team with the words “Get out on the field and play.” Although it is possible for such a team to win due to the physical abilities of the players, this is unlikely. At the same time, good players alone are not enough to win games. Many entrepreneurs have great ideas but fail to implement them successfully. You need to have both a great strategy and great execution. Even then, success cannot be guaranteed. However, having both, an entrepreneur significantly increases his chances of success. This principle is key to strategic planning: combining great strategy with perfect execution. What is ultimately important is not strategic planning itself, but how it is complemented by three key parameters: planning, execution and continuous improvement.

Strategic planning and excellent execution are essential elements in achieving success in today's competitive world. Another essential element is the exchange of information. In the process of implementing plans there should be Feedback and continuous adjustment and adaptation of plans. This process is called continuous improvement.

Investments in strategy development increase the company's chances of success, unite the company's management and performers to solve the same problems. In this regard, is strategic planning a short-term or long-term task?

Many people believe that strategy is a long-term goal. It is disputed that the strategy may be short-term. In reality, strategy has nothing to do with timing. Strategy deals with competition. The following example can be used to demonstrate the last statement. Imagine that you are the general of the only army in the world. There are no competitors like other armies. As a result, you don't need a strategy. Instead, you need a good one production plan, which would decide what color uniform soldiers should wear and how to select musicians for regimental orchestras. However, as soon as another competitor is brought into the “battle,” strategy immediately becomes an important factor. Therefore, strategy has nothing to do with time. Strategic planning deals with competition.

Is strategic planning the prerogative of large enterprises? Strategy has nothing to do with the size of the enterprise. In any competitive environment, enterprises that can think through their actions better than competitors, plan their activities better than competitors and maneuver in the market better than competitors receive competitive advantages.

SMEs must develop a strategy that covers the competition over the next three years. Because there will be rapid technological and marketing changes, these businesses will need to adapt their plans to changes in the internal and external environment. Like the general above, you will need to revise your tactics and refine your maneuvering techniques. This flexibility is the key to success.

Strategic planning is a dynamic process. As the enterprise implements the process of its development, the behavior of the enterprise in the market also changes. Action must be taken quickly enough. Rapid action based on a strategic approach and rapid success create the driving force for moving forward.

Most entrepreneurs, especially in innovative businesses, make excellent decisions on development strategy, because they are constantly thinking about how to improve their business. In this regard, there is no shortage of strategic ideas. Therefore, when an innovative business fails, it is most often the result of weak planning, execution and continuous improvement processes. Many entrepreneurs think that everyone else on their team understands the goals of their business, and therefore do not take the time to communicate the goals of the enterprise to everyone. Many entrepreneurs have great ideas, but fail to successfully implement them. Often, businesses cannot simply focus on the critical parameters that would help them achieve success.

The strategy development process should be fun, driven by clear motivations, and energize the enterprise. The strategy development process is a time of reflection about the business, it is a process of moving away from daily worries and thinking about the future of the enterprise. To enhance strategic thinking, it is recommended that the entire management team take a break from daily worries for at least two days and invite an independent specialist – a consultant – to help formulate the strategy. The consultant must understand the strategic planning process, have business experience to create practical recommendations, and have the ability to systematically summarize the results of group discussions.

The strategic planning process begins with an honest assessment of the current business situation. Albert Einstein is credited with saying that if he had only one hour to solve the problem of how to save the world, he would spend the first 50 minutes analyzing the problem itself. This concept also applies to strategic planning. However, many entrepreneurs indulge in daydreams and are never able to develop a plan to achieve their goals.

The strategy development process answers the following 4 questions:

• Where are we now?


• Where are we going?


• How will we reach the goal?

Although this may seem like a very simple task, in reality it is not. However, the strategic planning process, consisting of the above 4 components, provides a certain structure for the efforts of entrepreneurs and helps to obtain maximum results from entrepreneurial activities.

The answer to this question represents an understanding of what the enterprise is and its activities today. This is an objective assessment production activities in the broad sense of the word. This analysis of an enterprise is often called “looking at your business from across the street.” You need to look at your business through the eyes of others. To do this, you need to look at your company from the point of view of the company's shareholders, customers of the company, its staff, suppliers, as well as from the point of view of management itself. At this stage, you need to evaluate the strengths and weak sides enterprise, describe its successful activities and failures that befell the enterprise, evaluate achievements and problems, opportunities and threats to successful activities. Strategists use another expression to describe this process: "The view from a balloon" or "The view from 10,000 meters." This process of collecting information about the enterprise is not limited to a simple review of the financial parameters of the enterprise. This process also includes information exchange between the shareholders of the enterprise. Finally, sometimes the first step to solving a problem is recognizing that there is a problem.

The process of collecting data for strategic planning should include the creation of brief overviews of all activities of the enterprise, as well as the collection of external information about the markets and economy in which the enterprise operates. All collected data is then presented to the team that will develop a strategic plan to objectively evaluate the business.

To facilitate the collection of objective information, it is recommended to conduct a survey of those who represent individual elements of the enterprise, as well as all shareholders. These surveys should also include plant personnel, including various levels of management, customers and suppliers. These surveys should be conducted by persons independent of the management of the enterprise, since if these surveys are conducted by the management itself, it will not receive objective results. Since it is impossible to interview everyone, you need to select representatives from different groups of respondents. The survey should be carried out on the basis of a single questionnaire and contain sufficient space to discuss those issues that respondents consider important for the development of the enterprise’s business.

During strategy development, the first day is devoted to revision and discussion of the strategic assessment of the enterprise. The more accurate the assessment, the easier it will be to determine what you need to work on to achieve your goals.

After an assessment of the current state of the enterprise is presented to strategy developers, the next step is to analyze this state. Simple and effective way carrying out this analysis is a SWOT analysis, or an analysis of the strengths and weaknesses of the enterprise, the opportunities of the enterprise and the threats to its activities. SWOT analysis allows you to structure information and determine how to take advantage of strengths, how to deal with weaknesses, how to consider opportunities and how to protect against threats. As you go through this analysis, you will inevitably respond to the information by developing solutions to the problems identified.

However, you must not fall into this trap. You need to listen, study and analyze all the facts before making decisions. Your consultant should write down all ideas expressed and suggested actions so that you can review them later. At this stage, the main task is not to focus on problems and weaknesses, but to objectively assess the situation in which the enterprise finds itself today.

At this stage, you can only determine those aspects of the enterprise’s activities on which you must concentrate to achieve your goals. Only when you have seen where your business is today can you look into the future through the lens of what you would like to achieve, where you would like to be with your business and how you will get there.

Once you have conducted a strategic assessment of your business, you need to understand what direction the business should take. You must present your enterprise in 3 years. What will you achieve in three years? What capabilities have you developed? What do your customers, suppliers, staff and shareholders say about your business? What financial results have you achieved? What key achievements have you achieved? Although this process involves a certain amount of dreaming, you must remain realistic and your future must be achievable. You need to balance ambitious goals with the understanding that the future you envision is achievable. An achievable future must be understood by all team members. Then the future will become “desired” by everyone.

During the strategic planning process, team members must describe in detail the vision of the future state of the enterprise with all its main elements. The more clearly this vision is described, the easier it is to understand this future and communicate it to the entire team. Vision is an appropriate term because... the term itself implies that you must see what the future should look like. When developing a vision for the future of your enterprise, you must consider the strategic goal of your business development. This means you must decide whether you will focus on operational excellence, customer relationships, products and services, innovation, sales and marketing, or channel development. Identifying points of concentration will form a vision of the future and will help you concentrate on selected points in the process of executing your chosen strategy. Choosing the main business goal or business driver helps determine what knowledge the team must have to achieve its goals. Developing this vision of everyone's desired future business takes at least half a day.

Once you have assessed the current state of the business and developed a common understanding of the vision for the future of the business, the process of determining how to achieve your goals becomes much easier. This process is often called "gap analysis." This analysis identifies the discrepancies between where you are now and where you want to be.

At this stage, you identify the aspects of your business that you need to change and focus on in order to move from where the business is now to where you want it to be in the future. Although you cannot anticipate every possible obstacle, your goal is to focus your control efforts on identifying the critical parameters that determine the success of your business. The strategic vision you developed in the previous stage helps define these critical parameters. You need to answer the following questions: What parameters of the enterprise must you develop in order to achieve your goals? What infrastructure objects should attract your attention first? What obstacles do you face? What resources do you need?

The answer to the question “How are we going to achieve our goals?” also includes identifying those key parameters showing the results of your activities that correspond to the parameters critical to achieving success. These key parameters create the basis for managing the progress of change in the enterprise, and these parameters may differ from the management methods that you have previously used in your activities. One of the keys to successfully executing the strategy you have developed is managing the measurables of your business. The old saying “You are what you measure” is true in this case. Identifying and measuring the key metrics that describe your business helps you focus on the critical success factors to turn your vision into reality. This helps you implement the changes in your business that are necessary to achieve your goals.

Finally, you must decide whether the organization of your business fits into your chosen strategy. For example, do the compensation programs you use improve the achievement of your goals? Often, a business plan states some goals, but the company’s management stimulates completely different ones with compensation programs. It is important that all structures of the enterprise understand their benefits from the fact that the enterprise achieves its goals.

The key to success is constant change to reflect the changing environment. Many businesses engage in strategic planning but then lack the will to implement the chosen strategy and make ongoing changes to their organization. For example, when you return to the day-to-day business of your business after developing strategic plans, you may find yourself caught up in routine and immediate problems. This cannot be allowed to happen. The strategic planning process must develop activities that will provide an environment for the ongoing implementation of strategic plans. This requires some structure and discipline and usually involves constant discussion of what has been achieved.

Upon completion of strategic planning, you need to address those problems and questions that have accumulated during your absence. Only after you have dealt with production crises can you focus on the factors identified in the strategic plan that are critical to your success. A process must be developed to continually implement the elements of the strategic plan to keep the plan alive. Otherwise, strategic success cannot be achieved. In order for the strategic plan to “live”, it is necessary to conduct discussions about the goals set, plans for achieving them and the state in which the company is on the path to achieving these plans. In order to formalize and structure the process of working on the implementation of the strategic plan, it is necessary to perform the following set of works:

• communicate to all company employees the goals set for the enterprise;


• assign responsibility for individual key components of the strategic plan;


• define group and individual goals;


• identify key activities to implement the strategic plan;


• holding ongoing discussions on the progress of the strategic plan.

It is recommended that discussions on the progress of the strategic plan be held at least once every two weeks. This good way in order to renew the enthusiasm that was achieved in developing the strategic plan. Discussing the strategic plan allows for a clearer understanding of the challenges to executing the plan and ensures that team members are committed to the strategic plan. Creating a constant driving force to achieve your goals requires a lot of discipline. Part of business activity should be the constant introduction of changes to the business processes of the enterprise. The introduction of new methods for assessing enterprise performance, new forms of reporting on the progress of work, new compensation plans that coincide with strategic goals, new investment priorities - all this can help in the implementation of strategic plans.

Once you have developed a company development strategy, you know in which direction you are moving and how you need to reach your goals. After this, you need to convey the content of the strategic plan to all structures and employees of the company. Many companies do not spend enough time on this information sharing process. However, if the communication process is not well established and the company's employees and shareholders are not aware of the strategic plans, execution of the strategic plan will be very difficult. The contents of the strategic plan must be explained to all owners, shareholders and employees of the business, as well as customers and investors, emphasizing how they can help implement the plan and what they will gain from implementing the plan. Repeat your plans and report progress at every opportunity.

It is necessary to begin the exchange of information immediately after the development of the strategic plan, while all the ideas are still fresh in the minds of all participants. This will also allow all participants in the process to understand what agreements have been reached, to understand what contribution each team member can make, and what prospects await the enterprise. The communication process may also include regular meetings to discuss the progress of the plan. strategic development, development of corrective control actions, redistribution of responsibility and material and technical resources.

A month after developing the strategic plan, you need to hold a meeting with staff to discuss the results achieved. The manager of the enterprise must explain what has been done over the past period and describe the goals that have been developed. Such a meeting should be motivational. If the meeting is held on an upswing, then the team should have a feeling of success of the enterprise in the future. It is necessary to explain the essence of the factors critical to success and the parameters showing the effectiveness of the company. Need to distribute summary report to everyone present. The main task Such a meeting is to present the developed strategy, create motivation among the team and ensure that all team members contribute to the overall success of the enterprise. Only through the participation of all team members can you achieve commitment to your idea. Your employees need to understand their roles and what is expected of them successful work the entire enterprise.

Sometimes, notes taken at the management team meeting to develop the strategic plan may be sufficient to communicate the results of strategic planning. However, a more detailed presentation of all aspects of the enterprise’s activities may be required in the context of the implementation of the strategic plan. Therefore, another effective means of communicating the strategic plan is the business plan. Growing businesses typically lack cash flow. Therefore, developing business plans helps an enterprise determine its financing needs and ways to attract this financing. If additional financing is needed to implement a strategic plan, most lenders and investors will request a written business plan. This plan is prerequisite obtaining financing and is a document useful both for investors and for the founders of the enterprise itself and its employees. While a well-written business plan will not guarantee funding, a poorly written business plan will result in your proposal being rejected.

Before you can develop a business plan, you need to develop a strategy. Although this axiom seems obvious, many entrepreneurs start by writing a business plan. If you don't have a clear strategy, you won't be able to implement your plan or get funding. Investors and lenders have a well-trained eye to recognize when management companies have not thought through the project in detail and/or have not developed a project strategy. Although lenders and investors will consider financial indicators of your plan, they are most interested in the strategy behind the plan. They want to make sure that opportunities are achievable, that plans to achieve goals are good, and that enterprise management is able to implement the plan.

A good plan should convey this information to the reader. While outside consultants can help write a business plan and develop a strategy, the plan must grow from the depths of the enterprise. An effective business plan should be a useful tool for running an enterprise. If the business plan captivates the reader, he/she will want to know more about the opportunity presented in the plan.

An important component of the business plan is financial projections. This data is a quantitative expression of your business development plans and is expected financial result implementation of your plans. Many entrepreneurs make the common mistake of starting the development of a business plan by calculating specific parameters. Calculating financial projections that reflect what the reader wants to see in a business plan, rather than demonstrating a strategy, is a recipe for failure. This approach is often called “planning turned on its head.” Profit is not the result of focusing on the quantitative indicators of your business. Profit is the result of your business growing correctly. Making a profit is not a strategy, it is a result. Strategic planning helps you identify the critical factors that will determine whether you will achieve your goal. Demonstrating quantitative metrics should be the end of the business planning process that will show where you are going and how you will achieve your goals. The numbers become a simple financial expression of the plan.

Once you have developed a strategic plan and gathered background information, you can begin to develop a business plan. Although you need to include some standard information in your business plan, you should reflect the unique features of your company and your situation. Keep in mind that for some readers, the information contained in your business plan may be the only information they have about your company. Therefore, you must create a positive impression of your company. You can think of writing a business plan as writing several memoranda on various topics. This approach facilitates the process of developing a business plan and allows you to delegate the functions of developing individual parts of the business plan to different team members. A well-developed business plan shows which budget or balance sheet indicators of the enterprise demonstrate the effectiveness of the enterprise, provides the criteria that management uses to make management decisions, and offers external readers an overview of the direction of the enterprise's development. The business plan should reflect the culture of the enterprise, its values ​​and the distribution of leading roles in the company. The plan should be clear, concise and free of errors. The content of the business plan should be logical, for example, financial projections should correspond to sales volumes and the marketing plan. This may seem obvious, however, there are many situations where a business plan is not logical. Imagine the reaction of a potential investor if, when reading a business plan, he encounters contradictory statements and spelling errors. What would you think of the people who presented such a plan to you?

Execution of the strategic plan is what differentiates one company from another. Strategy should be part of your business culture and part of yours daily work. One of the most effective methods implementing this approach is to change the parameters by which you evaluate the success of your enterprise. For each of the 5-6 factors that are critical to achieving success and highlighted in the strategic plan, you need to identify those key parameters of the enterprise that you must constantly record. In this case, all changes will be tightly woven into business processes at your enterprise. This may cause you to register parameters that you previously did not notice at all. For example, you may determine that for your business to be successful, it is necessary to maintain relationships with your clientele. Then you can evaluate the quality of these relationships at regular intervals by communicating with clients. To improve the effectiveness of such management, you must share the results of these activities with your team, regardless of whether they are positive or negative, and concentrate your team's efforts on implementing changes that would ensure the achievement of the required result.

Another factor in the successful implementation of the strategic plan is the identification of “strike positions”. This refers to changes that can be made quickly to set the stage for success and provide the impetus for moving forward. It is necessary to identify such “impact positions” and distribute priorities between them. Interim successes must be celebrated to accelerate the implementation of changes. To others effective tool execution of the strategic plan is to change the compensation strategy. Compensation measures need to be linked to performance results measured against the critical success factors identified in the strategic plan. This allows team members to concentrate on certain aspects of the enterprise. These factors and activities should reflect the content of your plan and be consistent with your compensation and benefit structure. This process is also called “levelling”.

Another component of successful execution is the degree to which you stick to the plan. Although small changes to the plan are inevitable, making major changes and frequently changing the rules of the organization can lead to the fact that employees of the enterprise no longer take the measures you implement seriously. The management top of the enterprise not only must support initiatives and pave the way for them, but they need to constantly remind employees of where they need to concentrate their main efforts during the implementation of the plan. It is necessary to constantly recognize successful employees, because... recognition of contribution to the common cause and moral encouragement are also an important component, along with monetary compensation.

Even after a strategic plan has been successfully implemented, there is always room for improvement. This process of continuous improvement involves analyzing what could be done better, what measures worked better, and what measures did not produce the expected results. We need to ensure that the team is not so rigidly fixated on the strategic plan that it leaves no room for maneuver and change. For example, the strategy may change if the external environment has changed in the form of the emergence of new competitors or changes in economic legislation. Changes can be made through the mechanism of continuous assessment of the enterprise's activities. It is recommended to hold meetings to discuss the results at least once a month and develop course correction measures. A successful strategy includes focus, structure, discipline, intelligence, driving force, commitment, evaluability, compensation, communication, financing, goals and an environment that supports the implementation of the strategic plan. But if this process were simple and easy, everyone would realize their plans, be rich and happy.

The main function of an innovation strategy is to determine the main long-term directions of scientific developments, introduce innovations, and provide resources to achieve set goals. The state harmonizes the interests of participants in the process, controls and regulates innovation activities.

The choice of strategy is influenced by the level achieved social development, financial and material and technical resources of the state. Domestic scientists distinguish three types of innovation strategy: “transfer”, “borrowing” and “building up”.

Transfer strategy is that in order to master production new products Licenses for the latest highly effective scientific, production and technological achievements are purchased abroad. This is done in order to save time and money to create and develop our own scientific and production potential, which, after a certain period of time, will be able to provide the entire innovation cycle - from fundamental research and development to the introduction of innovations (Japan's strategy in the post-war years).

"Borrowing" strategy is to use cheap work force to master the production of products previously produced in developed industrial countries. This ensures stimulation and development own production and scientific and technical potential (used in China and a number of countries in Southeast Asia).

“Build-up” strategy they prefer countries where, along with the development of their own scientific and technical potential, they use the achievements of scientists and designers from other countries, including for the development of innovations and their implementation in production and in the social sphere (USA, England, Germany, France, etc.).

What these types of strategies have in common is the stimulation of innovation in order to achieve progress in the economy and the transition to innovative development. The state innovation strategy is the unification of the efforts of science, production and education, the creation of favorable institutional conditions for innovators and entrepreneurs in order to ensure the country's competitiveness and transition to one of the leaders.

Innovation strategy of enterprises

The innovative strategy of an economic entity (organization, company, enterprise) is developed depending on the tasks that it has to solve, taking into account positioning in the market, diversification or specialization of activities, possible competitive advantages that its innovative potential can provide. The most widespread are:

offensive strategy, its goal is to ensure a leading position in the market, which requires high costs for innovation;

defensive-- stay closely behind the leader, borrowing his innovations and making some changes to them (this reduces the costs of innovation processes);

imitation- follow the leaders, repeating all their actions and without spending large amounts of money on innovations;

dependent-- self-preservation of the company by performing contract work for innovative enterprises;

traditional-- fight for survival, using familiar conservative technologies with a minimum cost of innovation;

opportunistic -- occupying free niches in the market, while the costs of innovation are determined by tactical considerations.

The named innovative strategies are implemented each separately or depending on the circumstances and the availability of funds simultaneously in different combinations.

An economic entity can determine its own innovation strategy if it clearly understands the needs of the market; is able to develop attractive offers and has a reliable agent network to deliver these offers to the market. The strategy determines the forms of innovation activity of the company and the most effective actions to achieve the intended goal.

A new strategy is always accompanied by risks, since it is developed in conditions of high uncertainty of obtaining positive results when implementing innovative projects. They are designed to be difficult to copy. Therefore, when determining an innovation strategy, it is necessary to take into account the phenomenon of “hypercompetition”. This term is used by Richard D'Aveni, who developed a model (the so-called “7S”) that allows us to take into account those aspects that affect the innovation management process:

• 51 - better satisfaction of stakeholders (Superior Stakeholders Satisfaction);
• 52 -- strategic forecasting (Strategic Soothsaying);
• 53 -- speed;
• 54 - surprise;
• 55 -- changing the rules of competition (Shifting Rules of Competition);
• 56 -- signaling strategic goals (Signaling Strategic Intent);
• 57 -- Simultaneous and Sequential Strategic Thrusts.

Hypercompetition affects four areas.

• 1. Price and quality (Cost & Quality -- C--Q). Price competition and price wars inevitably lead to the need to use new means of struggle for the market; competition for the quality indicators of goods and services develops (aspects S1 and S3 are used when determining an innovation strategy).
• 2. Choosing the moment of change and know-how (Timing and Know-how - T-- K). Utilizes technological advances, new resources and know-how, and implements a leapfrog strategy to ensure that the product is improved so that it cannot be copied or replaced (Aspects S2, S3 and S4 apply).
• 3. Invasion (Strongholds - S). Measures are taken to create various kinds of barriers to repel attempts by competitors to invade a region, field of activity or market segment that is controlled or within the zone of influence of a certain company (aspects S6 and S7 are used).
• 4. Use of financial resources (Deep Pockets -- D). It's about the fight large companies who have significant resources that allow them to eliminate competing enterprises and small entrepreneurs in various ways. This forces small firms to form and develop informal alliances, seek government assistance, or use workarounds to avoid the areas of activity of large companies (aspects S5 and S7 apply).

While traditional approaches to strategy emphasize the importance of “creating advantage,” Richard D'Aveni points to the need to “creatively destroy a competitor's advantage” through a series of rapid actions and reactions. Competitors must be unpredictable in their behavior so that their counter-strategies do not worked. In their book “Competition on the Edge: Strategy as Structural Chaos,” S. Brown and K. Eisenhardt note that strategy is a diverse, dynamic and complex phenomenon, and the advantage achieved is always temporary.

To implement the formulated strategy, specific plans, programs and projects are developed that pursue the goal of efficient distribution and use of resources and adaptation to changes in external and internal conditions.

Marketing Strategies promoting innovation. Strategic planning of innovation activities The choice of strategy is the key to the success of innovation activities. Thus, strategic planning is a necessary element of the strategic management process. component the process of developing an organization's strategy. Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

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Subject. Innovation planning

1. Strategic planning of innovation activities

2. Classifications of innovation strategies

1. Strategic planning of innovation activities

The choice of strategy is the key to the success of innovation. A company may find itself in a crisis if it fails to anticipate changing circumstances and respond to them in a timely manner. Strategy can be defined as a decision-making process.

Strategy - This is an interrelated set of actions to strengthen the viability and power of an enterprise (firm) in relation to its competitors. This is a detailed, comprehensive, integrated plan to achieve your goals.

In the second half XX V. There is an increasing number of new management problems that cannot be predicted on the basis of past experience. The geographical scope of the organization’s activities is expanding, which also complicates management activities. The main burden falls on the top management level, which is responsible for developing strategies and forming strategic plans.

An increasing number of companies recognize the need for strategic planning and are actively implementing it. This is due to growing competition: you cannot live only for today; you have to anticipate and plan possible changes in order to survive and win in the competition.

By the beginning of the 70s. XX V. In the West, a situation has developed that is marked by a transition from strategic planning to strategic management.

Strategic management is defined as a management technology in conditions of increased instability of environmental factors and their uncertainty over time. Strategic management activities are associated with setting the goals and objectives of the organization, with maintaining a system of relationships between the organization and the environment that allow it to achieve its goals, correspond to its internal capabilities and allow it to remain receptive to external challenges. Unlike operational management, which serves to achieve specific tactical goals of the organization, strategic management of the organization is designed to ensure its long-term strategic positions.

The significant difference between strategic planning and strategic management is characterized primarily by the fact that the first, especially at the initial stage of its development, actually came down to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic changes require a breakthrough beyond traditional boundaries and established ideas about a particular business. In contrast to overly formalized strategic planning, strategic management is primarily a synthesis.

Thus, strategic planning is a necessary element of the strategic management process; it is an integral part of the process of developing an organization's strategy.

Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

Strategy development has two main goals.

1. Efficient allocation and use of resources.This is an “internal strategy” - it is planned to use limited resources, such as capital, technology, people. In addition, the acquisition of enterprises in new industries, exit from undesirable industries, and the selection of an effective “portfolio” of enterprises are carried out.

2. Adaptation to the external environment- the task is to ensure effective adaptation to change external factors(economic changes, political factors, demographic situation, etc.).

Strategy development begins with articulating the overall purpose of the organization., which should be understandable to any specialist. Goal setting plays an important role in the company’s relations with the external environment, market, and consumer.

The overall purpose of the organization should consider:

The main activity of the company;

Working principles in the external environment (principles of trade;

Relationships with the consumer; conducting business relations);

The culture of the organization, its traditions, working climate.

When choosing a target two aspects need to be taken into account: who is

clients of the company and what needs it can satisfy.

After setting the overall goal, the second stage of strategic planning is carried out -specification of goals.For example, the following main objectives may be defined:

1) profitability - to achieve a net profit level of 5 million USD this year. e.;

2) markets (sales volume, market share) - increase market share to 20% or increase sales volume to 40 thousand units;

3) productivity - the average hourly output per worker should be 8 units. products:

4) financial resources (size and structure of capital; ratio of equity and debt capital; size working capital and etc.);

5) production capacity, buildings and structures - build new warehouses with an area of ​​4000 sq. m. m;

6) organization (changes in the organizational structure and activities) - open a representative office of the company in a certain region, etc.

In order for a goal to be achieved, the following requirements must be taken into account when setting it:

A clear and specific statement of the goal, expressed in specific measures (monetary, natural, labor);

Each goal must be time-limited and a deadline must be set for its achievement.

Goals:

They can be long-term (up to 10 years), medium-term (up to 5 years) and short-term (up to 1 year): they are specified taking into account changes in the situation and control results:

Must be achievable;

They must not deny one another.

Strategic planning is based on a thorough analysis of the external and internal environment of the company:

Changes occurring or possible in the planned period are assessed;

Factors that threaten the company's position are identified;

Factors favorable to the company's activities are studied.

Processes and changes in the external environment have a vital impact on the company. The main factors associated with the external environment are economics, politics, market, technology, competition. A particularly important factor is competition. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, goals, etc.). For this purpose, it is advisable to conduct research in the following areas:

Assess the current strategy of competitors (their behavior in the market, methods of promoting products, etc.);

Explore the influence of the external environment on competitors;

Try to collect information about the scientific and technical developments of competitors and other information, make a forecast of future actions of competitors and outline ways of counteraction.

Carefully studying the strengths and weaknesses of competitors and comparing their results with your own indicators will allow you to better think through your competitive strategy.

Strategy is the starting point of theoretical and empirical research. Organizations may vary in topics. the extent to which their key decision makers are committed to the innovation strategy. If senior management supports efforts to implement an innovation, the likelihood that it will be adopted by the organization increases. As senior management becomes involved in the decision-making process, the importance of strategic and financial goals increases,

2. Classification of innovation strategies

Innovation strategy is a means of achieving the organization's goals in relation to the organization's internal environment. Innovation strategies are divided into the following groups:

grocery - focused on creating new goods, services, technologies;

functional - these include scientific, technical, production, marketing and service strategies;

resource - an element of novelty is introduced into resource provision (labor, logistics, financial, information):

organizational and managerial -relate to changes in management systems.

The basis for developing an innovation strategy is the scientific and technological policy pursued by the company, the market position of the company and the theory of the product life cycle.

Depending on scientific and technological policy, three types of innovation strategies are distinguished.

1. Offensive - typical for firms that base their activities on the principles of entrepreneurial competition; typical for small innovative firms.

2. Defensive - is aimed at that. to maintain the company's competitive position in existing markets. The main function of such a strategy is to enhance the cost-benefit ratio in the innovation process. This strategy requires intensive R&D.

3. Simulation - used by companies that have strong market and technological positions: they are not pioneers in introducing certain innovations to the market. In this case, the main consumer properties are copied (but not necessarily technical features) innovations released to the market by small innovative firms or leading firms.

Currently, basic (reference) innovation strategies are widely used. They are aimed at developing competitive advantages, which is why they are calledgrowth strategies(Fig. 5.2).

Basic Strategies growth are divided into four groups:

1) intensive development strategy;

2) integration development strategy:

3) diversification strategy:

4) reduction strategy.

When implementingintensive development strategiesthe organization builds its capacity by making better use of its internal forces and the opportunities provided by the external environment.

There are three known intensive development strategies:

"existing product on existing market» - the strategy is aimed at deeper penetration of this product into the market;

“new product - old market” is a product innovation strategy in which a product with new consumer properties is developed and sold in the old market;

"old goods - new market"is a marketing innovation strategy aimed at selling a well-known product in new market segments.

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also threediversification strategies:

Design - product strategy aimed at finding and using additional features business; strategy implementation scheme: New Product - old technology- old market;

Design and technological strategy - involves changes in the product and technology: strategy implementation scheme: new product - new technology - old market:

Design, technological and marketing strategy - used according to the scheme: new product - new technology - new market.

Reduction strategymanifests itself in the fact that organizations identify and reduce unnecessary costs. These actions of the enterprise entail the acquisition of new types of materials, technologies, changes organizational structure.

There are several types of reduction strategy:

Managerial (organizational) - changes in the structure of the enterprise and, as a consequence, the elimination of individual structural links;

Local innovative - cost management associated with changes in individual elements of the enterprise;

Technological - changing the technological cycle in order to reduce personnel and overall costs.

An innovation strategy developed on the basis of product life cycle theory takes into account the phases in which the product is located. Sometimes the life cycle of an innovation includes several stages: inception, birth, approval, stabilization, simplification, decline, exodus and destructuring.

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the old environment, which requires a restructuring of all life activities. For example, the emergence of the first idea (formalized technical solution) or the organization of a company specializing in the creation of new or radical transformation of old market segments, which undertakes to develop new technology.

2. Birth. At this stage, a new system appears, formed largely in the image and likeness of the systems that gave birth to it. For example, after formalizing a technical solution, they move on to the general presentation of a new type of equipment (formulation of a layout diagram) or to the transformation of the created company into another one that works for a narrow segment of the market and satisfies the specific needs existing in it.

3. Statement. Here a system arises and is formed that begins to compete on equal terms with those created earlier. For example, the emergence of the first idea will allow us to move on to the practical creation of the first samples of a new type of technology or the transformation of a previous company into a company with a “power” strategy operating V sphere of large standard business.

4. Stabilization. The turning point lies in the system entering a period when it has exhausted its potential for further growth and is close to maturity. For example, the transition to the practical implementation of technical systems suitable for large-scale implementation or the company’s entry into the world market and the formation of its first branch there.

5. Simplification. At this stage, the “withering” of the system begins. For example, optimization of the created technical system or the formation of a transnational company (TNC) from a company.

6. Fall. In many cases, there is a decrease in most significant indicators of the system’s vital functions, which is the essence of the fracture. At this stage, improvements to the previously created technical system begin at the level of rationalization proposals, and the disintegration of TNCs into a number of separate firms operating medium and small businesses to meet local needs.

7. Exodus. At this stage of the life cycle, the system returns to its original state and prepares to transition to a new state. For example, a change in the functions of the equipment in use or the death of one of the companies that separated from the TNC.

8. Destructuring.Here, all vital processes of the system are stopped, or it is used in another capacity, or it is disposed of. The company ceases to exist; As a rule, this means its respecialization to produce other products.

According to modern economic science, in each specific period of time, a competitive production unit (firm, enterprise), specializing in the production of products to satisfy a certain social need, is forced to work on a product belonging to three generations of technology - outgoing, dominant and emerging (promising).

Each generation of technology goes through a separate life cycle in its development. For example, a company in the period of time from t 1 to t 3 works on three generations of technology - A, B, C, successively replacing each other (Fig. 5.3). At the stage of inception and beginning of growth in the output of product B (moment t 1 ) the costs of its production are still high, the demand is still small and the production volume is insignificant (diagram a in Fig. 5.3). At this moment, the volume of production of product A (previous generation) is large, and product C has not yet been produced at all (diagram a in Fig. 5.3).

At the stage of stabilization of generation B product output (moment t 2 , stages of saturation, maturity and stagnation) its technology is fully mastered; demand is great. This is the period of maximum output and highest overall profitability for a given product. The output of product A has fallen and continues to fall (diagram b in Fig. 5.3.).

With the advent and development of a new generation of technology (product C), the demand for product B begins to fall (the moment t 3 ) - the volume of its production and the profit it brings are reduced (diagram V in Fig. 5.3), generation A of technology does not exist or is used only as a relic.

Rice. 5.3. Diagrams of the structure of product output at various points in time:
a - moment t 1; b - moment t 2; at - moment t 3

In Fig. 5.3 shows that a stable amount of total income of an enterprise (firm) is ensured by the correct distribution of efforts between successive products (generations of technology). Achieving such a distribution is the goal of forming and implementing the company’s scientific and technical policy. Optimizing this policy requires knowledge about the technical and technological capabilities of each of the successive (and competing) generations of technology. As one or another technical solution is mastered, its real ability to meet the relevant needs of society and economic characteristics change, which, in fact, determines the cyclical nature of the development of generations of technology.

However, the determining factor in the formation of a competitive scientific and technical strategy of an enterprise (firm) is the fact that funds must be invested in the development and development of a product much earlier than the real effect is obtained in the form of gaining a strong position in the market. Therefore, strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for each generation of relevant technology at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for development will reach its maximum development, when a competing product will reach this stage, when it is advisable to begin development, when to expand, and when there will be a decline in production.

3. Marketing strategies for promoting innovation

The choice of strategy is carried out on the basis of an analysis of key factors characterizing the state of the company, taking into account the results of an analysis of the business portfolio, as well as the nature and essence of the strategies being implemented.

Currently, large American, Japanese, and European companies, in order to monopolize the production of goods based on radical innovations and reduce the influence of venture business on the final results, are following the path of concentration and diversification of production. American corporations General Motors Corporation, Ford Motor Company. "General Electric" Japanese Sony. "Toyota", Swedish "Electrolux", German "Siemens" ", South Korean " Samsung "and many other organizations form their strategies based on the following principles:

a) diversification of manufactured goods;

b) combination in the portfolio of goods improved as a result of implementation various types innovation:

c) improving the quality of goods and resource conservation through deepening R&D and intensifying innovation activities;

d) application for various products, depending on their competitiveness, different strategies: violents, patients, commutants or explerants (these strategies will be discussed in more detail in Chapter 6);

e) development of international integration and cooperation;

f) improving the quality of management decisions, etc.

If a company produces several types of goods, then it often uses different strategies for them. In this case, the risk for the company as a whole is leveled.

In general, an analysis of the operating strategies of large firms shows that with an increase in the share of pure competition, the share of exploratory strategy increases.

The basis for developing recommendations regarding an innovation strategy and the corresponding investment policy (planning resource investments) is forecasting the moments of development and change of generations of equipment (products).

The directions for choosing an innovation strategy taking into account the market position (controlled market share and the dynamics of its development, access to sources of financing and raw materials, the position of a leader or follower in industry competition) are shown in Fig. 5.4.

The choice of strategy is carried out for each direction highlighted when setting goals.

Fig: 5.4. Directions for choosing an innovation strategy

To select a strategy depending on market share and growth rates in the industry, the BCG (Boston Advisory Group) matrix can be used (Fig. 5.5). According to this model, firms that have gained large market shares in high-growth industries (“stars”) should choose a growth strategy. Firms with high growth shares in stable industries (“cash cows”) choose a limited growth strategy. Their main goal is to maintain positions and make a profit. Firms with a small market share in slow-growing industries (“dogs”) choose a “cutting off the excess” strategy.

Rice. 5.5. BCG Matrix

To display and benchmark strategic positions various businesses commercial organization matrix is ​​used McKinsey . It overcomes such a significant drawback of the BCG model. as a simplified construction of the horizontal and vertical axes of its matrix.

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Introduction

1. Theoretical and methodological foundations of strategic planning for innovative development of the region

1.1 History of the development of strategic planning

1.2 Basic approaches to planning

2.1 Goals and objectives of innovative development of the region

2.2 Implementation measures and problems associated with innovative development of the region

3. Development of a strategic plan for innovative development of the region

Conclusion

List of used literature

Introduction

Today, the transition to an innovation-oriented economy is the main global trend, which is aimed at creating stable economic development and is based on intellectual resources and new technologies, which gives rise to an increased importance of managing innovation processes in the regions. Strategic planning is becoming one of the main tools for innovative development and should be based on the principles of selectivity of goals, multiplicity, limited resources, taking into account the specifics of the region, etc.

The development and implementation of a strategy for innovative development of the region is necessary to solve the problems of intensifying and modernizing production, increasing the level of competitiveness, focusing the economy on exports, strengthening the position of the region on a global and national scale, and solving social and economic problems.

The relevance of the topic of the work is due to the insufficient elaboration of various aspects of the application of strategic planning for innovative development of regions. Considering the high theoretical and practical significance of this topic, it is necessary to more thoroughly study issues related to improving the innovative potential of regions and finding effective methods for assessing it, interaction between participants in the innovation process, and developing measures to implement strategic priorities of innovative development.

Considering the region as an economic entity that develops on the basis of an innovative ideology, historical traditions, and competitive advantages, it is necessary to develop practical tools for strategic planning of innovative development.

Ensuring a high and stable level of well-being, improving the quality of life of the population, and increasing the competitiveness of regions is impossible without the formation of an innovative model of regional economic development. Reorienting the country's economy to an innovative development model is a rather lengthy and labor-intensive process, involving a set of targeted measures aimed at activating innovative processes, coordinating the transformation of resources, terms and stages, combined into a single strategy.

Due to the lack of a common concept and models of innovative development, the formation of the country's innovative economy is taking place against the backdrop of increasing socio-economic disparities. Today, there is a noticeable increase in the number of regions that are significantly lagging behind the Russian average in terms of growth rates in their economic development.

In such conditions, the development of a strategy for innovative development of regions becomes a prerequisite for further effective transformations and the development of integration processes. The problem of forming this strategy determines the importance of analyzing the current state of strategic planning methods for their compliance with the needs of innovation-oriented development of the region. Concept of long-term socio-economic development Russian Federation for the period until 2020//approved by order of the Government of the Russian Federation of November 17, 2008 No. 1662-r

The current system of strategic management of socio-economic development of regions is imperfect: it lacks the relationship between strategic planning of economic and innovative development of regions, and also does not use forecasts of regional innovative development. The planned indicators used do not give comprehensive assessment innovation processes and the state of regional innovation systems.

The methods of management and planning of socio-economic development of regions currently used show their ineffectiveness in the context of the transition to an innovative model and necessitate the need to improve the methodology of strategic planning.

The purpose of this work is systems research and development of a set of measures to modernize the strategic planning of regional innovation activities.

To achieve this goal, it is necessary to solve the following tasks:

- reveal the essence of the concept of “strategy for innovative development of the region” and consider the basic principles of strategic planning for innovative development;

- study the methodology for assessing innovative potential;

- analyze the main socio-economic patterns of development of the region, which have an impact on innovation activity;

- determine the relationship between indicators of gross regional product and innovation potential;

- develop a list of activities for the implementation of strategic planning for innovative development of the region.

The object of the study is the management of innovative development of the region.

The subject of the study is economic and managerial mechanisms for improving strategic planning for innovative development of the region.

Theoretical basis this study scientific works of domestic and foreign scientists devoted to strategic planning of innovative development, as well as regulations Russian Federation on problems of socio-economic and innovation policy.

1. Theoretical and methodological foundations of strategic planning for innovative development of the region

1.1 History of the development of strategic planning

International practice shows that in a market economy there is a noticeable tendency to strengthen the interaction between public administration and market self-regulation mechanisms. An important task of economic management in such conditions is to ensure sustainable development of regions.

Due to the fact that the main function of management is planning, the development of a planning system for the strategic development of regions becomes an urgent task.

Planning becomes necessary as public, state and municipal property develops. Based on historical data, we can conclude that the USSR became the first state where the idea of ​​the possibility of systematic management of the national economy, proposed by K. Marx, was put into practice.

To organize planning leadership, the Supreme Council of the National Economy (VSNKh) was created in the USSR in 1917, and in 1920, the State Commission for Electrification, on the basis of which the Gosplan (nationwide planning commission) was organized the following year.

The formation and development of planning and forecasting methods at the foreign economic level in Russia began in the 20s of the twentieth century. Karagadyan A.P. Strategic planning of economic development of regions of the Russian Federation: traditional scientific concepts and modern approaches // Bulletin of the Institute of Economics of the Russian Academy of Sciences. - 2009. -№2.

The main planning issues were the following:

Planning approaches. Some scientists considered the genetic and teleological principles of creating a plan as the starting point of planning methodology. The genetic approach is based on objective conditions, analysis of the experience of other countries and extrapolation for the future. Within planning, this meant focusing on scientific foresight based on past experience, without taking into account the needs of society and current conditions. The theological approach involves the goal-oriented construction of transformations;

In planning methodology, the issue of the proportions of objective and subjective principles in the development of a plan has remained controversial for a long time. Some scholars believed that the process of choosing a target depends on the subjective position of a particular specialist or government official. This fact pushed objective conditions into the background and made the target setting of the plan problematic. This problem led to the emergence of a bureaucratic style of economic management;

- the attention of scientists of that time was focused on the reality of the plans, their compliance with the available capabilities.

A feature of the first plans was the optional nature of their implementation. Only in the 1930s did they become strictly mandatory and acquire the character of directives. The list of planning objects and corresponding indicators began to expand. Along with economic development planning, attention was paid to socio-economic development planning and, later, conservation planning. environment.

An important contribution to the development of planning tools was made by domestic scientists V.V. Leontyev, V.S. Nemchinov, L.V. Kantorovich and N.P. Fedorenko. The balance method began to be used as the main planning method, and later - problem-complex and territorially complex. At the end of the 70s, optimization methods came to the fore in the USSR, on the basis of which economic and mathematical models of the effective functioning of the economy and sectoral planning were developed.

One of the important stages was the adoption of the resolution “On improving planning and enhancing the impact of the economic mechanism on increasing production efficiency and quality of work” in 1979. According to this document, it was envisaged to strengthen the role of medium-term plans.

The next decree in 1987 identified a number of measures aimed at increasing the scientific validity of plans and the transition to economic planning methods. In this case, the development of the concept of the country’s socio-economic development on long term, which determined the priorities for economic development, as well as the directions of investment policy, scientific and technological progress and social policy. It was also planned to develop annual and five-year plans and reduce the list of indicators.

However, despite their scientific validity, these approaches have not been implemented in practice. The economic reforms of the 90s gave rise to many incorrect economic judgments about the development of the country's economy. In particular, there was a rejection of methods of planned regulation in favor of methods of a market economy.

The system of centralized economic planning was destroyed, and planning bodies in territorial government structures were abolished. The cessation of work on a comprehensive analysis of the socio-economic situation and forecasting socio-economic development became the cause of destruction information base analytical calculations. This caused disorganization of the economy and loss of control over it. Economic reforms aimed at creating an efficient economy turned out to be directed against the country's population. Negative trends in the deterioration of the demographic situation began to prevail in society:

- population decline;

- excess of mortality over birth rate;

- reduction in life expectancy;

- increase in general morbidity;

- general decline in living standards;

- destruction of the social sphere.

At the regional level, the trends in the development of socio-economic processes almost completely correspond to the all-Russian ones. Giving organizations the right to independently determine prices for products led to an increase in cost inflation, passing them on to consumers. As a result, effective demand for products fell, which caused a sharp decline in natural production volumes.

The transition from planned management methods to market ones also had a negative impact on agriculture, which suffered a serious decline. To date, the crisis in the agricultural sector has not yet been completely overcome, despite support from the state.

Thus, Russian experience planning of socio-economic processes suggests that the development of the planning system in the USSR proceeded from strategic indicative planning to total directive planning. In the early 90s of the twentieth century, there was a complete abandonment of planning for the socio-economic development of the country as a whole, including regional socio-economic systems, which sharply reduced the efficiency of government structures and was one of the main factors in the deterioration of the state of the economy and social spheres.

The main reasons for the refusal to plan were, firstly, the imperfection of directive planning and increased detail of plans; secondly, the adoption of the thesis about the “incompatibility of the plan and the market”; thirdly, the lack of resources for socio-economic development.

1.2. Basic approaches to planning

The theoretical and methodological foundations of planning created by domestic economists and the practical experience of the USSR became the basis for developments in the field of economic planning and forecasting in foreign countries.

In the 60s of the twentieth century, the scope of indicative planning and complexity began to expand abroad. state apparatus. The need to plan macroeconomic processes was caused by economic instability, the increasing degree of integration of various economic units and sectors of the economy, the growing share of the state in the use of GDP, and the increasing deterioration of the environment as a result of the activities of private enterprises.

In a number of capitalist countries in the 50s of the twentieth century, indicative planning was widely developed, which proved highly effective as a means of state regulation of a market economy.

In the next decade, these countries began to expand the scope of planning and complicate the administrative apparatus. Planning began to occupy an important place among the methods of state regulation of the economy.

Having analyzed the planning experience of foreign countries, we can distinguish four approaches to defining the concept of indicative planning, reflecting its various aspects.

According to the first approach, indicative planning is macroeconomic planning with the relative independence of economic entities. This approach was used in Russia and China. Indicative planning was considered as “the process of forming a system of parameters (indicators) characterizing the state and development of the country’s economy, corresponding to state socio-economic policy, and establishing measures of state influence on social and economic processes in order to achieve these indicators.” World economy: textbook / A. A. Abalkina and others - Moscow: Yurayt: Publishing House Yurayt, 2011. - p.241

The following approach to indicative planning reflects its information-orienting and motivational functions. According to it, indicative planning means that “the state, in the interests of the entire nation, taking into account the needs of the regions, as well as market entities, develops projects for the economic development of the entire national economy (including the private sector); specific economic guidelines are established, including macroeconomic parameters and resource-based structural indicators.” Ibid., p. 242 In this way, private enterprises are motivated to actively participate in the implementation of tasks facing the state and the implementation of national projects.

The third approach is based on the fact that the indicative plan contains mandatory tasks for state-owned enterprises. Private enterprises also focus on the indicators of this plan, despite the fact that this is optional. Accordingly, an indicative plan is understood as a system of indicators that implement centralized management and indirect regulation of various sectors of the economy. This includes benchmark indicators that have informational value for enterprises, policy indicators and economic regulators, including taxes, prices, interest rates and other economic standards.

Followers of the fourth approach believed that indicative planning is a mechanism for coordinating the actions and interests of the state and other economic entities. Kudrov, V. M. World economy: textbook / V. M. Kudrov. - Moscow: Justitsinform, 2010. - p. 215 This planning simultaneously plays an informational and coordination role and involves coordinating the activities of government bodies, regions and enterprises in the process of each of them independently developing their own plans and production and economic programs. Proponents of this approach considered the plan to be the result of various kinds of clarifications and agreements, which makes all participants interested in its implementation. At the same time, planned indicators are optional and act only as economic indicators that reflect information about the expected economic situation.

It is the coordinating function of indicative planning that is the main one, because all other functions, one way or another, are present in the system of central-directive planning. But it is indicative planning that makes it possible for equal interaction between government agencies and private enterprises.

Thus, indicative planning is the process of forming a system of parameters that characterize the state and development of the country’s economy; determining priorities and developing measures for state regulation of socio-economic processes aimed at achieving established indicators.

Indicative plans do not contain mandatory tasks for business entities; they are developed taking into account proposals from private businesses. Thus, indicative plans do not interfere with the free goal-setting of independently economic entities, but perform for them the function of “beacons highlighting promising directions economic situation and state policy.” Kudrov, V. M. World economy: textbook / V. M. Kudrov. - Moscow: Justitsinform, 2010. - p. 294

Participation in the planning process of private enterprises has led to a structural form of indicative planning, when the state also pursues a structural policy in accordance with relevant target programs. Private enterprises receive support in proportion to their level of participation in these programs. The interests of public and private management entities are regulated through the use of tax benefits, loans on preferential terms and other government support measures.

The strategic form of indicative planning is characterized by flexibility, which is necessary during rapid changes in the economy and contributes to the development and implementation of long-term socio-economic policy. In strategic planning, in comparison with its structural form, the regulation of the actions of subjects, deadlines and the number of planning indicators is significantly reduced.

strategic planning innovation potential

2. Directions of innovative development of the region and methods of their implementation

2.1 Goals and objectives of innovative development of the region

Innovative development is based on the constantly increasing power of science and high technology and becomes the main way of development of society in the conditions of modern civilization. The main feature of the innovative approach is that the sphere of scientific and technical activity becomes dominant in matters of territorial development and ensures the optimal combination of economic growth, social progress and environmental protection.

An analysis of the processes occurring in the modern economy shows that in order to increase its efficiency, it is necessary to stimulate the process of accumulation and implementation of knowledge, the ability of regions to introduce new developments and technologies into production. These aspects are the main source of stable economic growth and social development.

In this regard, the study of methodological approaches to the development of the innovation system and the justification of such development, designed to ensure stable economic growth of the regions, is becoming an urgent scientific task today.

It seems necessary to determine the methodological foundations for the formation of an innovation system at the regional level, the preconditions for which began to take shape in the second half of the twentieth century.

Domestic scientists of that time considered the innovative economy as a fundamentally new model of expanded reproduction, the main role in which is assigned to innovative development, scientific and technological progress, and information becomes an important component of the reproduction process.

The implementation of an innovative economy occurs through the following innovations:

- technological innovations, characterized by a significant contribution of human resources compared to material ones;

- organizational and management technologies or innovative management;

- innovative culture, including educational technologies.

The main problems of the transition to an innovative economy are the creation of innovations, the readiness of society for innovations, their reproduction, as well as the reproduction of innovative activity and mechanisms for its regulation.

The goals and objectives of the region’s innovative development stem from the regional scientific and innovation policy, determined economic conditions specific region. The objectives of the region’s innovative development are based on the creation and development of modern infrastructure and systems financial security, determining priorities, creating and implementing relevant programs and projects.

The process of choosing priorities in innovative development should be based on a study of existing resources, analysis of various limitations of industrial production to ensure stable competitiveness of domestic producers in the Russian and world markets and assessment of the capabilities of the innovation factor in overcoming them.

From the point of view of a systems approach, regional regulation of innovative development is an open system that is influenced by external and internal factors.

External factors influencing the directions of innovation policy in the regions include the following:

- national priorities;

- regional priorities;

- federal scientific, technical and innovation policy;

- federal legislation;

- regional legislation, etc.

Any serious changes in these factors lead to a transformation of the strategic directions of regional development and the method of managing the region.

Factors of internal influence that influence the directions of regional innovation policy include:

- features of the regional economic environment related to the sectoral orientation, the degree of development of productive forces in the region, the existing scientific, production and technical potential;

- innovative initiatives of business entities;

- a motivational mechanism that changes in accordance with the development of industrial relations.

According to scientists, “there is no single recipe for applying various measures to implement regional science and innovation policy. Each state and each region approaches solving the problems of regional innovative development taking into account its own characteristics, traditions, resources and needs.” Regional Economics / Ed. G. Polyak. - M.: Unity-Dana, 2013. -p.242

2.2 Implementation measures and problems associated with innovative development of the region

Analysis of regional innovation activities allows us to identify a number of organizational and economic measures that contribute to regional innovative development.

These include:

- implementation of specific target programs at the national, regional and local levels;

- direct government subsidies and appropriations from regional authorities;

- tax benefits provided to motivate regional innovative development;

- creation of scientific parks;

- formation of incubators for small innovative businesses;

- formation, with government support, of centers for technology transfer from the public sector to industry;

- organizing consulting for entrepreneurs on the implementation of innovations and others.

Innovation processes in Russia are managed at two levels: regional and federal. The federal level provides for management aimed at creating state structures for regulating innovation activities, developing methodology and mechanisms, developing tax and investment policies, and determining the appropriate regulatory framework.

The subjects of innovation policy implementation are regional government bodies, business entities and the population. These subjects are not equal in their tasks in implementing regional innovation policy. Regional government bodies are entrusted with a wider list of tasks, and they are not only the executor, but also the author of the content of the policy, a legitimate body that is responsible for the implementation of innovation policy as a whole. As the executor, regional government bodies create the necessary conditions to stimulate the implementation of policies and themselves carry out their activities in accordance with these conditions.

Business entities and the population take part in the implementation of innovation policy to the extent that the state manages to involve them in this activity by creating stimulating conditions.

The implementation of innovation policy in the region involves the formation of a special mechanism aimed at achieving goals and making strategic decisions within the framework of established priorities and areas of activity.

In the Russian Federation today, active efforts are being made to create an innovation system at the national and regional levels. Since 1997, work has been carried out in this direction, but for now it can be stated that the individual elements of this system are not yet interconnected with each other and with other sectors of the economy. The study and transfer of the experience of other countries to Russian reality took place by borrowing individual elements in isolation from unified mechanisms, which did not lead to positive results. As a result, Russia failed to achieve a breakthrough in the field of innovative economic development.

The following approaches to creating a system of innovative development in the region are distinguished:

- process;

- institutional-evolutionary;

- market;

- consolidating leadership.

Today, the system for forming the innovation process is not sufficiently adapted to market economy, the main reason for which is the crisis of science, innovation and technological development. There are no strategic priorities at the national level and regional levels. New mechanisms of cooperation and information exchange of knowledge are not sufficiently applied.

The main aspects of the regions' innovative activities should be based on an assessment of their innovative state according to the main parameters. Analysis of existing approaches and practical experience makes it possible to identify the main priority areas that should become the basis for developing an innovative development strategy. These should include:

- dissemination of the latest technologies and the development of new directions in the technological structures of the future, increasing the competitiveness of Russian production, developing new markets and increasing the standard of living of the population;

- promoting priority research in the field of technology and new generation technologies that will ensure the competitiveness of domestically produced goods in the domestic and foreign markets;

- accelerated development of information technology as a source of economic growth and increased labor productivity;

- giving investments an innovative character, improving the economy on the basis of the latest scientific and technical developments, transitioning from physically and morally obsolete fixed assets to the latest technological systems that allow preserving resources and increasing the competitiveness of products, developing innovative infrastructure.

In order to achieve an innovative breakthrough, it is necessary to develop relations between the state, private entrepreneurs and the population. Achieving these goals and implementing priority areas of innovative development of regions involves organizing management based on systematic approach, requiring the formation unified system management within the regional innovation system. A regional innovation system is a complex of institutions and organizations of various forms of ownership located in the region and carrying out the processes of creation and dissemination of new technologies, as well as the organizational and legal conditions of its management, determined by the cumulative influence of state scientific and innovation policy pursued at the federal level, and socio-economic policy of the region. Management of innovation activities in the context of modernization of the national economy: tutorial/ V.V. Grishin. - Moscow: Dashkov and Kє, 2010. - p. 125 The formation of scientific and technological policy comes to the fore in the list of functions of the regional innovation system.

At the regional level, management tasks become:

- sustainable socio-economic development of regions;

- effective use of material, technical and labor potential;

- meeting the needs of the domestic market;

- assessment of the competitiveness of existing enterprises in order to determine the level of innovative susceptibility and activity;

- selection of priority areas whose competitive potential is the highest;

- development of programs for the implementation of innovation policy with the involvement of private investors (commercial banks, financial companies, investment funds);

- providing appropriate differentiated economic incentive regimes.

Thus, regional governing bodies must develop and implement effective scientific and technological policies based on the national scientific and innovation policy. At the same time, it is necessary to take into account the level of innovation potential of each region.

3. Development of a strategic plan for innovative development of the region

With the process of formation of local self-government and the implementation of market reforms in the Russian Federation, a fundamentally new system of views has emerged on the process of strategic planning for innovative development of regions based on the principles of balancing interests and establishing a system of mutually beneficial cooperation between state power, business and society. At the same time, the restructuring of interbudgetary relations and the economic crisis increased the need for local authorities to manage the innovative development of regions based on effective use potential and adaptation to changes in the external environment.

To achieve the goals of sustainable development of the region, the development of a modern strategic planning mechanism based on strategic alternatives is required. Vakhromov E.N. Regional economics in the multi-level structure of a market economy/E.N. Vakhromov //Vestnik Irkutsk state university. 2009. - No. 2. - P. 26-30

Strategic planning is part of strategic management aimed at achieving the desired state of the regions in long term. The basis of such planning is orientation towards the future state of the territory, effective implementation of potentials, and strengthening of positive trends.

Strategic planning for innovative development of a region involves the development of scientifically based judgments about the prospects for innovative development of the economy based on economic and socio-political patterns of development and the influence of environmental factors in an uncertain time (Fig. 1). Sibirskaya E.V., Stroeva O.A., Petrukhina E.V. Modernization of the support system for small and medium-sized businesses for the purpose of innovative development of the region // Theoretical and applied issues of economics and the service sector. - 2012. - No. 8. - pp. 96-108

Figure 1 -- The main stages of forming a strategy for managing the innovative development of the region

At the first stage of developing a strategic plan for the innovative development of the region, it is necessary to analyze the impact on the economic development of a number of factors: internal and external investments, the movement of financial resources, the scientific and innovative level, the degree of qualification of the workforce.

In the process of strategic planning of innovative development of the region, it should be predominantly applied normative method determining the quantitative characteristics of innovativeness, taking into account the orientation towards achieving the strategic goal of regional development.

In domestic practice, strategic planning can be understood as completely different in content and organizational form planning activities that deviate significantly from the ideal concept of strategic planning.

Strategic planning should be based on the following principles:

- the principle of subsidiarity - the transfer of powers, resources and responsibilities to lower levels of management for the purpose. Their more efficient use;

- external and internal integration - inclusion of the region in global, federal, interregional socio-economic and cultural processes to achieve maximum benefits and advantages;

- social partnership - building a new type of interaction between government, private entrepreneurship, and the population;

- pooling of resources;

- public participation - involving citizens in discussing the problems of the region;

- transparency - openness of government activities.

There are several main elements in the formation of a strategic plan:

1) the modern appearance of the region;

2) the promising appearance of the region;

3) the internal environment of the region;

4) external environment of the region;

5) strategy - a system of actions to achieve the desired state of the region in the long term.

These elements are combined into various options and draw up a plan for the strategic innovative development of the region. The region's strategic plan includes the following sections:

- preamble;

- strategic analysis;

- scenarios of innovative development;

- strategic directions;

- mechanisms for managing the implementation of the strategic plan and its projects;

- action plan for implementing the strategy for 1-2 years.

Thus, the strategic plan becomes decisive for the development of a system of measures to achieve the desired state of innovative development of the region. At the same time, a certain strategic planning mechanism should be formed, based on a partnership between government, business, and the population. This mechanism includes not only the text of the document itself, but also organizational structures and constantly repeatable procedures for developing, discussing, implementing, monitoring and updating the strategy. The mechanism for strategic planning of innovative development of regions is clearly shown in Fig. 2.

Figure 2 -- Mechanism for strategic planning of innovative development of the region

Thus, a strategic plan for the innovative development of the region is necessary for local authorities as an action plan for choosing priority areas for resource allocation, as well as for investors making decisions on long-term investment funds. Karagadyan A.P. Strategic planning of economic development of regions of the Russian Federation: traditional scientific concepts and modern approaches // Bulletin of the Institute of Economics of the Russian Academy of Sciences. - 2009. -№2.

Conclusion

The development and implementation of methods for strategic planning of innovative development of regions will ensure a smooth and effective transition to an innovative model of the regional economy in conditions of socio-economic imbalance and interregional differentiation of innovative development.

In the process of research, a methodological approach and tools for strategic planning of innovative development of the region were substantiated and developed, which make it possible to develop effective strategy transition to an innovation-oriented model of economic development.

The main conclusions obtained as a result of writing the work:

1. Innovative development of the socio-economic system of the region implies a progressive process aimed at developing conditions for enhancing innovation activity by building a regional innovation system, implemented in the main directions of the transition of the regional economy to an innovative development model.

2. The main differences between strategic planning of innovative development of the region from the traditional type are the following:

- formation of a unified system of goals based on the principle of decomposition;

- use of a fundamentally new methodological approach based on the support and development of innovations;

- orientation to the future state of the region’s economic system by using the information base of scientific developments;

- application of a system of indicators showing the state of the regional innovation system for monitoring and forecasting the innovative development of regions;

- using new approaches to making management decisions.

3. The criterion for systematizing approaches to the formation of the basic principles of regional strategic planning should be based on general principles planning and taking into account the features of technological stages of strategic planning of innovative development of regions.

4. To ensure that the principles are aimed at leveling out the problems of developing regional strategies, it is necessary to determine the composition of the basic principles of strategic planning for the innovative development of the economic system of the region.

5. The methodological approach to developing a strategy for the innovative development of the region’s economic system is based on the creation of unique innovative products, the production of which will improve the efficiency of the region’s innovation activities.

During the work, the following tasks were solved:

- using the basic principles of strategic planning for innovative development, a systemic set of goals and objectives has been developed;

- an algorithm for forming a strategic portfolio of innovative projects is described, which can form the basis for developing an innovative strategy for the development of the region;

- proposed methodical approach to analyze the level of innovative development of the region based on a generalization of existing methods and taking into account the universality of indicators;

- the methodological approach to assessing the effectiveness of regional strategic planning programs has been clarified, based on achieving target indicators and changing the region’s position in the corresponding rating.

The practical significance of the work lies in the fact that the theoretical principles presented in the work complement those previously described in the literature and scientific articles knowledge in the field of development of regional strategic planning of socio-economic and innovative development of regions, clarifies and expands their conceptual apparatus. The conclusions and proposals that were obtained during the study complement the tools for strategic planning of regional economic development and can become the basis for further study of this topic.

The proposals formulated in the work to improve the strategic planning of innovative development of the regional economy can be used to increase the efficiency of management decisions, develop programs for the socio-economic development of regions and measures to increase their innovative activity.

List of used literature

1. The concept of long-term socio-economic development of the Russian Federation for the period until 2020//approved by order of the Government of the Russian Federation of November 17, 2008 No. 1662-r

2. Strategy for innovative development of the Russian Federation for the period up to 2020 (approved by order of the Government of the Russian Federation of December 8, 2011 No. 2227-r).

3. Andreev A.V. Fundamentals of regional economics: a textbook for universities/A. V. Andreev. - M.: KnoRus, 2012. - 334 p.

4. Alexandrova, A.V. Strategic management: Textbook / N.A. Kazakova, A.V. Alexandrova, S.A. Kurashova, N.N. Kondrasheva. - M.: NIC INFRA-M, 2013. - 320 p.

5. Vakhromov E.N. Regional economics in the multi-level structure of a market economy/E.N. Vakhromov // Bulletin of Irkutsk State University. 2009. - No. 2. - P. 26-30.

6. Ivanova M.V. Regional economy in the context of Russian federalism/M.V. Ivanova//North and market: formation economic order. - 2011. - T. 2. - No. 28. - P. 146-149.

7. Innovative management: textbook / A.G. Ivasenko, Ya.I. Nikonova, A.O. Sizova. - Moscow: KnoRus, 2009. - 415 p.

8. Innovative management: textbook / A.V. Gugelev. - Moscow: Dashkov and Kє, 2010. - 335 p.

9. Innovative management: textbook / K.V. Baldin et al. - Moscow: Academy, 2010. - 362 p.

10. Kistanov V.V. Regional economics of Russia: Textbook / V.V. Kistanov, N.V. Kopylov. - M.: Finance and Statistics, 2011. - 584 p.

11. Kozyeva I.L. Economic geography and regional studies: textbook / I.L. Kozyeva, E.N. Kuzbozhev. - M.: KNORUS, 2012. - 346 p.

12. Kudrov, V.M. World economy: textbook / V.M. Kudrov. - Moscow: Justitsinform, 2010. - 509 p.

13. Kurnyshev V.V. Regional economy. Fundamentals of theory and research methods: textbook for universities / V.V. Kurnyshev, V.G. Glushkova. - M.: KnoRus, 2012. - 254 s.

14. World economy: textbook / A.A. Abalkina and others - Moscow: Yurayt: Publishing House Yurayt, 2011. - 589 p.

15. Regional economy. Natural resource and environmental foundations / Ed. V. Glushkova, Y. Simagina. - M.: KnoRus, 2012. - 320 p.

16. Regional economics / Ed. G. Polyak. - M.: Unity-Dana, 2013. - 464 s.

17. Regional economics: textbook for universities / T.G. Morozova, M.P. Pobedina, G.B. Polyak et al.; Ed. prof. T.G. Morozova. - 2nd ed., revised. and additional - M.: UNITY, 2012. - 472 p.

18. Management of innovation activities in the context of modernization of the national economy: textbook / V. V. Grishin. - Moscow: Dashkov and Kє, 2010. - 366 p.

19. Fetisov G.G. Regional economics and management: textbook / G.G. Fetisov, V.P. Oreshin. - M.: INFRA-M, 2012. - 416 p. - (Higher education).

20. Chapek V.N. Regional economics: textbook for universities/V.N. Chapek. - Rostov-on-Don: Phoenix, 2012. - 256 p.

21. Economics and innovation management: educational and methodological complex / V.I. Kudashov, E.V. Ivanova, T.G. Mashkovskaya. - Minsk: MIU Publishing House, 2012. - 239 p.

22. Karagadyan A.P. Strategic planning of economic development of regions of the Russian Federation: traditional scientific concepts and modern approaches // Bulletin of the Institute of Economics of the Russian Academy of Sciences. - 2009. -№2.

23. Petrukhina E.V. Features and patterns of strategic planning for innovative development of regions// Basic Research. - 2013. - No. 4 (Part 3). - pp. 710-714.

24. Sibirskaya E.V., Stroeva O.A., Petrukhina E.V. Modernization of the support system for small and medium-sized businesses for the purpose of innovative development of the region // Theoretical and applied issues of economics and the service sector. - 2012. - No. 8. - pp. 96-108.

25. Yakovleva N.V. Theoretical and methodological approaches to the analysis of mesoeconomic systems of innovative economics // Bulletin of the South Ural State University. Series: Economics and management. - 2009. - No. 29 (162). - P. 57-62.

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Studying trends in the development of the theoretical apparatus of innovation management and the prerequisites for its emergence. Identification of the main stages of development of innovation management as a scientific discipline. Definition current state of this discipline.

In today's conditions, the actions of Russian industrial enterprises focused on innovative development resemble panic rather than a system of strategic planning. What does panic look like? In companies there is a feeling that there are many innovative projects and control over their formulation and development is lost. Management is under time pressure from an overabundance of information that exists in different systems and is difficult to compare. Even if strategic planning is carried out, the plans are not implemented due to the multi-level innovation process and management in general. The lack of developed management accounting technology leads to the fact that, given the overall stable situation in the company, it is not clear whether there is potential for innovative development, although innovative activity is being carried out. Innovative and learning companies that are part of an organizational network become vulnerable due to divergence of interests, which can lead to exit separate company and, as a result, the destruction of the network as the basis for innovative development.

Difference modern approach to the implementation of innovative activities is that innovation is based not so much on the results of global novelty and creative changes, but on the effective strategic management of innovative processes occurring both in an individual company and within an organizational network. Innovation in this case is the choice of a strategic modernization system. Questions arise: do companies know which innovation strategy to choose and how is this strategy implemented under the current conditions?

The use of networking by self-learning companies is not only possible, but also necessary remedy ensuring innovative development. Any industrial enterprise is a self-learning organization, since the production of conventional goods and services is being replaced by the production of socially and culturally accentuated products that assume the ability to meet needs and technologically meet the standards set by the current state of the sphere of ideas and technologies.

The management mechanism based on network interaction of self-learning companies directly depends on the formed and selected innovative strategy of the self-learning company, which determines its place in the organizational network.

Thus, it is not practical for learning companies to develop a strategic planning process and an innovation strategy formation process simultaneously. It is necessary to give the development of a company strategy focused on innovative development a comprehensive look: integrate an analysis of the innovativeness of the external and internal environment into the strategic planning process.

Strategic planning of a self-learning company can be called innovation-strategic planning and occur in a self-learning company as shown in Fig. 11.3.

Stage I. Mission and goals of the company. The formation of an innovative strategy for a self-learning company begins with a clear understanding of the mission and operational goals. Mission in strategic management is common goal company activities. It determines the essence of the organization and the prospects for its growth 1 .

Rice. 11.3.

Currently, according to V.N. Basa, four projections of indicators are strategically important, taking into account such critical aspects as market, finance, business processes and intellectual capital. This system is not just a set of goals and indicators, but a system of cause-and-effect relationships between them. The organization's strategic goals in four important areas of its activities (finance, marketing, internal processes, development) are linked into a single goal map.

In our opinion, it is Bas’s map of goals that will ensure the innovative development of a self-learning company that operates on the basis of both internal potential and market-oriented ones.

Stage II. Analysis of the external environment. At this stage, the state and prospects for the development of environmental factors of direct and indirect impact that are important for the company are assessed. Analysis serves as a tool by which strategy developers monitor the state of external factors in order to anticipate potential threats and emerging opportunities.

Due to the priority of innovative development, it is advisable to highlight, along with the external and internal environment, innovative demand (analysis of the innovative situation), the study of which allows the company to achieve its goals of innovative development.

When determining innovative demand, a self-learning company develops ideas about the desired need for an innovative product and about innovative conditions for the development of its business.

Innovation demand is the established market needs for innovation over a certain period of time and scientific and technical conditions in the company’s environment that influence the implementation of innovation activities within the framework of a particular innovation strategy.

At any given point in time, the level of innovative demand may be lower than desired, meet it, or exceed it. Accordingly, for each company the desired level of innovative demand is determined individually. In this regard, the analysis of innovative demand will be based on three level gradations: low, medium and high.

The determination of innovative demand is based on calculations of the saturation of researchers, the share of shipped innovative products, coefficients of inventive activity, patenting, etc.

Assessing innovative demand allows us to identify the main innovative characteristics of a sector of activity, field of science, subject, assess the forces of competition and competitive positions of companies, predict the likely actions of closest competitors, assess the prospects for the development of a sector of activity, and consider the priority of the direction of development.

Stage III. Management survey. Analysis of the internal environment of the company reveals the potential that the company relies on in competition to achieve its innovative goals.

IMPORTANT. The main factor determining the innovation strategy is the company's innovative potential. A self-learning organization, being part of the external environment, must in its innovative activities not only adapt to any change in the external environment, but also be able to adapt its internal environment, which is facilitated by assessing potential, identifying weaknesses and strengths and developing its components.

Analysis of innovation potential as a process of comprehensive analysis of the internal resources and external capabilities of an enterprise in the field of innovative activities should be identified as a substage of the management survey of innovation and strategic planning.

The assessment of innovative potential occurs on the basis of studying the functional areas of the company, such as the research component, personnel, finances and material and technical base.

The results of assessing innovation potential make it possible to identify its reserves and capabilities (strengths), bottlenecks (weaknesses) and determine the directions for adapting innovative capabilities to environmental conditions when choosing an innovation strategy.

The ultimate goal of assessing innovation potential is to make decisions regarding the choice of strategic direction for innovation activities.

Stage IV. Analysis of alternatives and choice of innovation strategy. The identification of strategic alternatives is the next stage of the strategic management process, which occupies a key place. There may be quite a lot of different alternatives, but in practice they are limited by the potential innovative capabilities of the organization, depending on the dynamics of innovative developments, availability of financial resources, personnel qualifications, availability material resources etc.; requirements of the external environment and company goals. The formulation of an innovation strategy occurs according to the following classification: research leadership strategy, research trading strategy, entrepreneurial strategy and businessman strategy.

Research Leadership Strategy characteristic of those self-learning companies that, developing internal potential, independently manage all processes of innovation development. These companies generate their own innovative ideas, which they then develop and implement into production, i.e. create and implement innovations.

The research leadership strategy is implemented by enterprises with a fairly strong R&D department engaged in diverse research and enterprises with high technological potential.

Research trading strategy is based on the fact that these companies specialize only in some innovation development processes, in particular in distributing the results of their activities in the form of innovative developments “outside”. In most cases, these are those enterprises that work to order.

Entrepreneurship Strategy lies in the fact that on the basis of an acquired innovative idea or product (for example, by purchasing a license), a company, carrying out innovative activities, creates innovations. The success of the strategy depends on adapting the development to the conditions of a specific production, which requires an appropriate technological level of production, professionalism of workers capable of quickly mastering “alien” innovative ideas and technologies.

Businessman strategy characterized by the fact that these companies acquire best ideas, products, innovations from a variety of sources and offer customers products at competitive prices. Companies that adhere to this strategy have a clear market orientation and competent marketing (detailed research of innovative demand, test marketing, market orientation).

When a company chooses an innovation strategy, competent persons must answer the question: why is it necessary to change the innovation strategy and is it necessary at all?

The organization will choose the strategy that allows it to fully use the existing potential in accordance with the situation in the external environment.

To demonstrate the possibilities of making a long-term choice of an innovation strategy, depending on the levels of innovation demand and innovation potential, a matrix “innovation demand - innovation potential” is created (Fig. 11.4). As a tool for choosing an innovation strategy and leveling the ability of an industrial enterprise for innovative development, it clearly demonstrates the prospects strategic choice in the field of innovation, which is extremely important to ensure sustainable development business in an emerging innovative economy.

Rice. 11.4.

The logic of the matrix is ​​based on the fact that:

• ? the location of the innovation strategy in the matrix depends on the levels of innovation potential: the higher the level of innovation potential, the more opportunities there are to carry out your own R&D and use them in the company’s activities (the research leadership strategy can only be realized with high innovation potential);
• ? levels of innovative demand determine both the market orientation of the organization and the possibility of a self-learning company occupying a market position (a businessman’s strategy, which is implemented only at high and medium levels of innovative demand, otherwise the meaning of their activities is lost);
• ? building up innovation potential can lead to the initiation and increase of innovation demand (diagonal movement of innovation strategies, for example, the strategy of trading research and entrepreneurship).

Thus, when increasing innovative potential, thereby initiating innovative demand, companies move to a higher level of innovative development.

Stage V Management of implementation of innovation strategy. Executing the strategy is the most difficult, since this is where all the developments and intentions of the previous stages materialize.

Having formalized the innovation strategy, it is important to build a system that would ensure its effective implementation. It is necessary to translate the strategy and overcome resistance in the organization 1 .

The plan for implementing an innovation strategy involves specifying the general strategic provisions of the enterprise’s innovation activities, i.e. development of directions and programs of tactical measures to achieve specific goals provided for in the innovation strategy of the enterprise. Using the position of L.N. A basic plan for implementing an innovation strategy, depending on the type chosen, may look like this:

• 1) carrying out R&D to develop an innovation idea, carry out laboratory research, produce laboratory samples of new products, types new technology, new designs and products;
• 2) selection of new types of raw materials for the manufacture of new types of products;
• 3) development technological process manufacturing new products;
• 4) design, manufacture, testing and development of samples of new means of labor, i.e. new equipment necessary for the manufacture of products, including machines, mechanisms, instruments;
• 5) development and implementation of new organizational and management solutions aimed at implementing innovations;
• 6) research, development or acquisition of necessary information resources And information support innovation;
• 7) preparation, training, retraining and special methods for selecting personnel necessary for R&D;
• 8) carrying out work or purchasing necessary documentation on licensing, patenting, know-how;
• 9) organization and conduct marketing research to promote innovation.

The outlined plans are implemented depending on the innovation strategy and the choice of unique advantages (research activities, purchase and sale of innovative developments, etc.).

Organizational support for the implementation of an innovation strategy is mandatory due to the fact that innovative activities (different from conventional ones) occupy a special place in the company’s space, ensuring its development as a whole.

Options for spatial allocation of innovation activities depend on the capabilities of the company and its scale and can be as follows:

• ? creation of scientific and technical departments;
• ? creation of a project team (both an independent unit and within the framework of a project-functional or matrix organizational structure);
• ? creation of an enterprise within a divisional organizational structure;
• ? creation of joint research centers with subjects of the external environment;
• ? acceptance of individual employees performing functions for the implementation of innovative activities.

Stage VI. Evaluation of innovation strategy. The main goal of innovation planning is to assess the achievement (or non-achievement) of certain specific indicators of innovation activity. In the course of monitoring the implementation of indicators, the degree of this implementation is assessed, the causes and consequences of emerging deviations are identified and assessed. From this, the process of adopting a certain system of measures aimed at eliminating the identified negative manifestations should logically follow. In this case, a return to the “Mission and Goals of the Company” stage may occur (if corrective action is necessary).