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the basic vectors of construction and perfection innovatsionyonoj cultures of the organisation

Dynamics of transformations of economic obliges predprinimayotelsky sector sharply to react to such changes. In our opinion, new innoyovatsionnaja economy — an embodiment of ideas SHumpetera about creative razruyoshenii.

In the conditions of uncertainty and dynamically reconstructed markets oryoganizatsijam it is necessary to save competitiveness. It is obvious, that vozmozhyonosti information technologies are not reached yet — will proceed formiroyovanie new potentials for more effective functioning of the markets.

We consider, that the organisations adhering to a principle of a continuity of economy, have minimum chances of successful development in comparison with gibyokimi and the dynamical companies effectively introducing innovations according to requests of time and the markets. We find also R.Fostera and S.Kaplan justified the thesis which notice, that the most successful commercial organisations existing more of hundred years, encourage internal generation of innovations, thus fast and ruthlessly get rid of old and idle products, ideas and techniques. Such approach allows to avoid stagnation and loss konkurentoyosposobnosti.

The indicated authors insist: corporations, whose strategy bases on a principle of a continuity of economy, the markets [142] are doomed to a failure as not in sostojayonii to recognise that is necessary to be changed with the same speed and in the same volumes, as.

Not to admit loss of efficiency R.Foster and S.Kaplan rekomenyodujut to accelerate processes of creative destruction, paying attention, as on
Dynamics of development of the market, and on the operational problems. It means, that it is necessary for organisations to clear in time organizational structure of inefficient systems, replacing their more modern, flexible and dinamichyonymi. Thus, how much this process is organic and developed, so efyofektivno forces of creative destruction will influence on hozjajstvenyonuju organisation structure.

For example, according to the Center of digital transformation of business school IMD, the next five years of 40 % of the in the lead companies can lose the poyozitsii if not will conduct digital modernisation [143]. There is a set resheyony, allowing innovatizirovat activity of the commercial company: roboyotizatsija, introduction of technologies IoT, an artificial intellect and so forth

In such conditions it is important to understand, what approaches to innovative dejatelyonosti to the organisations are necessary for applying to avoid losses in effektivnoyosti and competitiveness.

During the annual research which are conducted by auditorsko-consulting company PricewaterhouseCoopers (PwC) and in which has participated 1200 rukoyovoditelej the commercial companies from 44 countries of the world, it has been revealed, that only 3 % of top-managers consider, that innovations play an insignificant role on them rynyokah.

On other interrogation from PwC, 54 % of managers ascertain attempts preyoodolenija rupture between innovative and business strategy. Thus, it is possible to draw a conclusion, that the majority of the organisations recognise importance vnedreyonija innovations, and also transition to the business model assuming constant iterative generation of innovations for flexible overcoming of complexities in usloyovijah of uncertainty and varying market standards.

PwC also ascertains, that 54 % of the companies are assured of success strateyogii attraction of clients to generation of innovations from early stages of realisation proyoekta.

At the same time also on interrogations PwC, 35 % of the companies consider clients luchyoshimi as partners in development of innovations.

Following important question in system of development innovative aktivyonosti the organisations, in our opinion, are the factors influencing successful introduction of innovations. According to interrogated PwC top-managers to introduce inyonovatsii is most successful the companies at which the culture (65 %), guiding fresh thinking (63 %), imejuyoshchie strong managers (52 %) and accurate business model (47 %) is developed thought over innoyovatsionnaja can, and also those organiyozatsii, whose budget on an innovation assumes increase of financial streams (32 %) [144].

Table 2.1. The basic strategy of innovations on K.Allen

Selectors of requirements Observers behind the market Technological liyodery
Consistently aspire to be pioneers Strategy of followers Advance innovations at the expense of technical dostiyozheny
Initiatively involve kliyoentov in revealing potrebnoyostej and formation of new innovations Direct the basic efforts to creation dop. Costs by step-by-step changes Use technologies equally for poshayogovyh and proryvnyh izmeyoneny
Reveal neartikulirovan - nye requirements Define the new innovations claimed by the market, odyonako, not so it is initiative, as selectors of requirements Least initiative of three strategy from the point of view of direct contact to clients
Define new innovations on the basis of revealing potrebyonostej the market - -

If to concern the basic strategy of innovative activity (tab. 2.1), complete enough classification is given by K.Allen. Its rhetoric will be co-ordinated with K.Kristensena's allocating blasting and supporting innovations theses. Thus certain features are peculiar to each strategy of innovations: selectors of requirements — pioneers of the markets (in bolshej degrees are peculiar blasting innovations), observers behind the market — work in an innovative plane of existing branches (in bolshej degrees are peculiar podderzhivayojushchie to an innovation), technological leaders — corporate giants, razrabatyvayojushchie innovations, as at the expense of own, and external resources [145].

Drawing 2.1. A difference in economic indicators of leaders on innovations and leaders on investments in research and development

According to PwC, most innovatively developed organisations of the world are basically representatives of the USA which innovative strategy moyozhem without delay to carry to item «Technological leaders». The western models upravyolenija allow to be arranged to such corporations under dynamically varying standards of the markets and at the expense of self-reproduced innovations to support vyyosokuju profitability. It is supported by the figures based on data of exchange

NASDAQ and annual reports of the companies: technological giants like Amazon.com, Microsoft, Intel spend an order of 12 billion dollars for research and development. So essential injections in new workings out allow western meyogakorporatsijami to remain claimed on the markets in conditions neopreyodelennosti and dynamically corrected demand [146].

However, it is necessary to notice, what even significant time and the financial resources spent for creation of innovations, do not guarantee result. The information testifies to it from drawing 2.1: finance results of leaders on investments on research and development essentially differ from the most innovative komyopany, is equal as well as a total estimation of innovative development from PwC.

Thus it is necessary to notice, that leaders on expenditure for research and development — the companies, whose estimation is defined by quantity indicators, and leaders on innovations — qualitative. The given feature of the last group speaks that creation of innovations is influenced by the immeasurable factors which effectiveness can be evaluated by means of artificial indexes or estimations.

We believe what more successfully to introduce innovations it is possible in those companies where the effective innovative culture constructed for long years both assuming an innovative and creative mentality among sotrudniyokov and top management is generated.

We believe, that the qualitative approach to management innovative razviyotiem the companies is most perspective and viable, as defines conditions and possibilities for creation of new workings out and generation tselesoobrazyonyh innovations in the conditions of uncertainty. So, on the basis of researches PwC we can conclude, that one of methods of increase in efficiency business-about - tsessov in management of innovative projects can become formation inyonovatsionnoj the culture encouraging creative displays of employees.

Besides, we noticed, that the cultural capital described by P.Burde as the set of sights, belief and values can influence well-being cheloyoveka. We consider, that the made definition is actual and for the organisations as efficiency increase, especially in realities of modern economy, cannot be defined by exclusively business factors. In this case innoyovatsionnaja the culture is capable to project of all organizational processes proyogressivnye sights of chiefs, thereby supplying business prosperity.

To concretise concept of innovative culture, we will notice, that A.A.Chepel and M.S.Osmolovskaja define more the general concept — organizatsiyoonnuju culture — as the social phenomenon which is arising in various organizayotsijah and being various system of values, belief, and also the conventional norms, roles, the rules directing activity of the enterprises [147]. In data konyotekste we can draw a conclusion, that innovative culture — the organizational culture directed on perfection of innovative development organiyozatsii and assuming presence at activity of the company «innovative spirit».

E.A.Larichev, I.Kovach and E.Neverov are assured, that within the limits of increase of efficiency of innovative activity the innovative culture plays defining role and depends on internal qualities of employees. In data sluyochae it is a question of inquisitiveness, creative displays, aspiration to samosoyovershenstvovaniju, ability to generate idea, a professional knowledge etc. following principles are peculiar to [148] Process of construction of innovative culture: command work (prevalence of forms of generation of ideas, mezhdistsipliyonarnogo interactions under the decision of problems), free interaction (otkryyotost communications channels, availability of all workers to dialogue and sotrudyo
nichestva), persistence and sistemnost (introduction of innovative culture treyobuet time), encouragement of competitive spirit in collective (formation of healthy and transparent competitions, plans on achievements) and ekosistema (the environment accompanying innovative activity) [149]. In turn we consider, that ekoyosistema plays defining role in formation of innovative culture oryoganizatsii.

So, speaking about ekosisteme the companies, it is necessary to notice, that many sovremenyonye the organisations aspire to generate innovative culture by means of disposal of standards and formalities in working space and the work flow organisation.

We also believe, that for creative innovative activity vazhyonuju the role is played by environment. The American psychologist-researcher M.Chiksentmihaji confirms, that comfortable working conditions possess to razyovitiju creative processes: the people aimed on creative, creative soziyodatelnuju activity frequently surround themselves with necessary conditions in the form of an interior, the equipment, music, the nature, company and so forth it is logical, that komfortyonye conditions can promote more vigorous and fruitful generation of innovations in the company [150].

Table 2.2. Kinds of the organisation of office spaces

Kinds of the organisation of office space
The traditional Open space Frilans
Features - System with offices and corridors - hot desk

- coworking

- third place

- Complete self-employment

- Partial self-employment

There are two basic concepts of the organisation of labour space: closed (traditional to system with offices and corridors, are peculiar for gosyo
udarstvennyh establishments) and open space (open working space without znayochitelnyh partitions and walls where workers can fast interact, tayokim in the image creating creative conditions) [151].

In this case the modern approach open space can become useful not only in a comfort context, but also in economy of expenses to the small and mobile companies. There are following forms of open spaces: kovorking (koyogda the self-taken businessmen or groups of employees can work over projects on a leased job and freely to communicate), hot desk (constant use of a job at various times different soyotrudnikami — so office resources) and «the third places» (kovorking with convenience elements — for a meeting with clients are saved, sharing in seminars, work on projects).

If to speak, for example, about kovorkinge the given approach is interesting neyopredskazuemostju working atmosphere: the professional from any sphere can nahoyoditsja behind the next table because of what potential communications can prinoyosit unexpectedly positive results. Besides, kovorkingi — carriers atyomosfery creativity, netvorkinga, ease in the labour activity, capable to inspire creative experts for productive work.

Let's add, that there is a practice of complete failure of office. predpriniyomateli, using such strategy, consider, that the job should be comfortable and pleasant, and cares of the organisation of people should not excite — with interested staff such problem disappears [152].

For today the given format of labour activity acquires the increasing popularity. According to the edition "Businessman", on the average on strayonam the European Union the share of the employees working in a remote mode, reaches 17 %. In Japan and the USA the quantity of such workers already reaches almost 40 % from all working. In Russia by conditional estimations — about 2 % [153].

Today it is considered to be, that quality of working space in many respects defines efficiency of the workers who are in such space. PriYOchem some useful changes can be introduced practically free of charge.

So, one of prominent aspects — illumination — should correspond to standards (not less than 300 lux) and to promote comfortable work. The more nonconventional work (plotting, work with details and so forth), the be stronger owe illumination.

Other not less a prominent aspect — comfort. At workers should be doyostatochnoe quantity of sockets, engineering and the equipment for labour activity, convenience elements — for food intake and personal hygiene, in trunk-call zones — necessary quantity of chairs, etc. [154]

We believe, that comfortable and antropotsentrichnaja the labour environment is capable to promote privneseniju in the company of creative innovative spirit. ForYOmat such labour environment probably to borrow for the organisation of own office spaces that is actual for the large companies. It concerns interyoera, severity in corporate formalities in the form of the mode of operation or dress - a code, convenience of a job and its equipment.

Thus, we find expedient to notice, that modern resheyonija in the organisation of working space promote development of innovative activity in the organisation, as comfortable working conditions — important atriyobut to creative activity and essential necessity for employees, zayonimajushchihsja intellectual work.

It is especially actual for young experts with high potentsiayolom for which it is important not only result of their activity, but also the form organiyozatsii work. Such employees can be carried to T-shaped experts — people who have also deep specialisation (a vertical line), and shiyorotoj knowledge in cross-country-functional areas (a horizontal line) [155].

Psychologist Chiksentmihaji spoke about the similar: if at the person is not present vozmozhyonostej to show the creative beginning if its propensity to risk and issledovayoniju meets many obstacles then the aspiration to kreativnosti runs out [156].

Experts RVK (the Russian venture company) in annual analiticheyoskom a material about activity of the Russian companies in the field of innovative management ascertain, that many Russian top-managers tselenapravyolenno impart innovative culture to employees in labour space: desktop football at office, a bright interior, for creative offers and so forth [157] However such measures is not enough system of encouragements. The successful innovative culture arises in such corporate environment where encourage new initsiayotivy, research projects and innovators — even if they do not acquire a fortune.

For creation of innovative organizational culture it is necessary poyotratit some years on formation of an innovative mentality among employees and top management. Such innovative culture of the company predyopolagaet the tolerant relation to errors of the employees trying predloyozhit any innovation.

Many researchers ascertain, that empathy display in the relation not only clients, but also employees, continuous search of new ideas and decisions (especially in unevident areas) will allow to cultivate in corporate thinking of the organisation innovative ideology [158].

At the same time the positive relation of a management to offers sotrudyonikov, creation of conditions for generation and development of innovations, formation inyonovatsionnyh the centres, working out of transparent systems of motivation, expansion of forms of cooperation and netvorkinga in the company will allow to strengthen the positive
Effect from availability of innovative culture as qualitative category innovayotsionnogo management [159].

It is logical to assume, that company top management should become istochyonikom innovative development: it is important to create conditions not for entertainments, and to design the organic labour environment promoting creative intelyolektualnoj activity

It is necessary to notice, that such toolkit connected with principles poyostroenija of innovative culture, requires ordering. Analyzing, principles and actions for construction of innovative culture, we proslezhiyovaem certain laws: the innovative culture is capable to influence practically all lines of business of the organisation — interaction with stejkyoholderami, the organisation of business processes and working conditions, logistics, dokumentoyooborot and so forth

It has been revealed, that features of successful formation innovatsionyonoj cultures are following actions: encouragement of innovative offers and competitive spirit in collective; an openness top-menedzhYomenta; realisation of measures on increase of a share of the innovative goods in general obyoeme gains; maintenance of conditions for generation of innovations, creations prototiyopov, realisations of innovations; creation of conditions for regular command work and interdisciplinary interaction; formation favorable and komfortyonoj the labour environment, absence formalizovannosti and bureaucracy; the organisation of not held down information exchange.

Considering the principles of construction of innovative culture transferred before in which frameworks are indicated above action, we suggest to unite such mechanisms in three basic directions: "Interaction", "Environment" and "Motivation". "Interaction" — creation of conditions for work in koyomande, information interchange, effective dialogue with partners, clients and
Competitors. "Environment" — conditions for such interaction, and also for trudoyovoj activity of each employee (the necessary equipment, ergonomics and convenience of a job, equipment of working space and so forth). "MotivaYOtsija" — interest as top management, and employees in working out and introduction of innovations (system of encouragements, competitions, spirit of rivalry).

Drawing 2.2. The principles defining construction by the innovative

Cultures of the organisation

For revealing of the items requiring perfection, it is important opredeyolitsja, what elements are problem and that it is possible to undertake for doyostizhenija the ideal scenario. As effective toolkit the method of expert judgements, and also the SWOT-analysis can act. By means of such analiticheyoskogo basis, in our opinion, probably to construct strategy of strengthening weak stoyoron and perfection of advantages.

In this case the design command can evaluate a condition of each direction — from the best to the worst. The concrete point will allow postroyoit a tree of decisions depending on character of a problem: in case of positive diagnostics — maintenance of items, at negative — perfection siyotuatsii. produtsirovanie offers on improvement of each of directions it is possible to carry out by means of design thinking toolkit thanking uniyoversalnosti and praktikoorientirovannosti the given approach.

Drawing 2.3. Definition of level of development of each of directions of innovative culture of the organisation

The revealed points of perfection of innovative culture become bayozisom for search insajtov on each of directions: the the state of affairs, the bolshee space for introduction of innovations is worse.

Drawing 2.4. A potential tree of decisions within the limits of a perfection point


Innovative culture in a direction "Interaction"

Potential decisions can be found and developed with the help instrumentayorija frejmvorka design thinking. In the end studied innovatsionyonaja culture in the form of application of modern methods of the organisation of the worker proyostranstva, the organisations of effective interaction of staff and their motivation,
Should become the strong base allowing the company it is effective vnedyorjat innovations and to avoid copying of competitors, fluctuation of the personnel and profitableness loss.

In the light of the theses set forth above the device is necessary diagnostic, pozyovoljajushchy to understand, in what case it is necessary to introduce innovative culture, and also to reveal effective methods of an estimation of level of innovative development — an indicator which will allow to define, how much the company is opened to vnedyoreniju and to development of innovations and, accordingly, encouragement of processes sozidayotelnogo destructions.

In our opinion, is innovative-technological development of the organisation defines readiness level to generate, realise and introduce innovatsiyoonnye workings out. Actually with a similar conclusion act as L.V.PrudniYokova and T.V.Zhiganova, characterising the given term as «constant process of creative activity which is directly connected with reception, vosproyoizvodstvom new scientific and technical knowledge and their concrete realisation, in proyoizvodstvennom the process, leading to market success».

L.V.Prudnikov and T.V.Zhiganova consider, that the estimation of level of innovatsiyoonno-technological development becomes complicated reception problems neobhodiyomoj information (realisation of additional researches is required), the estimation carries fragmentirovannyj character, the system of indicators does not reflect sovremenyonogo a level of development of the technologies, existing indicators do not give possibility to evaluate used "know-how" from the point of view of conformity opreyodelennomu to technological way and level of their progressiveness [160].

Thus, in our opinion, work with innovative projects always soyoprjazhena with risks: under a conducted innovation can not exist the market; such production or can be not necessary at present to consumers, or
In a near-term outlook; a keen competition with available analogues. OdYOnako we consider, that the majority of the organisations in a condition adequately to evaluate the innovative potential, ability to develop and introduce an innovation, ability flexibly to be arranged under forces of creative destruction.

The information for the subsequent analysis of innovative activity okayozyvaet defining effect on quality of a total. In Appendix A sources of the information which in the Russian practice can posluyozhit basis for research of innovative potential of the organisation are represented. UkazanYOnye sources are systematised by S.N.Pavlovoj who notices, that the given classification will be useful during a tentative estimation innovative dejayotelnosti to the company, and also to the subsequent management of innovations [161].

Russian and zayorubezhnye authors traditionally apply a system analysis in which frameworks are actively used ekonometricheskie methods of calculation of those or others pokayozatelej to an estimation of innovative progressiveness of the organisation. In our opinion, L.V.Prudnikovoj and T.V.Zhiganovoj's described methods it is detailed and obobshchenno illustrate existing models of an estimation of innovatsiyoonno-technological development of the organisation.

So, L.V.Prudnikov and T.V.Zhiganova is allocated with following techniques of an estimation of an is innovative-technological level of development of the company:

1. The analysis and an estimation of private, generalising and dynamic indicators, hayorakterizujushchih a technological level of development of the organisation. Private pokazayoteli are formed on three groups: economic indicators (specific consumption of materials, energootdacha, level of yield of technology, tehnologootdacha, resursootdacha an added value, labour efficiency of workers and so forth); technical inyodikatory (technical armament, mehanovooruzhennost, energovooruzhenyonost, factor of the validity of an active part of permanent assets, etc.); ekologicheyo
skie indicators (specific consumption of water on the technological purposes, a share zayotrat on nature protection activity, specific weight of production produced on progressive technologies, ecological compatibility on emissions in atmospheric vozyoduh, etc.)

For a generalising estimation the integrated indicator tehnoyologicheskogo a level of development under the formula settles up:

Where Eo — energootdacha, EKv — ecological compatibility on the consumed water, Ek - vyb — ecological compatibility on emissions in atmospheric air, — tehnologootdacha, Kga — factor of the validity of an active part of permanent assets, MV — mehanovoyooruzhennost, PTrab — labour efficiency of workers.

As L.V.Prudnikov and T.V.Zhiganova's dynamic indicators suggest to settle an invoice rate of intensity of technological development which can be found under the formula:

Where Tpt — rate of change of labour efficiency of workers, %; Tfoa — rate of change of capital productivity of an active part of permanent assets, %; Tmo — rate of change materialootdachi, %; Tekv — rate of change of ecological compatibility on vybroyosam, %; Tch — rate of change of number, %; Tos — rate of change of average stoyoimosti an active part of permanent assets, %; Tm — rate of change of material inputs, %; Tv — rate of change of volume of emissions of harmful substances, %.

2. The analysis and an estimation of private, generalising and dynamic indicators, hayorakterizujushchih an innovative level of development of the organisation. The estimation innovatsiyoonnogo a level of development includes the private indicators characterising such soyostavljajushchie of innovative activity, as innovative potential (uroyo
ven qualifications of shots, labour efficiency on innovative produkyotsii, a share of expenses for technological innovations, level of capacity of an active part of permanent assets, zatratootdacha, etc.), the organisation and management innovayotsionnoj activity (specific weight of research-and-production divisions, factor of a realizability of administrative decisions, etc.), innovative akyotivnost (factor of development of new engineering, degree innovatsionnosti obekyotov a fixed capital, naukootdacha, level of an innovative saturation inyovestitsy, etc.) and productivity of innovative activity (specific weight of innovative production, a share of export of innovative production, degree inyonovatsionnosti an added value, etc.). For a generalising estimation innovatsiyoonnogo an organisation level of development the integrated indicator under the formula settles up:

Where Zo — zatratootdacha innovative production; Kont — factor of development of new engineering; Dip — a share of shipped innovative production in marketed products total amount; Dsob.sr. — a share of internal funds in volume of financing of expenses for technological innovations; DZissl. — a share zayotrat on researches and workings out in total amount of expenses on technological inyonovatsii; DEip — a share of export of innovative production; Urkval — a skill level of workers of the organisation taken in innovative sphere.

As dynamic indicators it is offered to use rate inyotensivnosti innovative development which settles up under the formula:

Where Tpti — rate of change of labour efficiency on innovative production, %; Tzo — rate of change zatratootdachi, %; Tno — rate of change
naukootdachi, %; Tch — rate of change of number of the staff participating in innovative activity, %; Tz.t. — rate of change of the sum of expenses on tehnoyologicheskie innovations, %; Tz.iss. — rate of change of the sum of expenses on issledovayonija and workings out, %. The third stage includes an estimation of interrelation of innovative and technological levels and the integrated indicator characterising an innovayotsionno-technological level of development. For revealing of interrelation, an estimation of its availability and narrowness it is conducted korreljatsionno-regressionnyj the analysis.

During researches in L.V.Prudnikovoj and T.V.ZhiYoganovoj's given direction the indicators, making most essential impact on dynamics of such components of is innovative-technological level, as inyonovatsionnyj (zatratootdacha innovative production, profitability innovayotsionnoj production, etc.) and technological (energootdacha, resursootdacha dobavyolennoj costs, etc.) levels of development have been revealed. For a generalising estimation innovatively - a technological level of development of the organisation settles up integrated poyokazatel under the formula:

Where EO — energootdacha; EKvyb — ecological compatibility on emissions; RO (DS) — resursootdacha an added value; That — tehnologozatratootdacha; Zot — for - tratootdacha innovative production; Bales — profitability of innovative production; Dip — a share of innovative production in total amount proizvedenyonoj production; Dz — a share of expenses for researches and workings out in total amount of expenses for technological innovations.

According to L.V.Prudnikovoj and T.V.Zhiganovoj, the presented technique of the analysis and an estimation of an is innovative-technological level of development of the commercial organisation allows to generate toolkit of an estimation of a technological level of development, an innovative level of development and innovatively-tehnologicheyoskogo level of development which assumes realisation of a stage-by-stage estimation kazh -

dogo from levels on the system offered by indicated authors private, inteyogralnyh and dynamic indicators, supplementing with their estimation of availability and narrowness of interrelation [162].

We recognise validity of the transferred techniques of an estimation of the innovatsiyoonno-technological development, described by L.V.Prudnikovoj and T.V.ZhiganoYovoj. However we consider, that at the heart of the analysis of innovative progressiveness orgayonizatsii the simple and accessible model aimed at search weak and strengths also in a behavioural plane should lay. As criteria for the analysis and an estimation the aspects connected with search, development and adaptation of innovations can act. Effective functioning of the given segments of innovative process depends on administrative decisions and the existing organisation biz - bore-processes.

It is necessary to notice, that revealing of the problems connected with nonacceptance sovreyomennym by the Russian business of an innovative way of development, it is caused by influence of behavioural factors of leading managers. In our opinion, the given problem lays in the field of psychology where the reason of such nonacceptance is «the brake of cultural traditions».

Such model of behaviour assumes organic tearing away top-meYonedzhmentom an innovative way of development because of unavailability to changes, fear of losses of short-term privileges, absence or artificial podavyolenija kreativnosti at employees, top management conservative views on economy and management methods. We believe, that for organisation development proyotsessy creative destruction should concern and shots — inefficient leave, on their place come more productive and flexible.

On the basis of the allocated vector the author sees possible to mention two most popular estimated models — the SWOT-analysis and a method of expert judgements (further — MEO).

If to speak about the SWOT-analysis the given tool allows opredeyolit: what strong and weaknesses of the company, what influence of an environment and as the company can resist to it in what success of activity of the company, and also it is necessary to introduce what strategy.

As is known, the SWOT-analysis consists of 4 directions defining abyobreviaturu «SWOT»: Strenghts — company strengths, it is favourable otlichajuyoshchie from competitors; Weakness — weaknesses of the company which on otnosheyoniju to competitors do not give any advantages; Opportunity — possibilities, the environment of the market accessible to each of players; Threats — threats, the environment of the market reducing it perspectivity for all players [163].

As to MEO collective of authors I.B.Maxim, V.P.Stoljar and L.B.Kozhevnikova notice, that at the decision of any operational problems organiyozatsii resort to recommendations of competent experts — experts. SpoYOsob the tax of opinions and arguments of experts has received the name of a method of expert judgements.

In this case the indicated authors decipher concept "expert" as the person, capable to express the given reason opinion on an investigated question.

Are known a little key MEO: a method of achievement of a consensus, diayolektichesky a method, a dictatorship method, delfijsky a method, a collective method.

As the indicated authors, most popular of MEO javljayoetsja delfijsky ascertain a method or a method "Delfi". Such method is defensible approaches for the collective analysis of problems, search of optimum decisions and prognoziroyovanija. The basic method of reception of such estimation is interviewing which we also find the important tool in an estimation of level of innovative progressiveness of the organisation [164].

Considering the above described techniques and positions, we offer diagnostiyochesky the tool — system of innovative progressiveness in the form of interrogation, reyokomendovannogo for use by businessmen and top management in tseyoljah definitions of is innovative-technical development of the organisation.

The toolkit borrowed from issleyodovatelskoj of a part innovative frejmvorka design thinking — empathy, deep interview, supervision can become basis for interrogation. So, having interrogated employees and top management, having visited the organisation (industrial shops or the trading areas), it is possible to bear more valuable "live" data which will allow to reveal progressive and lagging behind elements of organizational culture.

4 key blocks are offered: culture, business processes, behaviour, reyosursy.

The first block — culture — urged to show, the innovative culture is how much developed in organiyozatsii: encouragement of internal innovations, corporate competitions, stimulation of initiative and vigorous employees, blagoprijatyonaja the labour environment and so forth

The second block — business processes — will help to reveal, innovayotsionnaja the culture takes what role in organisation business processes: when the last innovative project, how much flexible and accessible structure upravyolenija has been realised, whether there is an innovative strategy and so forth

The third block — behaviour — is responsible for correct reaction from top management on duly and pertinent introduction of innovations and obnovleyonie: progressiveness of the chief, availability of braking stimulus, presence of motives at employees and top management and so forth

The fourth block — resources — will define possibilities of the organisation for reyoalizatsii innovations: financing, the initiative employees, necessary funds.

Each answer assumes an estimation from 1 to 3. The sum of significances of data otseyonok will allow to reveal level of innovative development on each block. For reliability of an estimation interrogation is offered to pass as it is possible bolshemu for quantity
Employees or only to top management. If interrogated it is a lot of, the estimation on a concrete branch is approximated to an integer. If to conduct interrogation it is impossible, the researcher can put down marks independently by means of tools empathy, supervision and deep interviews. The interrogation contents is presented in the Appendix.

Let's assume, «the Company And» and "Company" Would aspire to reveal level of innovative progressiveness. Employees and top management of the organisations proyoshli interrogation on all to 4 criteria. The company And types on 9 points by criteria "Business processes", "Culture" and "Behaviour", however, only 5 — on "Resources". The company Would type 8 points by criterion "Business processes", 7 points on "Culture", and also on 6 in criteria "Behaviour" and "Resources".

Drawing 2.5. An example of the diagramme of innovative progressiveness

At the modelled scenario the diagramme (fig. 2.5) it is evident prodemonstriyoruet strong and weaknesses in the organisation of innovative processes on kazhyodomu from blocks.

If to continue logic, that continuous innovative development — the most productive way of evolution of the commercial organisation, expediently

To draw a conclusion, that progressive innovative culture — the base for tayokogo developments. In the given foreshortening it is important to be defined, in what cases it is necessary to introduce innovative culture.

As the author pursues a problem to construct complex system of perfection of management of innovative development of the organisation, diagnoyostichesky the block should be interconnected. Having total estimations on 4 blocks (Culture, Business processes, Behaviour and Resources), we can define innovayotsionnyj character of the organisation: "conservatives" (from 12 to 19 points), "optimizayotory" (from 20 to 25 points), "innovators" (from 26 to 31 points), "pioneers" (from 32 to 36 points).

Let's simulate 4 scenarios: the Company 1 types 3 points by criteria «Biz - bore-processes» and "Culture", "Behaviour" — 4 points, "Resources" — 5 points », total — 19 points; the Company 2 types 5 points by criterion« Business-about - tsessy "," Culture "and" Behaviour »— on 6 points,« Resources »— 7 points, total — 24 points; the Company 3 types on 8 points by criteria« Culture "and" Business - processes "," Behaviour »— 9 points», "Resources" — 5 points, total — 30 points; the Company 4 types on 9 points by criteria "Culture" and "Behaviour", «Biz - bore-processes» — 8 points, "Resources" — 7 points, total — 34 points.

Table 2.3. A diagnostic appraisal plan of level innovative progressivyonosti the organisations

The name Estimated characteristics
Conservatives

(12-19)

Optimizatory (20-25) Innovators (26-31) Pioneers (32-36)
The company 1 19
The company 2 24
The company 3 30
The company 4 34

So, by means of the indicated system we could identify on otseyonochnym to points level of innovative progressiveness invented kompayony. In our opinion, objectively to consider characteristics "innovators" and "pioneers" target.

Offered interrogation gives the chance to be defined with a vector of efforts in innovative management of the organisation (strengthening of strengths, and also removal weak). Thus the system of innovative progressiveness answers the brought attention to the question before — in what cases it is necessary to introduce innovayotsionnuju culture. To demonstrate the assertion drawing 2.6 will help:

Drawing 2.6. Levels of development of innovative culture

Proceeding from the received data, it becomes obvious that to introduce innovayotsionnuju culture is necessary in insufficiently innovatively developed organizayotsijah, carried to characteristics "conservatives" and "optimizatory". HarakteYOristiki "innovators" and "pioneers" as it was marked above, — should become primeyorom for more conservative-minded managing subjects. However it does not mean, that "innovators" and "pioneers" should stay on the innovayotsionnom development. Competitive realities of modern economy, in our opinion, mean constant iterative process of self-improvement, kotoyoryj is justified not only competitiveness and efficiency preservation, but also removal of available defects.

It is important to notice, that the offered toolkit, in our opinion, naiboyolee it is actual and effective, as assumes use such instruyomentov, as empathy, supervision, deep interviews which are applied in the approach design thinking. "Live" data allow to reveal real proyoblemy the companies which by means of mathematical models or other techniques to define it is not obviously possible.

Together with it, describing advantage of following to an innovative way of development and importance of availability of innovative culture, it is important to realise, innovations are how much necessary to the commercial companies.

M.Chiksentmihaji is assured, that creativity is necessary for a survival cheyoloveka in the future. However, together with it, the scientist warns: to trust in neizyomennuju advantage of progress as it is unreasonable, as well as completely it to deny [165]. poyoetomu we will notice, that blind following to processes of creative destruction noyosit somewhat nigilistic character. Any innovation should be duly and pertinent, instead of is subject to "a novelty syndrome».

Also it is necessary to notice, that innovative reforming of the organisation not always happens justified. Especially when such reforming bases on the superficial analysis of the market, organizational processes; otsutyostvuet support and understanding from a management and collective; obstacles in a way of introduction of innovations are not eliminated; an essence and the reform purposes not up to the end sforyomulirovany also are economically inexpedient.

However it is important to realise, that owing to dynamically varying ekonomicheyoskih ways, the markets, interests of consumers the obligation lays down on businessmen and top-meYonedzhment adequately to react to such changes, poyoskolku adherence to a principle of a continuity, static character of economy as we have found out before, will lead to competitiveness loss.

Unconditionally, it is impossible to assert, that realisation innovative proyoektov needs to be planned in compliance with rigid terms or to fix objazatelyonoe number of new workings out in a year. Innovations should be necessary to the market, potreyobitelju — only in that case innovative activity of the organisation will be successful.

In case of reasonable encouragement of innovation at functioning innoyovatsionnoj to culture, in our opinion, to the organisations will probably take under konyotrol processes of creative destruction, and also to achieve high rezulyotatov in the markets in sredne - and long-term prospect.

2.2.

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A source: Gejderih Pavel Vitalevich. the NEW APPROACH To MANAGEMENT of INNOVATIVE DEVELOPMENT of the ORGANIZATION With APPLICATION of CREATIVE TOOLKIT. The dissertation on competition of a scientific degree of a Cand.Econ.Sci. Kursk - 2019. 2019

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