The innovative potential of the company. Abstract: Innovative potential of the enterprise

Innovative activity is the driving force behind effective development modern enterprise. It affects the productivity of work, the ability to flexibly respond to economic market changes and the stability of the company's development in specific conditions. The ability of an organization to innovate is determined by its innovative potential. Proper management of this process will ensure the creation of specific advantages of the company in the market.

The potential of the enterprise includes the following elements:

• Financial - is considered as a combination of: sources of financing, financial stability, solvency, business activity and profitability:
• Personnel - the ratio of employees employed in the creative field to the total number of employees;
• Scientific and technical - the presence of patented inventions, industrial designs, designs, computer programs, own trademark, etc.;
• Production and technical - determination of the age characteristics of equipment, technical condition, indicators of the movement of fixed assets and the effect of use;
• Market - the level of demand for manufactured products, competitiveness.

The growth of opportunities based on the basic resource potential is possible only with the development of all elements and the presence of innovative activity of market participants.

The assessment includes the study of elements of production and economic structures. Unidirectional elements are divided into blocks: product, functional, resource, organizational, managerial.

Methods for studying the assessment of innovative potential are selected according to the designated goal. Two methods are used to determine the potential level: detailed and diagnostic.

detailed method

It is used at the stage of argumentation of innovations and project creation. The method is time-consuming, but as a result, complete information about the enterprise is collected. To conduct the study, a model of the analyzed parameters is created. It consists of a set of qualitative and quantitative normative indicators that will ensure the achievement of goals and guarantee the development of innovative capabilities. Normative indicators are opposed by the actual indicators of the organization. Based on the comparison of the obtained data, lagging blocks are determined, and a modernization program is developed. The method is based on system analysis.

Diagnostic method

It is used to analyze the incomplete characteristics of the indicators of the organization and departments. It is used in the absence of: full information about the company, the necessary time to assess the potential, professionals who own the method of system analysis. For diagnostics, individual elements are determined, for which an expert opinion is given on the level of innovative potential.

To obtain correct results, the interdependence of the parameters selected for diagnostics with other characteristics is taken into account. This approach is able to assess the position of systems or elements by one diagnosable indicator.

When using the diagnostic method, there are:

• Diagnosable elements - problematic elements of the structure that require the elimination of failures and defects;
• Diagnostic parameters are an external manifestation of the system operation, which characterizes the problem.

The characteristic of the internal state of the enterprise includes two structural parameters: resource and functional. The level of wear, aging, resource reserves and organizational structure determines the resource indicator, and the degree of work efficiency - functional.

The procedure for assessing the potential of the organization

The use of assessment methods requires consistency.

A step-by-step diagram of a detailed method for assessing the innovative potential of an organization:

1. Description of the problem.
2. Task formulation.
3. Establishment of qualitative and quantitative values ​​characterizing the level of potential by blocks required for the introduction of innovations. Creation of a model of innovative potential.
4. Establishment of the actual state of resource and organizational capabilities.
5. Assessment of the level of abilities to achieve specific results.
6. Correlation of values ​​of indicators required and actual.
7. Identification of strengths (indicators that coincide with the standards).
8. Identification of weaknesses (indicators that differ significantly from the standards).
9. Rendering integral assessment organization capabilities. Determining the level of solvability of the innovative problem.
10. To strengthen weak indicators, a list of measures is being developed.

Assessment of the innovative potential of an enterprise using a diagnostic method

It is carried out in the following order:

1. Assessment of impacts and nature of management.
2. Condition evaluation external environment.
3. Definition of a list of parameters for diagnostics that determine the position of the organization from the inside.
4. Definition of a list of structural indicators.
5. Identification of the interconnectedness of the diagnostic and structural parameters.
6. Processing of the obtained dynamic indicators.
7. Study of structural quantities.
8. Setting the position of individual characteristics and making a joint assessment of the organization's potential.

Before the start of innovation, in order to present the objective prospects of the enterprise, an assessment of resource opportunities is carried out.

Examples of high innovation potential

The innovative potential of a high-level enterprise is characterized by independent implementation of the development strategy. Such a company provides production with material, organizational and financial resources with its own funds without external assistance.

Company

LLC "Gazpromneft-Orenburg" is a subsidiary of the company "Gazprom Neft". The number of employees reaches 1000 people.

Direction

Engaged in exploration and production of hydrocarbons in the areas of the Orenburg region and the city of Orenburg.

Brief description of the potential

OOO Gazpromneft-Orenburg has a high innovation reserve. Society provides itself with the necessary resources. Independently carries out projects innovative development. Has high financial stability and solvency. The profitability of the company is in the zone of a positive index. The number of employees of engineering and technical specialties with specialized High education exceeds the standard values.

The management of the company is interested in the professional growth of the level of employees of all departments. Long-term contracts have been concluded with leading specialized universities for targeted training and recruitment of personnel, for retraining and advanced training. Our own developments are widely used as part of the innovation strategy. An effective communication model has been built at the enterprise.

Major implemented projects

• Implementation of "multi-stage fracturing" technology using a special acid solution. Result: an increase in the daily production rate by 2 times.
• An innovative program for the utilization of petroleum gas (associated gas) has been launched. Result: The company generates 90% of electricity from its own autonomous sources that use APG.
• Application of advanced 3D exploration method.

The innovative potential of an organization is a set of enterprise characteristics that determine the company's ability to carry out activities to create and practically use innovations.

The concept of potential is closely related to the structure of goals and is usually defined as the "set of capabilities" of an enterprise. Under the potential of an enterprise, it is customary to understand a set of resources that characterize its strength, sources, capabilities, means, stocks, abilities, resources and other production reserves that can be used in economic activity.

The elements of the innovative potential of the organization include:

• - material and technical resources;
• - financial resources;
• - organizational resources;
• - human resources;
• - socio-psychological factors.

The overall potential of an organization can be structured from the production and technological potential, scientific and technical potential, financial and economic potential, personnel potential and the actual innovation potential, which constitutes the core of the entire potential, organically entering into each part of it.

There are complex dialectical links between the innovative potential and other components of the overall potential of the enterprise.

Innovation potential refers to the ability of an enterprise to create new value by attracting all its available tangible and intangible assets for the purpose of its innovative development. IN market conditions innovative potential is formed by all resources that ensure the achievement of competitive advantages of the enterprise through the development and introduction of innovations. Along with the production, financial, marketing, labor, managerial and communication potentials, the innovative potential plays a significant role in the economic growth of the subjects economic activity.

The innovative potential is formed from two main material and intangible components: the innovative potential of material resources; intellectual potential. Each of the elements of innovation potential has a specific use of whole and development, is subject to influence various factors and depending on the level of development can be credited to the strengths or weaknesses of the enterprise.

To conduct innovative processes, an organization must have: free in cash sufficient to finance development; an appropriate material and technical base for the creation and mass production of a new product; employees capable of generating extraordinary solutions. The intellectual resources of the company provide the ability to develop original ideas underlying any innovation process. The level of intellectual potential of the organization determines the capacity of the "portfolio of innovative ideas". The concept of "innovative potential" is interconnected with the concept of "innovative activity". Under the innovation activity is meant the intensity of the implementation of innovative transformations in the enterprise. The innovative activity of the company depends not only on the availability of resources. To a large extent it is determined organizational culture, which includes the principles and obligations on the basis of which the company's development strategy is developed and implemented. Organizational culture reflects the features of the management system in the enterprise, which must be adapted for the implementation innovation activities. The main factor reflecting the innovative activity of the company and influencing the intensity of innovative processes in the enterprise is the susceptibility of management to innovation. Innovative leadership means readiness to implement changes in the economic mechanism of the enterprise, a propensity for risk. Due to the uncertainty that always accompanies the introduction of innovations, the manager must be prepared to incur losses and be able to minimize them.

The receptivity of an organization to innovation depends on the size of the company. It falls as the enterprise grows, the organizational structure of management becomes more complex and activities become routine.

The following indicators can be used to assess the innovative potential of a company:

• - scientific and technical potential (the number of employees with a scientific degree; the number of rational proposals per employee; the number of patents, etc.);
• - indicators of commercialization (the share of new products in the total volume of manufactured products; the number of license agreements, etc.);
• - the duration of the work performed (the value of the innovation lag);
• - characteristic of innovation control system(forms of stimulating innovative activity at the enterprise; participation in the implementation of innovative projects of top management; the level of freedom provided to participants in innovative activity).

The innovative potential depends on the parameters of the organizational structures of management, the professional and qualification composition of industrial and production personnel, the external conditions of economic activity, and the like. Therefore, the assessment of innovative potential is a necessary component of the strategy development process.

The structure of the innovative potential covers those elements of the organization that determine its readiness for change: decentralization in decision-making, a low level of formalization and regulation of managerial work, the ability of organizational structures to flexibly rebuild according to changes in tasks and operating conditions. Centralized hierarchical organizational structures negatively affect the innovative potential, which contradict the creative nature of innovative activity: stable relations and management procedures actively resist any innovation.

The organization's readiness for change involves a detailed assessment of the innovative potential, using the "resources - functions - projects" scheme. This scheme is used even at the stage of justification of an innovative project.

It covers:

• - a description of the problem of enterprise development and the definition of tasks that are included in the program to solve the problem;
• - description of the environment for solving the problem (the state of the internal environment, environmental factors that affect innovation);
• - assessment of the resource potential in relation to a certain innovative task (providing the project with the resources necessary for its implementation);
• - assessing the ability of personnel to achieve certain performance results (resource support for management functions);
• - assessment of the level of providing the project with the functions necessary for its implementation (functional support of the project);
• - determination of an integral assessment of the organization's potential, its readiness to solve an innovative task;
• - determination of the main activities necessary to achieve a certain potential for the implementation of an innovative project (Lapin E.V. Economic, 2002).

Another way to assess the innovative potential of an organization is the SWOT analysis, which makes it possible not only to assess the organization's ability to implement innovations, but also to determine how this ability is affected by the innovative climate of the external environment. The standard SWOT analysis methodology is conceptualized in terms of the innovative opportunities that the business environment and the potential of the organization itself can provide. During the analysis, fix:

• - the strengths of the company's potential, which will ensure that it uses the opportunities that have appeared in the external environment; this helps determine the appropriate strategy for their use;
• - Weaknesses of the potential of the company, which deprive it of the chance to use new opportunities or create threats to its existence.
  Due to the high innovative potential, the organization can quickly respond to changes in the external environment, conduct an innovative search and implement organizational changes. Low potential does not provide such an opportunity; innovations under these conditions are rarely introduced and only when the company begins to feel difficulties in marketing its products. However, developing innovative solutions in response to a problem is inefficient. The innovative policy of the enterprise of the masses, to be the result of in-depth market research, constant monitoring of the actions of competitors, must resist the modern scientific and technological achievements in the relevant industry and the effective use of the intellectual and creative potential of workers. This will enable top management develop optimal innovative strategies that will form the strategic advantages of the enterprise in the long term (Lapin E.V. Economic, 2002).

Organizational management requires a variety of approaches and ways to use the overall potential of the organization. The potential of the organization consists of the resources and sources of their replenishment that it has, its connections, position and organizational system generally. The potential of the organization itself is a source of formation competitive advantage organization and that is why it needs constant development and improvement. The potential of the organization is a strategic resource of the organization, which ensures its stability in inadequate macro-environment conditions, allows you to neutralize the negative impact of external factors. The potential of any organization has the greatest impact not only on the final results of any of its activities, but also on the limits of growth and structural development of the entire organization.

innovation potential competitive advantage

Internal characteristics of the organization that determine the success of management.

Internal variables. Goals, their variety. Organization structure. specialized division of labor. Tasks and specialization. Standardization and mechanization.

External factors environment and innovation areas that affect the effectiveness of management.

direct impact environment. Environment of indirect influence. The relationship of environmental factors. Complexity, mobility, uncertainty, environment change. Factors of macro and micro changes in the external environment.

Innovative organization as an object of management. Features of the innovative organization.

The most important characteristic of the new economy is the intensification of innovation processes, their transformation into a factor economic growth. The results of studies conducted by the OECD indicate that investment in the innovation sector leads to GDP growth at a ratio of 1 to 3, investment in information and communication technologies at a ratio of 1 to 2. In developed countries, 90% of GDP growth is determined by innovation and technological progress.

The innovation process acts as a resultant of many economic factors, objective and subjective, external and internal.

Objective factors include those environmental factors that are caused by long-term trends and are not associated with the volitional decisions of a particular subject. These include economic laws that actively influence innovation activity:

ü the law of receiving and appropriating profit, which can also be called the law of movement of a market economy, since profit is the driving force of production;

ü the law of value, which regulates the development of the economy and determines the need for mutually beneficial exchange in all types of transactions;

ü the laws of supply and demand, which determine the economic mechanism of the relationship between production and consumption;

ü the law of competition, which characterizes the economic mechanism by which objective economic laws are implemented and interact in a particular type of market;

ü the regularity of the cyclical development of the economy, which determines the relationship of business, including innovative activity, and the corresponding phase of the "cycle".

Subjective nature are those factors, the action of which is a direct consequence of consciously decisions taken, among which are:

Innovative policy of the state as the most important component of the state economic policy;

Monetary policy of organizations acting as investors. The implementation of innovative projects is often associated with the use borrowed money, which requires taking into account the high degree of risk of such investments;

strategies of competing firms. The value of this factor is determined by the ability of other economic entities to influence the structure of the market, the intensity of competition, to adjust the receipt of the necessary material resources;

The behavior of consumers, on which the availability of demand for innovations that appear as a result of the development of innovative relations, largely depends. Accounting for this factor for an enterprise engaged in innovative activities implies additional efforts to form future consumer demand for New Product, service, technology, etc.

At the same time, objective and subjective factors are coordinated with each other, interpenetrate and form a system of motivation for the formation of an innovative strategy.

Factors of innovative activity can also be divided into global, determined by macroeconomics and society as a whole, and local, determined at the micro level of enterprises.

Global factors include the political situation within the country and at the international level, competition in the external market, relations with the authorities, tax policy.

In an environment favorable for the implementation of innovations, the center of gravity in innovative relations shifts towards the innovative potential of innovating firms - internal factors that affect the innovation strategy. When the external environment of the economic system is favorable for innovations, they entirely depend on the internal factors of innovation activity.

The innovative potential of an enterprise is presented as a set of material, financial, labor, infrastructural, intellectual information and communication resources. We can single out two groups of factors that determine innovative activity: internal, aimed at establishing and managing innovative activity in an enterprise, and external, contributing to the expansion of the boundaries of innovative activity.

External factors include factors that determine the interaction of the enterprise with the economic and social environment:

ü the use of external sources to support all phases of the innovation process: from discovery and development to commercialization;

ü communication with customers, business partners, investors, competitors, research organizations and universities;

ü lobbying interests in state institutional structures.

Internal factors- these are the essential features of the enterprise that distinguish it from competitors and determine its innovative viability:

ü motivated leadership;

ü integration of technological and organizational and managerial innovations;

ü high productivity;

ü effective relations with the staff, wide involvement of them in innovation process;

ü continuous organizational learning;

ü efficient system marketing that communicates with end users;

ü quality management, infrastructure, organizational development.

Internal factors, in turn, can also be divided into two groups. The first group includes factors that form the system of internal economic relations and ways of interacting with environmental factors. The second group is formed by factors that characterize the "internal resources" of the organization.
The first group of factors is:

The form of ownership of the means of production, which determines the nature of the economic interests of economic entities, in general, intra-company economic relations, including management relations;

Organizational structure that determines the mobility of the economic system in the process of adoption management decisions and the degree of compliance of these decisions with the impact of the external environment;

- "size of organizations", which determines its belonging to the category: "small", "medium", "large" companies;

Industry affiliation, which characterizes the specialization of the company, the main purpose of its activities, market share and competitiveness in the market.

The size of the firm affects its ability to concentrate not only financial, but also human resources for innovation. Ceteris paribus, the larger the size of the firm, the more opportunities it has to divert part of the production resources to the innovation sphere.

The second group of factors includes:

The financial position of the company, which gives an idea of ​​its financial stability, the degree of its dependence on external sources of financing for innovation, its solvency and, as a result, the possibility of obtaining a loan for the implementation of innovative projects;

Scientific and technical potential characterizing the organization's capabilities in the field of R&D;

Production potential characterizing the production base of the company, the ability to produce certain products, production capacity;

Personnel potential, which determines the level of professional qualification of the organization's personnel, necessary for the implementation of innovations.

The restructuring of enterprises acts as a means that forms a system of internal economic relations and ways of interacting with environmental factors.

Restructuring processes can be passive in nature, expressed in the closure of unprofitable divisions, staff cuts, reducing spending on social facilities, debt restructuring, etc., as well as active in nature, consisting in the introduction of new production and management technologies, investment in training, promotion to new territorial markets for traditional products, development of new products and their promotion to the market, etc. In the scientific literature, product (horizontal and vertical), technical and technological, organizational and managerial innovations are among the areas of restructuring.

Product innovation is the most common type of activity Russian enterprises during their restructuring. The essential difference between innovations in general and product innovations in particular concerns the source of innovation activity: whether they are carried out through imitation, borrowing existing technologies or products from other companies, or through our own research and development. In one case, we are talking about imitation, in the second - directly about innovation.

The competitive factor ensures the selection of innovations in the product market. At the same time, competition is also the economic environment of a particular market, in which other economic factors interact.

Between competition and innovation relationship there is a most close connection. In a certain sense, innovative relations are a product of competition, and the results of such relations are a tool in the competitive struggle.

Competition from other companies acts as a significant factor in stimulating innovative activity in the enterprise. Thus, Yu. Simachev notes the inverse dependence of the innovative activity of enterprises on the level of competition in the market. At the beginning, with the growth of the number of competitors in the market, innovative activity increases, and then it stabilizes or even falls. Moderate competition helps speed up the process of innovation. But with the intensification of competition, financial resources are depleted, the innovation process either slows down or stops altogether.

Factors that stimulate the innovative activity of an enterprise are associated with the emergence of new needs and preferences among consumers, a reduction in the life cycle of goods, and an increase in the knowledge intensity of products.

Horizontal product innovations include such forms of innovative activity as expanding the range of goods previously produced by the enterprise; creation of a new appearance and packaging of goods.

Vertical product innovations include such forms of innovative activity as: creation of a qualitatively new product; replacement of discontinued obsolete products; improving the quality of manufactured products; introduction of a new after-sales service system.

With horizontal competition, the growth of innovative activity is a way to occupy new market niches or consolidate in existing niches. With vertical links, innovations are a response to increased requirements for suppliers on the part of buyers of raw materials and semi-finished products, or the desire of suppliers to ensure an appropriate level of product promotion on the market.

Process innovation should be understood as the improvement of the used or the introduction of a completely new technology, modernization of equipment.

Management innovations are aimed at transforming the company's management structure, improving the corporate finance system, as well as personnel management.

If competition is an incentive for innovative activity, then technology transfer becomes a means of penetrating new ideas into the company in a situation where the innovation process occurs through copying and imitation. Transfer over modern technologies most often implemented through horizontal links between enterprises. It's about simply copying a new product, a new technological process, as well as new management decisions from companies operating in the same market, i.e. from competing companies.

To characterize innovative activity, such an indicator as the share of innovative enterprises is used, i.e. those who master new products or new technologies. In OECD countries, the share of innovative enterprises in industry is 53%. In Russia, this figure is much lower.

It should be noted that an innovatively active enterprise in Russia differs significantly from the Western one, because. Western enterprise operates in a highly competitive market, saturated with quality products. Russia, on the other hand, lags noticeably behind the quality standards of the international market. A significant part of new products is new only on the Russian market and is not competitive, and bringing it up to world standards requires such costs and efforts that many enterprises cannot afford. In this regard, three types of Russian enterprises can be distinguished depending on the nature and scale of innovations.

Type 1 - innovative enterprises operating internationally. It is predominantly large enterprises, working for the state order, having a sufficiently developed material and technical base and selling their products on the international market.

Type 2 - innovative enterprises operating at the level of requirements Russian market. These are enterprises whose products are intended mainly for the Russian market and only partially sell products abroad. The production base of such enterprises, as a rule, does not reach world standards, and the implemented innovations mainly affect not the renewal of production, but the improvement of the financial situation and other aspects of the work of enterprises.

Type 3 - enterprises that do not innovate. Unfortunately, the majority of Russian enterprises (78%) currently belong to this type. These are mainly small and medium-sized enterprises with an outdated material base, unloaded production capacities that do not reach foreign market.

A factor capable of activating innovative activity is international competition in the domestic market. In the context of the openness of the domestic market, the economy of an individual country becomes open system, which significantly changes the nature of competition in all market segments. It is quite difficult to carry out innovative activities, focusing simultaneously on the “passive” domestic market and the “active” foreign market. For the development of innovative relations, it is necessary to know the needs, incentives and requirements of the single market. The openness of the domestic market creates the conditions for a chain reaction of the spread of innovations, their multiplication, elasticity of demand in terms of price and quality. At the same time, innovation costs are considered by entrepreneurs as inevitable investments to ensure “survival” in a competitive environment.

The diversified nature of the pre-perestroika economy of the USSR, the high proportion of products in the country's exports from a high degree processing, including science-intensive products, dictated the demand for highly educated people in a wide range of specialties and maintained the high status of science, education and culture. As a result of the economic reforms carried out, the structure of the Russian economy was "primitivized" to a certain extent; in the course of reform and the developed economic crisis, many enterprises, and industries as a whole, were on the verge of destruction. The need for entire industries began to disappear scientific research, in maintaining the high status of education and culture.

In this regard, attention should be paid to one of the most important conditions for the development of the competitiveness of domestic producers - increasing the general educational and professional level. work force country. Our country faces the danger of losing this important competitive advantage, accumulated over decades of thoughtful educational policy, including in the field of training highly qualified workers. The noted circumstances are also supplemented by a tendency to underestimate the cost of labor, especially of higher qualifications, accompanied by degradation and disorientation of the domestic scientific potential.

An important factor development of innovative activity is the quality of the workforce. A higher quality of the labor force, characterized by a higher level of education and qualifications of workers, leads to a more efficient use of production resources. It is the educational level that reflects the creative ability of employees to perceive new ideas that have appeared on the market. The quality of the workforce determines the ability of a firm to carry out its own R&D or copy new products from other firms.

A company that uses the principles of a learning organization becomes an attractive place to work for highly qualified creative workers, improves relationships with customers and partners. Science plays a special role in this. Therefore, it should be closely integrated into production, become a participant in the innovation cycle of development, dissemination and use of innovations.

Competitive opportunities can be judged by indicators of the relative market share controlled by the company, the speed of reaction to changes in the market situation, etc. Technical capabilities are determined by the parameters of the equipment, the technological scheme of production, etc. Of particular note is the power of organizational culture in promoting innovation and the role of strong leadership in creating such a culture.

At present, in any state there is an innovative potential that characterizes the readiness of the economy and society as a whole for technological and social changes and reforms.

Innovative potential - a set of various types of resources that are necessary for the implementation of innovative activities. Types of resources: financial, material and production, intellectual, etc.

The innovative potential determines the innovative activity of economic entities, that is, their ability to produce, implement and perceive innovations, which is necessary condition functioning of the innovative type of economy. Innovative potential can be considered as the result of the implementation of an existing opportunity, a real innovative product (new products, licenses, patents).

The effectiveness of the innovative potential is determined by the final key success factors of the activity:

• The superiority of its product over the product of its competitors, the presence of unique distinctive features of the product;
• Marketing, that is, the study of the interests of buyers, the pace of adoption of new products on the market;
• Technological know-how.

At present, the innovative potential is characterized by the intangible assets of the organization. Therefore, its assessment is based on the data of intellectual capital, and not physical, which in turn has a special specificity (Table 1).

Table 1. Features of assessing the physical and intellectual capital of an organization

The process of formation of innovative potential includes a large range of activities - R & D, marketing, restructuring of the technological base for the production of new products, etc. . Moreover, the process of formation and development of the innovative potential of any organization is cyclical, in connection with this, there are three stages:

1. Formation;
2. Development;
3. Spreading.

At the first stage, the formation of innovative potential is carried out at the expense of labor and capital factors. This stage is the stage of extensive development, where a base of resources and knowledge is created, as well as an awareness of the needs of society. The basis of this stage is the determination of priority directions in the development of society.

The second stage is the development of the organization through the introduction of new technologies. This stage includes the implementation of accumulated knowledge and skills, as well as improving product quality. This stage is the stage of intensive growth. It is accompanied by a redistribution of knowledge into areas of practical application, in-depth processing of resources and an increase in product quality. Here the organization moves to a new qualitative level, which is characterized by an increase in the growth of the welfare of all its members.

The third stage is the dissemination and use of the developed potential. The lack of measures at this stage can lead to the aging of the innovative potential of the company and the lower stage of production.

The main factors influencing the development of innovative potential:

• Clear definition of needs and strategy for the release of new products;
• Potential utility and its realization;
• Cooperation and communication as a project selection system;
• Amount of resources and evaluation of innovations.

The development of innovative potential implies the need to develop and implement a strategy that allows you to keep it in working condition. At the same time, it is necessary to ensure the correspondence between the innovative potential of the external environment and the potential of the organization's partners in the market. From the point of view of marketing, innovative potential is in continuous interaction with the external environment. It, in turn, influences its formation, but at the same time it changes itself under its influence. The innovative potential of the economy as a whole is an environment for developing the potential of individual organizations (economic entities). However, organizations form the innovative potential of the economy as a whole. In this case, it is the study of the potential of organizations that is the predetermining link in the study of the potential of the entire economy.

In order to ensure the active development of innovative activity, it is necessary that organizations function with various types potentials . Scientists distinguish the following classification of potentials:

• Explerents - characterized by small size, flexibility, implementation of the qualities of a leader, etc.;
• Violents - provide economies of scale, attracting the necessary resources;
• Patients - special knowledge of technologies and market segments;
• Commutators - maintaining the market through local needs.

At various stages of innovation activity, economic entities with different types of potential are activated. At the stage of creating innovations, enterprises are gaining their activity - explerents, which are characterized by a combination of obsession with an idea with full financial responsibility for achieving the goal. Violet tapes, whose main characteristic is the possibility of mass production, are more active at the stage of replicating innovative products.

At the stage of differentiation - the spread of new technology, the main acting role belongs to the patient firms, which ensure the emergence of improving innovations. And at the last stage - the stage of maturity - with the active action of violets and patients, switching firms develop, which carry out pseudo-innovations - cheap copies of leading goods, but thereby act as connecting links in the structure of the economy.

One organization cannot be successful in all strategies, but it can realize its potential when interacting with other enterprises, while offsetting its weaknesses. For example, the large investments necessary for explorers, which they cannot attract on their own, become available with the support of powerful violets. For the latter, interaction with explorers, as well as with commuters and patients, provides flexibility and dynamism of development.

The absence of organizations with one or another type of potential in the innovation market limits the development of the economy. According to a number of researchers, it is the complete absence of explerents, as well as the insufficient number of patients and commuters, that has become the main reason for the slowdown in scientific and technological progress in the domestic economy.

Scientific adviser:
Sorvina Olga Vladimirovna, candidate technical sciences, Associate Professor, Department of Economics and Finance, Tula Branch of the Russian Academy of National Economy and Public Administration under the President of the Russian Federation, Tula, Russia

Through the development of potential goes the development of the organization and its divisions, as well as all elements of the production and economic system. The development of the organization is considered as a reaction to changes in the external environment and therefore is of a strategic nature. The choice and implementation of an innovation strategy depend on the state of the innovation potential, and therefore its assessment is a necessary current operation.

The innovative potential of an organization is a measure of its readiness to perform tasks that ensure the achievement of the set innovative goal, i.e., a measure of readiness to implement an innovative project or program of innovative transformations and introduce innovation.

The internal environment of the organization is built from the elements that form its production and economic system. The elements are grouped into the following blocks:
product (project) block - activities of the organization and their results in the form of products and services (projects and programs);
functional block (block production functions and business processes) - the operator of the transformation of resources and management into products and services in the process labor activity employees of the organization at all stages of the life cycle of products;
resource block - a complex of material and technical, labor, information, financial and other resources of the enterprise;
organizational unit - organizational structure, process technology for all functions and projects, organizational culture;
control block - general management of organizations, management system and management style.

The innovative potential is assessed according to the scheme: resource (R) - function (F) - project (P). A project or program refers to the release and implementation of a new product (service), line of business. The tasks of assessing the innovative potential of an organization can be set in two planes:
private assessment of the readiness of the organization to implement one new project;
integral assessment current state organizations with respect to all or a group of already sold products.

The needs of practice put forward the need for two schemes for analyzing the internal environment and assessing the innovative potential: detailed and diagnostic.

A detailed analysis of the internal environment and assessment of the organization's innovative potential is carried out mainly at the stage of justifying innovation and preparing a project for its implementation and implementation. With great labor intensity, it provides systemic and useful information.

The scheme for assessing the innovative potential of an organization in an active analysis of the internal environment is as follows:
a description of the systemic normative model of the state of the innovative potential of the organization (its internal environment) is given, i.e., those qualitative and quantitative requirements for the state of the potential for all blocks, components of blocks and parameters that ensure the achievement of this innovative goal and its subgoals (according to goal tree);
the actual state of the innovation potential is established for all blocks, components and parameters;
the discrepancy between the normative and actual values ​​of the parameters of the organization's potential is analyzed; strong (with a margin or exactly corresponding to the normative model) and weak (significantly or slightly inconsistent with the normative model) sides of the potential are singled out;
an approximate list of works on the innovative transformation of the organization (strengthening strengths) is compiled.

Time constraints, the lack of specialists capable of conducting a system analysis, the lack or inaccessibility of information about the organization (especially when analyzing the innovative potential of competitors) force the use of diagnostic approaches to assessing the innovative potential of an organization.

The diagnostic approach is implemented in the analysis and diagnostics of the state of the organization according to a limited range of parameters accessible to both internal and external analysts.

Mandatory conditions for qualitative analysis diagnostics:
knowledge of the system model and, in general, system analysis of the object under study should be used;
it is necessary to know the relationship of diagnostic parameters with other important parameters of the system in order to assess the state of either the entire system or its part based on the state of any one diagnostic parameter;
information about the values ​​of the used diagnostic parameters must be reliable, since when the parameters are limited, there is a risk of losses due to an inaccurately defined diagnosis of the system state.

If the “personnel” element in an innovative organization acts as a diagnosed element (block) of the system, then the state of this element can be used to diagnose the state of the innovator’s system as a whole. The diagnostic parameters that characterize external manifestations will be input and output (relative to the "innovator" system) parameters. These are external parameters. Input: the number of specialists with an academic degree, the cost of wages etc. Weekends: the duration of the work performed (the duration of the LCI phases and the entire cycle, the duration of the project or program); competitiveness, quality of products, services, projects; the cost of performing work; layoffs and relocation of employees; the amount of work performed, etc. As diagnostic parameters, integral indicators of the efficiency of resource use are also used (integral not in the sense of generalizing private parameters, but in the sense of efficiency: the ratio of input parameters to output parameters, i.e. the ratio of the resources used to the results obtained) , for example, labor productivity, product profitability. If the input and output parameters are absolute indicators, then the integral ones are relative.

Diagnostic parameters can be local (private), indicating one defect of the system (a characteristic of the internal state of the system, expressed by a structural parameter), and complex (general, generalized), indicating a number of defects, shortcomings (structural parameters), a number of elements, subsystems of the company .

Diagnostic parameters can also be dependent, when several diagnostic parameters are required to detect a defect in the internal state of the system, and independent, when one diagnostic parameter is sufficient.

The internal state of the system is described by structural parameters (should not be identified with the parameters of the organizational structure of the firm). In turn, structural parameters are divided into resource and functional. Resource structural parameters characterize the depreciation (physical and moral) of logistical, informational, financial and organizational funds(technology, methods, organizational structure). Functional structural parameters characterize the rationality, efficiency of the system in relation to the use of resources and organizational potential, the control impact.

In terms of the “personnel” element, the resource parameters will be: competitiveness, cooperation, loyalty to the company, skills and experience, average age team, etc. Functional parameters: the level of professional and qualification division of labor, specialization and combination, cooperation; taking into account the personal characteristics of employees and managers, etc.

Holding diagnostic analysis requires certain skills and information base. The scheme of diagnostic analysis and assessment of the innovative potential of the organization is as follows:
maintaining a catalog of control actions;
maintaining a catalog of the state of the external environment in statics;
maintaining a catalog of diagnostic parameters characterizing external impacts on the organization;
maintaining a catalog of structural parameters characterizing the internal state of the organization;
establishing the relationship between the structural and diagnostic parameters of the organization;
monitoring of diagnostic parameters and processing of statistical data;
assessment of structural parameters;
assessment of the state of particular parameters and determination of the integral assessment of the organization's potential.

To solve analytical problems using the assessment of innovative potential, special questionnaires and questionnaires of varying degrees of detailing of parameters are developed.

First of all, it is proposed to use more general questionnaires for block assessments, in which experts put down their assessments on a five-point scale:
5 - very good condition, completely satisfying the normative model for achieving the innovation goal - is classified as very forte innovative potential;
4 - a good state that satisfies the normative model, does not require changes - a strong point;
3 - average condition, requires some limited changes to bring it up to the requirements of the regulatory model;
2 - poor condition, needs major changes - classified as weak side innovative potential;
1 - very bad condition, requires radical changes - a very weak side. The assessment is carried out by an expert group of specialists of the organization numbering at least five people.