Forms of organization of innovative activity. Features of organizational forms of innovative activity

Innovative activity aims maintaining the competitiveness of enterprises, it cannot be discrete. Its continuous implementation requires significant investments with a significant degree of risk to the effectiveness of their development. To reduce the risk, a number of special organizational forms for the implementation of innovative activities are used (Fig. 1).

Picture 1. Organizational forms innovation activities

Remark 1

In state scientific centers, the coordination of the strategy for the development of science and technology of the state with the social and economic interests of individual subjects of scientific and technical activity is ensured.

As part of corporate structures scientific centers and laboratories implement R&D begin development and production of new types of products.

Risk divisions of enterprises are autonomously controlled, small specialized production, which is engaged in the development of new technologies. It is a small business that contracts with ideation groups, investors, and innovation consumers.

Venture firms open to the commercialization of the results of scientific research in high-tech and knowledge-intensive areas with a significant level of risk. They carry out various commercial scientific and technical activities, develop and implement the latest technologies, future income from the use of which is not predetermined.

Science and technology parks(technoparks) is a certain research and production territorial complex, which was formed with the aim of creating favorable conditions for the development of knowledge-intensive, innovative small and medium-sized client firms engaged in the development of production and the implementation of innovative products on the market. They are independent organizational structures created in the field of scientific services and science. In the very structure of the technopark there can be educational, information technology, information, advisory, marketing centers, industrial zones.

Technopolis is a large scientific and industrial complex, consisting of a university, research institutes, residential areas. The technopolis creates the most favorable conditions for the development of the latest scientific trends and the organization of high-tech industries.

Remark 2

IN Lately Much attention has been paid to the problems of forming clusters of innovative technologies, or chains of interconnected enterprises, technologies and industries that ensure the development of the most promising science-intensive sectors of the economy.

Among the main forms of organization of the innovation process are usually distinguished:

administrative and economic form;
program-target form;
initiative form.

Administrative and economic form of the innovation process

In the administrative and economic form, it is usually assumed that there is a research and production center - a medium-sized or large-sized corporation that combines research and development, as well as the production and marketing of a new product, under its leadership. Most of research firms and experimental design developments, operate in various industries.

Program-targeted form of the innovation process

This form solves the problem of a scientific and technological breakthrough, especially in progressive industries: microelectronics, biotechnology, nanotechnology. A program-target form of organization of the innovation process, which provides for the work of program participants in their organizations and the coordination of their activities from a single program control center. It is also effective to form (usually, on a temporary basis) a new organization in order to solve one or another major problem. Such a structure is called a pure program-target structure.

Remark 3

To improve the efficiency of links between scientific research, design and development of fundamentally different new types of industrial technology, engineering centers, university-industrial or university research centers are organized. These centers are managed by councils that develop a research plan and organize R & D in agreement with customers.

Initiative form of the innovation process

The initiative form of organizing innovation processes consists in financing advisory, managerial, scientific, technical and administrative assistance to inventors working alone, initiative groups, or small firms created with the aim of mastering technical or other innovations. The significance of such organizational and economic mechanisms can be explained by the specific features of the innovation process itself, especially in its early stages, when the degree of uncertainty is high. The main emphasis is placed on the human factor.

Remark 4

The practice of foreign firms confirms the high efficiency of the initiative form. For example, in the United States, small firms with less than 300 employees that specialize in the creation and production of new types of products produce almost 24 times more innovation per $1 invested in R&D than huge corporations (with more than 10,000 employees). ), and 2.5 times more innovations per employed employee. Most large firms, seeking to intensify innovation processes, actively form organizational and economic conditions for employees who are able to become initiators and implement serious innovations.

One of the progressive forms of organization of innovation activity are technology or business incubators- elements of innovative infrastructure, complexes providing a variety of services in different innovative forms for firms that are in their infancy. Such services can be informational, consulting, in the form of leasing property, equipment, premises, etc. After the “incubation period” is over, the client firm leaves the incubator and begins its independent activity.

Remark 5

Today, there are more than 2,000 business incubators in the world, whose activities make it possible to accelerate the implementation of innovative projects, help spread advanced technologies, provide employment for the population, increase the competitiveness of existing companies, develop backward sectors of the economy in regions, strengthen business culture and entrepreneurial ethics, etc.

Business incubators in Russia usually provide services such as:

business basics training;
information Services
financial and accounting management;
marketing support;
attraction of business specialists, etc.

Innovation management

Organizational forms of innovation

Korneichev O.N.

Introduction

1The essence of the organization of innovative activity

2Classification of scientific and technical (innovative) organizations

Chapter 2 organizational structures

Chapter 3. Small innovative enterprises

Chapter 4. Venture (risk) innovative enterprises and technology parks

Conclusion.

List of used literature

Introduction

Organizational form has a significant impact on project management. First of all, it is necessary to answer the question: What is innovation? "Innovation - innovation" in a broad sense means updating an object, otherwise - making some change in it. Any changes actually carried out always lead to the same result - the characteristics (properties) of the object change. In other words, innovation (innovation) transfers an object from one qualitative or quantitative state to another. It is legitimate to ask the question: “Which one?” The correct answer would be: "At any and not necessarily the best."

Innovation is essentially a set of actions and its practical result in using the achievements of scientific and scientific and technical activities in a specific field of science, engineering, technology, organization in order to improve the characteristics of the control object. Thus, innovations reflect the processes of obtaining, accumulating and using new knowledge and new information.

The information basis of innovation is manifested in the possibility of distribution (replication, diffusion) of innovation at any stage of its implementation. The original idea of an innovation, an invention as a result of scientific research, a result of designing (development) of an innovation, a result of manufacturing (implementation) of an innovation can spread. Innovation management is a management system for the development and development of any innovations aimed at improving and developing the management object and increasing its capital. Innovations can be: manufactured products (goods, products, tour products), production and domestic services, manufacturing processes, methods and methods of organizing, performing, testing, monitoring, evaluating, stimulating, etc. Innovation management processes in world practice are called innovation processes.

Chapter 1. Characteristics of the main organizational forms of innovation

1 The essence of the organization of innovation

Organization of the innovation process - an activity to unite the efforts of scientific and technical personnel on the basis of relevant regulations and procedures, aimed at accelerating and increasing the efficiency of innovative development. The purpose of the organization is to streamline the innovation process, improve its characteristics, eliminate losses associated with the repeated conduct (duplication) of research and development, the incomplete use of existing discoveries, the slow implementation of the “research-production” process. Features of the organization of the innovation process are associated with inherent uncertainty. The uncertainty of achieving the goal, i.e. the probability of obtaining a positive result is only 5-10% at the stage of fundamental research, increasing at the stage of applied research to 85-90%, and in the development process - up to 95-97%. However, even at the later stages of the innovation cycle, the uncertainty of the time and costs required to achieve the effect remains significant. Rigid rationing of terms and costs reduces the likelihood of obtaining a given result, and the regulation of the result and terms is associated with the assumption of the possibility of a significant transfer of funds. In short, the organization of the innovation process is based on taking into account its probabilistic nature, the statistical nature of the laws operating here.

The organization of the innovation process in a broad sense includes the organization of the scientific and production cycle (determining the specialization and responsibility of organizations, their size, location, establishing the sequence and order of work), organizing the work of personnel and organizing management. High rates and efficiency of product renewal, technological processes, their competitiveness (in the domestic and foreign markets) is largely determined by the organizational component of the innovation mechanism. At the same time, a special role is played by organizations in which the main work on the creation and development of innovations is concentrated - industry research and design institutes, experimental and special design bureaus, design bureaus and departments of enterprises (associations), joint-stock companies. IN general view scientific and scientific-technical organizations (regardless of industry and regional characteristics, sectors of science) can be classified in the following way:

research institutes (NII);

design bureau (KB);

design and technology institutes (PTI);

design institutes (PKI);

At the same time, a scientific (scientific and technical) organization should be understood as a specialized and isolated economically independent institution, the main purpose of which is to conduct scientific research (fundamental, search and applied) or scientific and technical developments (design, technological, design, organizational). Scientific organizations (institutions) include organizations that systematically conduct scientific research in a particular field of knowledge and branch of science according to a plan scientific works, compiled taking into account the needs of the market for innovations (innovations) and public interests, having sources of funding for research.

1.2 Classification of scientific and technical (innovative) organizations

To make the right decisions on the creation of new (small innovative firms, including venture, etc.) and the improvement of functioning scientific and technical organizations, their classification is necessary. They can be classified according to the following criteria:

in terms of the scope of work - international, intersectoral, sectoral, sub-sectoral, as well as all-Russian, republican, regional. At the same time, we note that branch scientific and technical organizations can be all-Russian and republican;

by the degree of coverage of the process "science" - production "- scientific, scientific and technical, technical, scientific and industrial;

by degree of specialization, profile - research institutes, design and technological organizations of a narrow and broad profile;

according to the degree of legal and operational-economic independence - organizations that have and do not have the right of a legal entity;

by the nature of the final product - organizations that expand scientific knowledge (discoveries, trends, dependencies, schemes, principles of work),

creating new types of products (machines, devices, footwear, materials, etc.), developing technological processes, developing forms and methods of organizing production and management.

Organizational forms of innovative activity and their prevalence largely depend on industry and regional characteristics. About the variety of forms of organization of scientific and technical developments in the industry that fit into the above classification, a certain idea can be obtained by the example of mechanical engineering. Mechanical engineering is the most branched branch of industry and the most progressive, science-intensive on a national scale. Scientific and technical (innovative) developments in mechanical engineering are mainly carried out in seven organizational forms:

research and design institutes (NIPKI);

independent design bureaus (OKB, SKB, PKB, SKTB);

design bureaus (KB) at associations (enterprises) and design departments (SKO, OGK, KTB) of enterprises. Such design bureaus are not only industrially, but in most cases territorially connected with those enterprises that they mainly serve;

scientific-research and design-technological institutes of narrow and

general profile (NIPTI);

Research Institute of Organization of Production (NIIOP) and Research Institute of Feasibility Studies and Information (NIITEII);

state design institutes (GPI).

These established organizational forms of innovative developments differ in their purpose, the scale of the tasks to be solved, the individual types of work performed, and their leading directions. Such a division does not mean the creation of certain types of products in scientific research institutes, others in design bureaus, and still others in OGKs. There are many varieties of forms, a wide division of labor between them. So, in aircraft engine building, a new engine design is being developed in the Design Bureau, which has its own experimental base, which can produce prototype and bring it to fruition, and the SKO of the plants are only working on the direct implementation of these projects in production and their partial improvement. In the machine tool and electrical industries, innovations (innovation) are developed in research institutes, special design bureaus and OGKs, i.e. all the main forms of organization of scientific and technical developments are functioning.

Chapter 2 Formation of new, progressive organizational structures

In the practice of innovative activity, organizational forms have mostly justified themselves. But the changed conditions of production, the complication of social needs and the need to increase the competitiveness of innovations require the search for new forms of innovation. To date, there have been two groups of progressive forms of innovative activity that ensure the integration of science and production. The first group of these organizations has shown its effectiveness, has gained a certain distribution and requires only further improvement of their activities. These include:

research and production associations (NGOs);

intersectoral scientific and technical complexes (IRTC);

engineering centers;

temporary scientific and technical teams;

specialized implementation organizations;

regional scientific centers.

The second group of organizations is associated with the development of market relations, which led to the emergence of fundamentally new organizational forms of innovative activity.

Fundamentally new forms of integration of science and production (the second group) include: science and technology parks, small innovative enterprises, venture organizations, financial and industrial groups (FIGs). Many of these organizational forms are in the process of formation, development and economic experiment. There is no clear definition of their role and place in the system of scientific services, their rights and obligations are not specified. But, nevertheless, based on the experience of individual industries and organizations, it is possible to determine the forms of communication between science and production, which at the stage of transition to market relations seem more appropriate. In this regard, small business in the field of innovation, i.e. small innovative enterprises, including venture (risky), is the most progressive new form. In recent years, the role of small innovative enterprises (organizations) has increased dramatically. This is due, firstly, to the possibility of equipping such organizations adequate to their size. modern technology(micro-computer, microcomputers), which allows to conduct scientific developments; secondly, a new form of financing (risk capital); thirdly, the reluctance of large enterprises (firms) to develop fundamentally new products and carry out technological restructuring of production. The latter was especially pronounced during the years of transition to market relations.

Chapter 3 Small innovative enterprises

Small innovative enterprises (SIEs) are characterized by autonomy, relative independence, and are designed to address issues of restructuring production and improving the efficiency of socio-economic development indicators. But the most important feature, characteristic only for small innovative enterprises, are specific ways to achieve the goals of an economic and social nature. Such ways are the development and implementation of various innovations (product, technological, managerial, etc.), increasing the competitiveness of products and production, creating an environment of innovation on the scale of the city, industry, region and country as a whole. Such an important feature cannot be taken into account when determining the content of a small innovative enterprise. With this in mind, the definition of a small innovative enterprise can be formulated as follows. Small innovative enterprises are relatively new business entities in the field of market economy characterizing independence and adaptability, designed to fulfill the tasks of restructuring production, expanding international scientific and technical cooperation and increasing the prestige of the country in the world through the development, development and implementation of innovations (primarily fundamentally new ones) and creating an environment of receptivity to various innovations.

1 Advantages and importance of small innovative enterprises

Over the past 15-20 years, in many countries of the world, a transition has begun from mass production within the framework of large industrial complexes and corporations to small industrial structures, to prompt consideration of consumer requests that place high demands on the quality of products and services provided. In this transition, a special role is assigned to SIE, which is explained by the advantages of their functioning. To the advantages of small innovative enterprises that contribute to improving the efficiency of introducing innovations, taking into account the peculiarities modern production, relate:

faster adaptation to market requirements;

flexibility of management and efficiency in the implementation of decisions;

a great opportunity for the individual to realize his ideas, to show his abilities;

flexibility of internal communications;

implementation of developments mainly at the first stages of the innovation process, the implementation of which requires relatively low costs (about 2% of the total amount);

lower need for initial capital and the ability to quickly make progressive changes in products and production process technology in response to market requirements (local and regional);

relatively higher turnover of equity, etc.

Small innovative enterprises have significant competitive advantages, often require less capital investment per employee than large enterprises, and make extensive use of local scientific, labor and information resources. Owners of small businesses are more inclined to save and invest, they always have a high level of personal motivation to achieve success, which has a positive effect on the overall performance of the enterprise. In the development of the economy, small innovative enterprises occupy a special place. Their significance is determined not so much by high economic efficiency as by the focus of SIE activities on the introduction of science-intensive types of products and technological processes, on increasing the competitiveness of production in individual industries and in the economy as a whole. Small enterprises in the scientific and technical sphere have allowed Russia to retain a significant part of highly qualified personnel. Small technological enterprises are engaged in bringing research and development to a finished market product, producing small batches of products. They play a linking role between science, production and the market, carry out orders for market-oriented research and development, and promote development to the market. Funds invested in innovation infrastructure lead to increased employment and increased tax collection. Small enterprises take part in accelerating the processes of restructuring industries and reforming enterprises, introducing effective mechanisms for the interaction of large enterprises with small ones that are able to integrate into technological processes, produce the necessary components and provide all kinds of services. Specifically, the role of small innovative enterprises is manifested in the following: creation of new jobs; introduction of new goods and services; meeting the needs of large enterprises; providing consumers with special goods and services. By their nature and peculiarities of functioning, SIE tend to be regional and local conditions. Therefore, in recent years, SIE began to develop intensively in the regions of Russia. This is facilitated by the fact that the regions have greater autonomy in expanding the range of products, financial support for the innovative development of the economy and international scientific and technical cooperation. Each region is a specific economic entity with clearly defined boundaries not only of a geographical, organizational and legal nature. In addition, the approach to the formation and functioning of a small innovative business enterprise with a regional bias is also expedient from the point of view of the federal type of state and budgetary federalism.

Chapter 4 Venture (risk) innovative enterprises and technology parks

As part of small enterprises engaged in innovative activities, their specific form is spreading - risky business ( ventures). These organizations are characterized by a small number of staff, high scientific potential, flexibility and purposeful activity. They are mainly engaged in search and applied research, design and development and development on their basis of new types of products, technological processes, organizational and managerial decisions. In this they differ from common forms of small business. The value of risky (venture) organizations is not limited to innovations. They form a new innovation and investment mechanism that meets the requirements of the restructuring of production and rapidly growing social needs. The advantages of venture organizations include the fact that, by developing fundamentally new technologies and products, they can simultaneously identify the most promising areas of innovation and the dead-end path of research development, which leads to significant resource savings. The significance of venture organizations also lies in the fact that they stimulate competition, pushing large associations (companies) to innovative activity.

Investing in venture capital enterprises is characterized by a number of features:

funds are provided for a long period on an irrevocable basis and without guarantees, so investors take a big risk;

equity participation of the investor in the authorized capital of the company (association);

participation of the investor (investors) in the management of the established venture organization.

Venture organizations can be of three types: 1) corporate; 2) internal ventures; 3) independent.

Corporate venture structures (they may have various varieties) are designed to increase the flow of new ideas and technologies to enterprises from outside, which will speed up the process of modernization and product renewal and, ultimately, increase the competitiveness of enterprises in the market.

Internal ventures are relatively independent and are created as part of large associations (companies). In this case, the subdivisions gain independence in choosing areas of research, organizing work, and forming the personnel of an innovative enterprise.

Independent venture organizations are aimed at finding and developing fundamentally new innovative solutions, mastering prototypes and bringing the results of development to the level of commercialization. They can work on their own initiative and by order.

Technoparks are also progressive forms of organization of innovative activity. They support the development of innovation and facilitate the transfer of ready-made scientific and technological innovations to the market. For the first time technology parks appeared abroad. So, the first technopark was created in the 1950s. at Stanford University (USA). At present, it is the largest technopolis with about 8,000 innovative firms.

There are many types of technology parks, the main purpose of which is to strengthen the links between research, development and business. These connections give rise to small high-tech enterprises, contribute to the accelerated promotion of the results of scientific research and development to the market. Therefore, the main function of technology parks is to integrate science and business. The financial result of the activity of the technopark is the profit from the implementation of the results of scientific and design work, etc., which belongs to its organizers in accordance with the adopted charter. Almost all technology parks are formed on the initiative of the state with the involvement of private firms, which are the only ones allowed for financing. There are the following main types of technoparks: scientific, technological, business incubators, technopolises.

Main function scientific park - carrying out theoretical, fundamental and applied research. For knowledge-intensive firms at different stages of development and limited in financial and material resources, the park provides an opportunity to conduct scientific research for a sufficiently long time.

The technology park is a research and production complex that provides the development of technologies, their transformation into a commercial product and transfer to production, testing and certification of products, after-sales service, expert evaluation of technologies. The production base of the park is determined by the capabilities of the founding firms.

Business incubators are complex diversified complexes and are designed to educate and support small businesses, provide them with innovative services and train personnel. Create business incubators large companies, local authorities, government departments, private foundations. The business incubator, being, in essence, a kind of technopark form, performs its functions, supporting firms that overcome the pre-launch period, for a strictly limited time (the incubation period is 2-3 years).

Technopolis is a research and production complex created on the basis of a separate small city with a developed infrastructure and ensuring its vital activity. Technopolises are mainly attended by large companies interested in research and development of new firms. As a rule, technopolises are associated with electronics, biotechnology, computer science, high-precision engineering and other science-intensive industries, as well as the priority development of science-intensive technologies, the concentration of scientific forces in those areas of science that will determine the level of production in the 21st century. It should be noted that there is no single and orderly model for creating technology parks. Moreover, the theoretical base substantiating the necessity and specificity of the conditions for their creation, ways and methods of achieving them financial stability, has not been sufficiently developed. Nevertheless, there are more than 40 technology parks in Russia, which include several hundred small innovative firms. The concept of technoparks in Russia has the main goal of creating qualitatively new organizational and economic conditions for the effective use of the country's scientific and technical potential within the framework of small science-intensive enterprises integrated into technoparks.

Conclusion

The planning and management of R&D projects bear the imprint of R&D's inherent uncertainty. The main elements of planning and management: defining the project and setting its goals, a plan for achieving these goals, means for comparing the achieved and planned levels of parameters, managerial impacts. As the project moves along the path of "R&D - R&D - production - market", management undergoes significant changes.

When planning a portfolio of projects, it is advisable to limit the number of projects based on an acceptable level of risk. The most important thing may be to prioritize the timing of the project, rather than its importance.

None of the organizational forms satisfies all the criteria for meeting R&D tasks. The matrix management structure and venture management are most suitable for R&D. In the future, large firms will probably use hybrid forms of R&D organization: matrix for long-term "ordinary" projects and venture capital for "special" short-term ones. It should be noted that the organizational structure only forms the basis, but does not guarantee the achievement of the goals of scientific and technological innovation.

This topic is relevant, like the whole theory of management. In the new millennium, our country must learn to live in a market economy, the most important condition for this is highly qualified managers. The ability to identify and analyze the elements of the organization and external factors is the key to the company's success.

innovative venture technopark

Bibliography

1.Innovation management: Textbook for universities / Ed. V.M. Anshin, A. A. Dagaev - M .: Delo, 2003;

2.Korotkov E.M. Management concept. - M.: Deka, 2003;

.Mukhamedyarov A.M. Innovation management: Proc. Benefit. - 2nd ed. - M.: INFRA-M, 2008;

.Ogoleva L.N., Radikovsky V.M. etc. Innovative management: Proc. Benefit. - M.: INFRA-M, 2001;

5.Fatkhutdinov R.A. Innovation management. Textbook for high schools. M.: UNITI, 2005;

6.Khuchek M. Innovations at enterprises and their implementation. - M.: Luch, 2002.

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The activities of modern enterprises differ significantly from the activities of enterprises in the 1990s, which is due to the following provisions:

the attitude to the results of labor activity is radically changing, a high intellectual level is required in 70% of all modern professions;

instead of "a system of technology with interchangeable human resources", an enterprise becomes "a living organism, which has the property of homeostasis, determined by effective leadership, politics, organizational culture, influence, team";

a rather limited composition of “key employees” (“professional core”) is formed, the amount of knowledge of which makes the organization different from others;

the number and volume of activities that are performed under the contract are sharply increasing (according to some companies, up to 80% of the cost of final goods and services is the cost);

three groups of personnel are formed (highly qualified specialists and managers, personnel working under a contract; "flexible workforce", attracted temporarily), each of which differs in contractual obligations, the degree of involvement and the expectations associated with them;

the development of information technology leads to a reduction in staff working in offices and industrial premises, and the cost of creating working conditions.

The main differences between small innovative firms and large organizations are as follows:

- small firms successfully function under the influence of the considered factors driving their development;
- constraining factors are forcing small firms to either merge into large organizations, either expand or close;
- the bulk of innovative small firms operate at the R&D stage, and large organizations work more often at all stages of the product life cycle; on average, the number of employees at the R&D stage is about 100 times less than at the stages of development and production of innovation (innovation).

Table 1.4

Classification of innovative organizations

Classification sign	Type of innovation organization (IO)
1. The level of novelty of innovations	1.1. Leading innovators are innovative enterprises that are the initiators of innovations, which are then picked up by other innovating enterprises - followers; 1.2. IOs focusing on new scientific discoveries or pioneering inventions; 1.3. IO that create new needs and contribute to the development and better satisfaction of existing needs; 1.4. IOs that create basic innovations; 1.5. IO creating modified innovations; 1.6. AI creating new generations of technology
2. Level of specialization	2.1. IO specialized at a separate stage of the innovation life cycle; 2.2. IO specialized on a particular problem; 2.3. Complex IO, combining several stages of the life cycle of innovations;
3. The stage of the life cycle of innovations at which the innovative organization operates	3.1. Strategic Marketing: Marketing Research Organization (R&D); 3.2. Basic research: research institutes (NII); 3.3. Applied research: research associations (R&D); 3.4. Development work: specialized design bureau (KB); 3.5. Technological preparation of production: design and technological organization (PTO); 3.6. Service organization
4. Type of innovation organization strategy	4.1. IO-violent - a strategy typical for organizations operating in the field of large-scale production with mass production at lower prices 4.2. IO-patient -- the strategy is typical for enterprises with a narrow specialization 4.3. IO-explerent - strategy is associated with the creation of new or with a radical transformation of old market segments 4.4. IO commutator is a strategy that increases customer value not through super high quality, but through individualization
5. Legal form	5.1. Individual entrepreneurship for individuals; 5.2. Economic partnerships and companies; 5.3. Limited Liability Company; 5.4. Company with additional liability; 5.5. Joint stock companies(open and closed); 5.6. Subsidiaries and dependent companies; 5.7. Production cooperatives; 5.8. State and municipal unitary enterprises; 5.9. Non-profit enterprises: unions, associations

The structure of an innovative organization is a combination of production and organizational structures.

The production structure of the organization is a set of main, auxiliary and service departments of the organization that ensure the processing of the “input” of the system into its “output”: finished product, innovation.

Organizational structure -- a set of departments and services involved in building and coordinating the functioning of the innovation management system, developing and implementing management decisions to implement a business plan, an innovation project.

Table 1.5

Organizational structures in innovative activities

Forms of organizational structures	Description of structures
Virtual Organizations	Organizations that use as much as possible Information Technology, and forming with widely distributed autonomous links. These are organizations specializing in the production of products (works, services) with the aim of instantly and targeted, at the request of the customer and in various regions, to create a huge number of their options and models. They are built according to the following principles: the abolition of relations of preferential subordination; geographical dispersal; separation of the development process from the decision-making process; use of telecommunication processes; availability of free access to information; combining key competencies and technologies; teamwork customers, managers, performers
Network form	Represents a group of people united in a management company to conclude contracts with industrial enterprises, transport agencies, trade intermediary firms and retailers united in a network. The network form arose in the 80s. XX century. Instead of a sequence of commands in the management hierarchy of network organizations, a chain of orders is built, any functions are implemented on a contract basis. The features of network organizations are as follows: the use of the collective assets of several companies located at different points in the value chain; use of market mechanisms for managing resource flows; growing interest of participants in the final results of activities
circular shape	It is characterized by the opportunity for each member of the organization to participate directly or through representation in solving all problems; the ability of members of an organization, individually or collectively, to make and implement decisions that affect only those who make those decisions. Each leader creates a Council, which consists of a leader who heads the council and a direct subordinate of this leader.
Organization of the "internal market"	The main principles of building organizations of the “internal market” (domestic entrepreneurship, intrapreneurship) are: 1) transformation of the management hierarchy into internal business units; 2) creation of economic infrastructure for decision-making; 3) corporate management for organizing joint activities. The core of the structure of the organization "with the internal market" are new enterprises formed on the basis of production units for the manufacture of products (services). Ancillary divisions are commercial centers that sell their services to other divisions. The network of business relationships formed as a result of the interaction of all functional units forms the "internal market economy"

The main forms of organization of innovative activity are:

industrial enterprises;

small innovative enterprises;

research institutes (NII);

higher educational institutions (universities);

technology parks;

industrial parks;

science parks;

technopolises;

innovation and technology centers;

business incubators;

technology transfer centers.

TECHNOPARKS

Technoparks are the most “old” (they began to be created in Russia in 1990) and widespread form of the new, so to speak, market, organizational elements of the infrastructure of the scientific and technical sphere.

Technopark is a form of organization of innovative activity, which is a compactly located complex that includes scientific and educational institutions, experimental design and technological organizations, manufacturing enterprises, exhibition complexes, service departments, organizations that provide comfortable living conditions for employees.

The main characteristics of the activity of the technopark are shown in fig. 1.9.

Rice. 1.9.

BUSINESS INCUBATORS

Significantly closer to solving the problem of improving the innovation sphere of the region will allow further development in the ITC structure of business incubators capable of creating favorable conditions for the emergence and effective operation of small innovative (venture) firms that implement original scientific and technical ideas.

The main tasks of business incubators are presented in fig. 1.12.

Rice. 1.12.

Technology Transfer Centers

The main goal of their activity is to promote the commercialization of scientific and technological achievements and innovative potential in the market of goods and services.

The Technology Transfer Center (TTC) is focused on the following:

§ training of specialists in the field of innovative entrepreneurship and technology transfer;
§ Creation of high-tech companies;
§ work with large corporations.

The structure of the CTT should be focused on the entire innovation cycle:

- fundamental research;
- applied research;
- pre-project, design work and technological preparation;
- pilot production;
- industrial production.

Rice. 1.13. Directions for the development of technology transfer centers

The organization of innovations is a means of streamlining and regulating the actions of individuals and autonomous groups of employees, focused on achieving, through joint and coordinated actions, the goals of creating and implementing innovations of any kind and orientation, varying degrees of novelty and complexity, practical value and effectiveness.
Organization of innovation includes:

Subject of innovation activity.
A set of processes and actions of an organization aimed at performing the necessary functions in innovative activities.
Structures that ensure the internal ordering of the system and the improvement of the relationship between its elements and subsystems.

The subjects of innovation activity are heterogeneous, heterogeneous and diverse firms, companies, associations, universities, scientific institutes, technopolises, technoparks, etc.
Organizational forms of innovation activity are closely related to the new principles of management based on the synergy of centralized and decentralized structures. The peculiarity of innovative development lies in the fact that it is based on the need to take into account two conflicting trends.
The organizational form of innovation processes should be understood as a complex of enterprises, a separate enterprise or their subdivisions, characterized by a certain hierarchical organizational structure and a management mechanism corresponding to the specifics of innovation processes, providing a justification for the need for innovation, identifying the main ideas for their creation, determining and using technology and organizing innovation processes for the purpose of practical implementation of innovations.
On the one hand, the innovation process is a single flow from the emergence of an idea to the implementation, development and deployment of production. At the same time, all stages of the innovation life cycle, from the emergence of an idea to its market implementation, are closely interconnected and interdependent. Therefore, ensuring effective innovative development depends on systemic structural interactions that ensure the continuity of stages and the continuity of processes over time, which manifests itself in conditions of an undeveloped market infrastructure and imperfection of market mechanisms.
On the other hand, scientific knowledge, discovery, industrial invention is inherently discrete and stochastic. Numerous studies have established the absence of a correlation between the emergence of scientific knowledge, its materialization and commercialization. Therefore, from this point of view, an enterprise does not necessarily have to carry out a full range of innovative entrepreneurial activities from the R&D stage to marketing and sales.
In the context of improving market mechanisms, a special role, according to the second trend, begins to play intercompany interactions, i.e. processes of diversification, intercompany cooperation, etc. Increasing innovation activity is closely related to these two most important trends: the formation of innovative organizations capable of self-development, and an increase in the incorporation (i.e. inclusion) of innovative structures in the system of various institutions and intercompany interactions. Thus, the properties of organizational forms of innovative activity are presented in fig. 8.

Rice. 8. Properties of organizational forms of innovation

The properties of organizational forms of innovative activity shown in fig. 8 demonstrate the quality of subsystems, structures, elements and their connections within the organization as an open system.
The organizational form has two axes of orientation: the first - on the internal structures, internal interactions of elements, factors and subsystems. This orientation is based on decentralization and independence of departments, which ensures their high maneuverability, efficiency, plurality of forms of organizations, variety of new methods, technologies, products and services, flexibility of structures and management methods.
The second axis of the system is focused on the external environment, it is associated with the implementation of long-term trends, with the stability of the system during external environment. This second trend in the development of the organization is based on the mechanism of consolidation and integration, which creates a synergistic effect, which consists in increasing the effect that arises from combining efforts directed towards one goal. This means that it is more of an effect from a simple" sum of elements, i.e. in complex systems based on self-development and improvement, which include an innovative organization, there is a significant synergistic effect. Internal and intercompany organizational forms of innovative activity are presented in fig. nine.

Rice. 9. Internal and intercompany organizational forms of innovation
activities

The innovation process involves many participants and many interested organizations. It can be carried out at the state (federal) and interstate levels, in regional and branch spheres, local (municipal) formations. All participants have their own goals and establish their own organizational structures to achieve them.
In this regard, innovation activity is characterized by a variety of organizational forms. This is due to the fact that the innovation process covers a variety of areas of activity: scientific, technical, financial, information, marketing, and various interacting organizations participate in its implementation: research institutes, financial and consulting organizations, venture firms, insurance companies. The most common organizational forms of innovation activity are business incubators, technoparks, technopolises, and strategic alliances. A form of support for the formation and development new company are business incubators. (Table 14).
Table 14
The main organizational forms of innovation activity

Organizational forms of innovation	Characteristics of organizational forms of innovative activity
Business incubator	This is an organization problem solving, limited by the problems of supporting small, newly created firms and start-up entrepreneurs who want, but do not have the opportunity to start their own business. A business incubator can be autonomous, i.e. independent economic organization with the rights of a legal entity, or act as part of a technology park (in this case, it can be called a "technology incubator")
Technopark	This is an organization that forms a territorial innovation environment with the aim of developing entrepreneurship in the scientific and technical sphere by creating a material and technical base for the formation, development, support and preparation for independent activities of small innovative enterprises and firms, the industrial development of scientific knowledge and high technologies. Technopark provides conditions for the implementation of the innovation process - from the search (development) of innovation to the release of a sample of a commercial product and its implementation. The subject of the activity of the technopark is a comprehensive solution to the problems of accelerated transfer of the results of scientific research into production and bringing them to the consumer on a commercial basis.
Technopolis	It is a larger zone of economic activity compared to the technopark. It consists of universities, research centers, technology parks, business incubators, industrial and other enterprises whose practical activities are based on the results of scientific and technological research, is an integral part of the international division of labor system and has an environment purposefully formed for scientists, specialists, highly skilled workers. strength. Technopolis maintains close ties with similar structures at the national and international level. In Russia, science cities and academic campuses can serve as the basis for the formation of technopolises
science city	An administrative-territorial entity, the infrastructure of which was formed around a scientific organization, which determines the scientific and production orientation of its production structures. The purpose of creating science cities is to preserve and develop the existing scientific potential, increase its efficiency and create conditions for sustainable development (solving defense problems). The desire to expand the customer base, geography of presence or sphere of influence of the company leads to the creation of partnerships or alliances. Consolidation has become the most common thing in modern business.
Strategic alliance	A temporary cooperative agreement between companies that does not involve a merger or full partnership. The strategic advantages of creating joint ventures and alliances in the implementation of innovative activities are as follows: the use of economies of scale in the production and / or marketing of a new product; access to partner developments and know-how; the ability to penetrate hard-to-reach markets

The organizational forms of innovative activity play the greatest role in the development of a scientific idea and its subsequent materialization. innovation centers . These are technologically active complexes with an established integrated structure of innovations, including universities and research and production firms. Innovative business in this model maintains stable relationships within a vast innovation infrastructure, has developed networks of informal information exchange and the formation of innovation distribution channels. The most famous variant of such an alliance is Silicon Valley.
Innovation centers include:

technological parks (scientific, industrial, technological, innovative, business park, etc.);
technopolises;
regions of science and technology;
innovation incubators.

As presented in Table 14, the purpose of the operation business incubators - ensuring effective incubation (growing) of entrepreneurs, creation of small firms.
There are two forms of participation in a business incubator - real and associative. The second form, unlike the first, provides for the free use of all services provided by the incubator without placing the company directly on the territory of the business incubator.
The legal basis for the relationship between the business incubator and its members is an agreement that defines the rights and obligations of the parties, financial relations, and the duration of the client's stay in the business incubator. For each service, a check is issued to the client. After leaving the business incubator within 1.5 - 2 years, the financial debt must be repaid. In addition, the agreement may provide for deductions from profits in favor of the business incubator (as a rule, no more than 5%), which the entrepreneur pays within 3-5 years after the exit.
There are three main models of business incubators in Russia:
The first type was formed at technoparks, where they function as the main core. Such business incubators operate on the basis of knowledge-intensive production, high technology.
The second type of business incubators is focused on entrepreneurs, mainly associated with the production of consumer goods, with the provision of various repair and maintenance services.
The third type is regional business incubators created to solve economic problems, taking into account regional priorities. A large role in their activities is given to the solution of social problems.
Technopark is one of the most popular in the US and Western Europe forms of functioning of developers of new technologies, with risk firms. Among the great diversity, three main ways for the emergence of a technopark are clearly distinguished.

Employees of university and research centers (SRC) often act as small and medium-sized entrepreneurs, striving to commercialize the results of their own scientific developments (in a number of technology parks, this category of entrepreneurs is more than 50%).
Creation of their own specialized small firms by scientific and technical personnel of large industrial associations who leave their firm to open their own business (sometimes together with colleagues in the laboratory or design bureau). As a rule, large firms do not hinder, but, on the contrary, contribute to the development of this process, since they get the opportunity to subsequently connect to the production of the latest products, if it turns out to be promising.
Small and medium-sized firms in the technopark arise as a result of the transformation of existing enterprises that intend to take advantage of the preferential conditions that exist for the technopark in accordance with state legislation.

The long and difficult path from the development of a new product to its mass production in a technopark is greatly facilitated. In particular, firms are provided with the necessary premises on preferential terms, they have at their disposal fully equipped typing offices, conference rooms, secretariats, as well as workshops for the manufacture of prototypes, laboratories and other premises for R&D. They can get the required advice in the field of production, marketing, finance, patent information. Close cooperation is being established with departments of fundamental and applied research at universities, as well as with research institutes located in the area, not to mention ties with other enterprises of the same technopark. In addition, they are provided with more favorable credit conditions, as well as easier contacts with large manufacturing firms in the region and potential customers.
The most advanced organizational form of innovation activity is technopolis . Technopolis consists of large enterprises (at least 2-3 most advanced industries); a powerful group of public or private universities, research institutes, laboratories; a residential area with modern houses, a developed network of roads, schools, sports, shopping and cultural centers. In addition, the technopolis should be adjacent to a sufficiently developed city, as well as to an airport or railway junction.
A new form of cooperation between industrial firms and universities is science park. Idea: industrial companies create their own research organizations and enterprises near universities, which attract university personnel to work on orders from firms. In turn, scientists have the opportunity to apply the results of their research in practice. This new form cooperation between industry and science allows you to create new jobs.
Also, along with the science park, Table 15 presents new organizational forms of innovative activity.

Table 15
New organizational forms of innovative activity

New organizational forms of innovative activity	Main characteristics
founding center	Represents a new organizational form of innovation activity, a territorial community of newly created organizations, mainly manufacturing and manufacturing services, which has common administrative buildings, a management and consulting system
Innovation Center	Conducts joint research with firms, trains students, organizes new commercial companies. The innovative projects carried out at the center are applied research. If the project has been brought to a stage where the feasibility of implementing the results obtained has been proven, it is financed under a program whose ultimate goal is the organization of a new company. Along with scientific and technical assistance, the center undertakes the financing of a new company at the stage of its formation, as well as the selection of managers
Industrial Center technology	It aims to promote the introduction of innovations in mass production. This is achieved by conducting appropriate expertise, scientific research and providing advice to industrial firms, especially small ones, as well as individual inventors in the development of scientific and technical innovations.
University Industrial Center	It is formed at universities to connect the financial resources of industrial firms and the scientific potential (human and technical) of universities. Such centers conduct mainly fundamental research in areas in which participating firms are interested.
Engineering centers	Universities are created on the basis of large universities with financial support from the government to stimulate the development of new technologies. They carry out a study of the fundamental laws underlying the engineering design of fundamentally new artificial systems that do not exist in nature. Such research does not provide industry with a ready-to-use development, but with a theory within a certain area of engineering activity, which can then be applied to solve specific problems. production tasks. Another function aims to train a new generation of engineers with the necessary level of qualification and a broad scientific and technical outlook. The organizational structure of the centers provides not only for the creative cooperation of engineers directly at each stage of work, but also for the participation of business representatives in management at all levels
industrial yard	It is a territorial community located in the same complex of buildings, mainly small and medium-sized organizations managed by the parent company

The close interweaving of cooperation and competition in recent decades manifested itself in the organization of inter-firm cooperation within the framework of strategic alliances and coalitions. Major technological breakthroughs in social production should be carried out on the basis of intercompany scientific and technical cooperation, which is highly effective. Interfirm cooperation is characteristic of alliances, consortiums, joint ventures .
Entrepreneurial associations, strategic alliances And coalitions are the most attractive in the economy "soft" associated "metastructures". They are considered not only as the cheapest and most effective way to combine joint efforts. In the organization of "soft metastructures", their orientation towards the improvement and development of basic principles and fundamental ideas in production is most important. Competing members of "soft groups" test innovations, as it were, from different sides, while partnership efforts contribute to the concentration of resources in the most important direction.
One of the most important forms of "soft metastructures" are strategic alliances. Their goal is to activate channels for improving production and transfer of new technologies, as well as the implementation of complementary functions in the conduct of scientific research and the implementation of their results. Special meaning have strategic alliances in the form of joint R&D and production activities on the basis of technology transfer, as well as in the form of consortiums.
Strategic alliances in science-intensive industries (in the production of robots, automated production lines, microelectronics) cover several or all stages of the R&D reproduction cycle. This does not prevent a wide variety of types of cooperative agreements on joint scientific activity within the individual stages of the life cycle. Another feature of strategic alliances is Special attention paid to the technological preparation of production and the development of innovations.
The fact is that large companies are often faced with a low susceptibility of the existing production apparatus to the adoption of innovations. Here, the stage of implementation and production of the first industrial design becomes the bottleneck. For the reasons stated above, large companies willingly use the form of an alliance with a small specialized implementation business.
Strategic alliances are faced with the tasks of conducting a complex of scientific research, searching for and training relevant specialists, finding financial resources, organizing laboratories, innovation centers, units for testing and quality control of products. As market requirements tighten and demand diversifies, the alliance's field of activity extends to related and related industries. Diversified alliances have a great advantage over other financial and industrial groups, it is based on the selective ability to maintain a competitive advantage in the market, on the one hand, and on the successful development of promising areas for capital investment, on the other.
A promising type of intercompany integration are consortia. Designed to integrate all stages of the innovation cycle, they are usually created for active research, industrial and foreign economic activity. An example is the Russian Aviation Consortium.
Two types of consortiums are the most widespread in the world market in the innovation sphere. Consortiums of the first type are focused on carrying out their own long-term research work of a fundamental and applied nature. They arise in high-tech industries with predictable long-term success (for example, in the field of communications, telecommunications). The second type of consortia is mainly aimed at priority scientific research of an intersectoral plan. Here, future market success is not yet fully outlined, but scientific research is included in the core scientific and technical policy of corporations and the state.
For example, such consortiums were created in the USA to study solid state physics, the phenomenon of superconductivity, and the study of artificial intelligence. They are created to stimulate R&D "on the side", on the basis of the largest laboratories of universities and research centers. Dozens of the largest corporations provide financial support and control over the results of such consortiums in the US and Japan. This is determined by the importance of innovative development.
One of the forms of intercompany cooperation, along with a strategic alliance, is financial and industrial groups (FIGs) . The main principles of the creation of FIGs include their purposeful formation on the basis of technologically and cooperatively related industrial organizations, which ensures improved manageability, lower production costs, joint liability under contracts and stability of supplies. The key success factors for the organizational and economic interaction of FIG participants with financial institutions is the establishment and development of holding and trust (trust) relations, as well as the prevention of negative monopolistic tendencies in connection with the concentration of capital. The integration of scientific, industrial, financial and sales organizations as the main subjects of FIG activities is ensured by a systematic approach to their functioning in the market economy. A systematic approach allows you to maintain the integrity of this kind of organizational structures, to counteract the impact of external and internal destabilizing factors. The economic justification of projects for the creation of FIGs is based on an examination of the potential effectiveness of the future joint activities of the merged organizations, an assessment of the product market, employment, environmental safety. The effectiveness of FIGs directly depends on the level of risk when creating science-intensive and competitive products. Therefore, insurance institutions are also included in the structure of FIGs, which makes it possible to skillfully manage the existing risks in innovative activities in fairly large organizational units.
On the territory of Russia there are about 5 thousand organizations focused on supporting innovative entrepreneurship. Important research centers and technology parks are located in Zelenograd, Obninsk, Dubna, Novosibirsk, Arzamas, Krasnoyarsk, Protvin, Pushchino, etc.
For example innovation centers, technology parks and technopolises, the importance of innovation infrastructure is especially noticeable, which contributes to the entry of science into the market environment, the development of entrepreneurship in the scientific and technical sphere and the increase in the economic efficiency of innovations. The probability of commercial success of innovations increases dramatically due to the formation of special institutions, organizations and systems for ensuring the innovation process, formed into a single innovation sphere.
The central role in the innovation sphere is played by the innovation infrastructure, which is an organizational, material, informational, financial and credit base for creating conditions conducive to the efficient allocation of funds and the provision of services for the development of innovation activities.
The state of the innovation infrastructure is closely related to the economic growth model and the level of technological development national economy. The innovative model of economic growth, inherent in the most developed countries, is characterized by an increase in the role of intangible, innovative and information growth factors, as well as the rapid development of knowledge-intensive services. In such countries, the development of an innovative structure is based on the creation of a network of consulting, engineering, information, telecommunications services, etc.
The leading role in the innovation infrastructure, in addition to scientific, state and public institutions, is played by investment institutions that contribute to the accumulation of financial and investment resources and diversify the risks of innovation activity. The most important investment institutions here are insurance companies, non-state pension funds, investment banks, investment and venture funds, financial and investment companies.
The plurality of organizational forms of innovation activity at the state, regional and other levels is one of the features of innovation management.
TO intracompany organizational formations innovative activities include brigade innovation, temporary creative teams, risky units associated with corporate business. The process of forming innovative units is aimed at supporting intra-company entrepreneurship and is an important condition for its activation, in particular, when branches with progressive innovation ideas are created within old firms. In addition, this kind of small innovative entrepreneurship can be carried out on the basis of the creation of venture risk firms in contact with venture funds.
Entrepreneurs and managers, specialists from various fields of knowledge, performers are involved in innovative activities. different functions. Specific practice has developed a number of equally specific types and roles of innovators, leaders, and performers. There are such typical carriers role functions in the process of innovation as "entrepreneurs" and "intrapreneurs", "generators of ideas", "information gatekeepers", etc. (Table 16)

Table 16
Typical innovative staff roles

role-playing functions	Main characteristics
"Entrepreneur"	Key figure in innovation management. This is, as a rule, an energetic leader who supports and promotes new ideas, possibly his own, is not afraid of increased risk and uncertainty, is capable of actively searching for non-standard solutions and overcoming difficulties. The entrepreneur is also characterized by specific personality traits: intuition, devotion to the idea, initiative, the ability to take risks and overcome bureaucratic obstacles. The entrepreneur is focused on solving problems of an external order: the creation of an organization operating in the external environment; coordination of company services external activities; interaction with the subjects of the external innovation environment: market promotion of a new product; search and formulation of the need for new developments and new products. And so the entrepreneur occupies such positions as the head of the new product division, the project manager. There are few entrepreneurs in the organization
"Intrapreneur"	An equally important figure in innovation management. There should be significantly more intrapreneurs in the organization. This is a specialist and leader focused on internal innovative problems, on internal innovative entrepreneurship. His tasks include organizing numerous brainstorming sessions, the initial search for new ideas, creating an atmosphere of employee involvement in the innovation process and providing a “critical mass” of innovators so that the company can be considered innovative as a whole. As a rule, this is the leader of a group characterized by increased creative activity.
"Idea's generator"	This is another type of innovative staff. Its characteristic features include the ability to develop a large number of original proposals in a short time, change the field of activity and the subject of research, the desire to solve complex problems, independence in judgments. "Idea generators" can be not only leading scientists and specialists who put forward new proposals, but also engineers, skilled workers, functional service specialists who come up with so-called "secondary" innovations. The traditional practice of informally singling out “idea generators” can be reinforced by organizational decisions: outstanding innovators are given the title of “idea generators” with appropriate incentives and benefits, their activity influences career advancement
"Information Gatekeepers"	They are located at the nodal points of communication networks, accumulate and transfer specialized information, control the flow of scientific, technical, commercial and other messages. They accumulate and disseminate the latest knowledge and best practices, “feed” creative search with information at different stages of creating new products or carrying out organizational and economic changes in the company.
"Business Angels"	Persons acting as investors in risky projects. As a rule, these are pensioners or senior employees of companies. Using them as a source of funding has a number of advantages. Their credit is much cheaper, since unlike risk funds they do not have overhead costs. Practical activities leaders forms basically four main archetypes: "leader", "administrator", "planner", "entrepreneur". All of them are necessary for the successful innovative activity of the company.

The end of the table. 16

role-playing functions	Main characteristics
	It plays its specific role in the process of development and implementation of design innovative solutions. Here, the desire for something new, foresight of the course of business, the ability to communicate with people, the ability to recognize the potential of each person and interest him in the full use of this potential are especially valued.
"Administrator"	Engaged in planning, coordination and control of the implementation of the investment project. In conditions when the successful functioning of a firm and an innovative project at the implementation stage requires tight control and extrapolation planning (i.e. planning for the future on the assumption that current development trends will continue in the future), the emphasis in the requirements for a manager is on his ability to evaluate performance of the company, not on personal qualities
"Planner"	Strives to optimize the firm's future performance by concentrating key resources in the firm's traditional areas of activity and guiding the firm towards achieving its goals
"Entrepreneur"	Although oriented towards the future, it differs from the "planner" in that it seeks to change the dynamics of the company's development, and not to extrapolate its past activities. While the "planner" optimizes the future of the firm in the area of its current activities, the "entrepreneur" is looking for new directions of activity and opportunities to expand the range of the firm's product range.

Innovative activity presupposes the existence of an innovative infrastructure, which includes both market and non-market organizations, firms, associations, covering the entire cycle from the generation of new scientific and technical ideas and their development to the release and sale of science-intensive products, which is a set of interrelated and complementary systems and their respective organizational elements necessary and sufficient for the effective implementation of these activities.
Of course, the listed examples do not exhaust all possible organizational forms of innovative activity. In the process of building up the potential for Russia's innovative development, it is obvious that the number and quality of such forms will increase.