418
The development of a strategy for the innovative development of energy enterprises based on
global trends, modern principles and methods, as well as on the basis of the formation of effective
management systems is presented as a combination of such complementary elements as planning, the
formation of an organizational structure and practical methods, carrying out the necessary procedures
or processes, attracting the necessary resources.
The growth in the development of new technologies or the choice and formation of a strategy
for the development of innovation requires an expert audit of all activities of enterprises in all
industries, including the energy sector. An energy audit will help identify problem areas of companies
and determine the most important issues, the solution of which can
have a decisive role in the
development of enterprises. An audit by an expert company can provide reliable information about
the financial condition, the level of qualifications of personnel, the optimal amount of resources, the
state of research and material and technical bases, the potential for the development of
innovations,
the availability of necessary resources or its shortage, and ultimately all this data can create an
opportunity selection of priority directions for the development of the enterprise.
Based on the results of these analyzes and forecast data, it is possible to identify and
systematize the problems of innovative development of the electric power complex, which can be
divided into two groups:
1. The first group includes all the problems of the enterprise that the enterprise is able to solve
based on its innovative capabilities.
2. The second group includes all problems that the enterprise is not able to solve due to some
reasons or insufficient development of innovations in the company.
Dividing the problems of an enterprise into these groups will provide an opportunity to
identify those issues that the enterprise should focus on solving and the solution of which can make
it possible to achieve certain goals.
An accurate identification of the enterprise's problems can become
the foundation for the
construction of an innovation strategy and identify the right development paths that the enterprise
should pay attention to in order to achieve effective results.
Although innovative development is often considered as the introduction of certain new
technologies, in fact, taking into account all the features of each situation and the diversity of
enterprise goals, we can say that choosing the direction of innovative development, taking into
account all facets of the subject’s activity, is a rather labor-intensive and yet complex task. One of
the main requirements in this process is the selection of the most suitable innovations in each
individual economic system.
The search and selection of the most correct directions for the formation of an innovation
strategy must meet certain requirements, which depend on the significance of the goal. The level or
criteria of requirements depend on the level of the problem, the solution of which is the goal of the
strategy. Requirements may be such as compliance with the corporate policy of the enterprise, the
demand and complexity of solutions, the availability of all necessary resources for the development
of
new technologies, the correct orientation of temporary factors that are determined taking into
account the risk of changes in the market situation, revision of the management system and
improvement of its means and methods for creating the best option for coordinating innovation
processes, as well as creating or updating goods and services of the enterprise.
When studying all these problems and requirements for an innovation strategy, we should not
forget that they tend to change under the influence of temporary factors. According to the principle
of dividing problems into two groups that was proposed earlier, we can concentrate our attention
precisely on those problems whose solution is more likely, and after a certain time, problems from
the second group can move into the first if their solution became possible due to changes in
capabilities company. And also those problems that were in the first group and have already been
solved are completely excluded.
Thus, with the correct distribution of capabilities and the desire to achieve strategic goals, the
tasks of innovative development
are constantly updated, the solution of which will allow the
419
enterprise to achieve new levels and obtain the maximum effect from the introduction of new
technologies. This, one might say, progressive change in the composition of groups is the result of
proper management of the process and can become the basis for quality development. Depending on
the content of the problem, several types can be defined that differ in the scale and complexity of the
solution. The most common are the following:
- achieving a high level of competitiveness of manufactured products, with the ultimate goal
of increasing profits;
- advanced training of personnel at all levels responsible for innovative development, in order
to obtain the maximum effect from the innovative potential of the enterprise;
- solving problems related to social or environmental issues and the safety of innovative
projects. These problems change their structure based on the characteristics of the activities of each
enterprise. In addition, they can determine the most necessary form of innovation implementation in
existing conditions.
An effective mechanism for implementing all the solutions provided
for in the innovation
strategy can become a lever of influence on problem areas and fundamentally solve the problems of
successful innovation implementation. This mechanism must take into account all the features of the
enterprise and be developed specifically for a specific industrial entity. It should also be noted the
influence of the positive or negative aspects of the developed mechanism, which subsequently may
either appear or disappear with the development of innovative activity.
Innovative strategies of industrial enterprises are based on the individual capabilities and state
of the production park of each economic entity separately, taking into account the characteristics of
each. To determine the level of the technological park of any enterprise, the following indicators are
studied: the enterprise’s orientation towards R&D as a promising path of development and the amount
of research costs; level of innovation potential of the enterprise; the ratio of meeting the needs of the
enterprise to new technologies with its capabilities. When developing a strategy for introducing new
technologies, you should initially rely on reliable forecast data.
The forecast of the financial capabilities of any business entity should determine the following
characteristics:
- the manufacturer’s ability to compete and the potential volume of profit. Both of these
characteristics can be considered as market potential.
- availability of all necessary resources and means for the continuous operation of the
enterprise;
- the difference between the expected amount of income that was
predicted and the actual
amount of profit of the enterprise. Sales of new products in case of negative differences or desire to
expand production.
Forecast data is necessary to conduct a thorough analysis of the innovative activity of the
enterprise, as well as to determine the technical condition for choosing the development path of the
enterprise.
This forecast can be carried out in technological, functional areas or in the product direction.
The results of specialists’ forecasts serve as the basis for identifying the most relevant areas of
innovative development and assessing all parameters. Here, the company evaluates the difference
between the financial data of today and the forecast period, with the subsequent intention of
eliminating them. For this assessment, it is necessary to conduct an in-depth study of the compliance
of the new technologies being introduced with the capabilities of the enterprise and market demands.
By studying all market trends and the conditions for introducing innovation, you can find out
which innovations, under what conditions, are most acceptable for development by certain
enterprises. Before making a decision, it is worth conducting a thorough analysis of the
correspondence of the resource capabilities of the enterprise, for which the analysis of the areas of
innovation and R&D is carried out, to the prospects expected from the implementation of these
innovations.
420
In reality, most often there are models for the formation of an innovation strategy with the
main direction of activity development, which was designated after most of the above activities, but
secondary goals are still retained or the main goal is branched out to support all the interests of the
enterprise. The results of these measures create specific data and a good opportunity for detailed
calculations, which can reveal the future tasks of the organization.
