Performance indicators for the development of the model of innovation development

The analysis shows that the views of scientists about the content and initiators of innovative processes evolved and found implementation in 6 generations of models of innovation processes.

The first (1G) and second (2G) generations reflect linear models of the "technological push".

By the mid-1980s, production performance indicators had changed and fourth-generation models appeared - integrated, in which the assessment of production efficiency was based on the ability to move to an understanding of innovation as a parallel-sequential process.

Its most important features were such indicators of production efficiency as the degree of R & D cooperation with production, horizontal cooperation, the creation of inter-functional groups consisting of representatives of various phases of the innovation process.

In the 1990s, the system of performance indicators is changing again and the fifth generation is being formulated - the strategic network model (5G), which represents the further development of the integrated model, and the result is innovation. The innovation process becomes not only inter-functional, but also multi-institutional, networked.

At the beginning of the XXI century, the sixth generation model (6G) is formed - an open model, the emergence of which is associated with the globalization of R & D.

The basis for describing the innovation process is the production performance indicators, such as the so-called "hidden" knowledge. Here, the innovation process is a multi-level system, creating a kind of infrastructure for the development and implementation of innovation.

At the same time, due to the sharp increase in the role of high-tech industries in the industrially developed countries, the most valuable assets in them are objects of intellectual property. In recent years, the main focus in the theoretical developments on the evaluation of intellectual property is to study the possibilities of applying in this evaluation of business methods that do not fit into the taxonomy of profitable, costly and market-based approaches. Performance indicators here represent their synthesis or are so original that they have virtually no elements inherent in these traditional models. This is about:

- models of added economic value - EVA;

- models of added shareholder value - SVA;

- methods for evaluating real options - the ROV method.

At the level of interaction between the "external environment" - "organization" systems, it is necessary to share the conditions for obtaining innovation and the conditions for the distribution and use of the innovation.

The organizational conditions for obtaining innovation include the development of modern organizational forms of innovation: administrative-economic, program-targeted and proactive.

The economic conditions for obtaining innovation include: state orders, tax deductions, preferences, benefits, vacations, loans and installments and other activities.

The conditions and incentives for the dissemination and use of innovation include:

1. Organizational incentives for the development of commercial and non-commercial technology transfer;

2. Economic incentives that favor the flow of technology.

At the level of interaction between the "organization" and "innovator" systems, the following conditions should be singled out:

1. Organizational: the creation of teams of like-minded people;

2. Moral psychological, moral encouragement of the innovator through the securing of intellectual property rights for their real creator;

3. Economic - direct material encouragement of the author-innovator: through the consolidation of property rights of intellectual property for their real creator, share in the profit through royalties, lump-sum payments, bonuses, author's remuneration; Indirect material benefits: through free time.