Characteristics of enterprise innovation
multidimensional
Enterprise innovation involves organizational innovation, technological innovation, management innovation and strategic innovation. Moreover, all aspects of the problem are not considered in isolation, but the development of the whole enterprise, because all aspects of innovation are highly related. For example, an enterprise's innovation investment system should establish relationships with various departments respectively, and the principles that must be considered when making investment decisions are as follows:
First, it is necessary to meet the minimum necessary capital needs of innovative enterprises as the quantitative goal of raising;
Second, innovation ability should be regarded as an important condition for investment;
Third, we should take the input-output risk as the evaluation condition of investment, and also consider the repayment guarantee or ability of enterprises;
The fourth is to consider from what channels to obtain investment funds. It can be seen that the innovation decision of an enterprise is a multi-dimensional decision.
in time
Facing the rapidly changing market environment, enterprise innovation has a strong timeliness. For a long time in the past, due to the complexity of enterprise organizational structure and the lag of market reaction, the decision-making speed of enterprises could not meet the time requirements of enterprise market competition, so that even with good innovative ideas, the decision-making level was delayed because of constant constraints, slow response, fear of taking responsibility and other reasons, resulting in invalid decision-making, because perhaps the market has lost or is a competitor. In addition, the so-called innovation, its key lies in creation, therefore, timeliness is an important factor of innovation, so it is also a major feature of innovation decision-making.
hierarchy
The organizational structure of modern enterprises is multi-level, and the decision-making level of enterprises is often surrounded by one or more organizations. Innovation may occur in different levels of enterprises, so innovation presents a multi-level corresponding to the organizational structure of enterprises.
What needs to be pointed out in particular is that the important innovation of an enterprise is often a strategic decision that affects the development prospect of the whole enterprise, so its decision-making is mainly completed by the top decision-maker of the enterprise. Because of the importance of decision-making, it is decided that think tanks should participate in this decision-making, and at the same time, the opinions of organizations at different levels should be solicited if possible, which involves the coordination of decision-making levels.
The coordination of decision-making can be based on a lower level, such as soliciting opinions mentioned above; It can also be a higher level coordination based on higher level decision. For example, it is necessary to formulate a new industrial development direction for enterprises and promote the evolution of enterprises to a higher level. Such a decision must be made at the top, and at the same time it is an innovative decision completed under the coordination of the top.
strategic
High-level decisions of enterprises are often strategic decisions. As mentioned above, important innovations are ultimately decided by the top. Therefore, innovation is a strategic decision. The strategic innovation decision of enterprises is often considered in a wider market scope. For example, many aggressive enterprises tend to consider the market in an all-round open world market, which determines that it has great blindness, greater turbulence, more intense competition, greater complexity and risk. This brings great difficulty to strategic decision-making. However, if the enterprise's innovation decision is not based on this background, then the enterprise's innovation is only partial innovation, not strategic innovation. If the enterprise does not make phased and planned innovation decisions, it will be difficult to create new core competence, which will make the enterprise in a passive situation in the market competition and will make the enterprise lose the motivation for survival and development.
Content of enterprise innovation
The content of enterprise innovation includes almost every level of enterprise system. However, when it comes to innovative projects decided by the top management, it only involves
The survival and development of enterprises is an important issue. For example, when enterprises implement the strategy of improving competitiveness, the key point of their decision-making is to improve scale efficiency and enhance competitiveness. Moreover, it must be clear that the pursuit of "efficiency" rather than "scale" is to "improve efficiency" rather than "expand scale" and to enhance one's competitiveness. Therefore, the key factor of decision-making is efficiency, and the related issue is scale. For high-level decision-making, innovation decision-making includes how to find the breakthrough point of innovation and predict the innovation opportunity; How to ensure market share, make decisions on various business activities based on innovation and improve market competitiveness; How to make the enterprise maintain a good organizational form through innovation, establish the best incentive mechanism, and stimulate the management decision of enterprise vitality.
Opportunity prediction
In the fierce market competition, enterprises are faced with many randomly changing environmental conditions. Due to the change of conditions, enterprises will face new challenges and opportunities, and their competitive position will be greatly threatened, which will also make employees lose their sense of mission and weaken the cohesion of enterprises. At the same time, it will also bring opportunities for enterprise innovation. On the one hand, the market will develop in the direction set by the enterprise development strategy, or it will stimulate the original potential innovation vitality of the enterprise and bring various business opportunities for the development of the enterprise; On the other hand, this is because employees' desire and passion for innovation are produced under market pressure, or the change of environment brings new opportunities for employees' innovation. These internal and external innovation opportunities will create possibilities for the further development and leap of enterprises. Therefore, grasping the innovation opportunity and predicting the success rate are the key links for enterprises to formulate the business strategy and deployment of innovative enterprises.
The prediction of innovation opportunities requires an enterprise to have a good operation organization, and senior decision makers should have extremely keen observation and discovery ability. This is because, whether it is significant innovation or insignificant improvement, most creative activities are not only unplanned in advance, but also completely unexpected by enterprises. In fact, it is possible for employees to put forward innovative or potentially useful new attempts without the direct inspiration and guidance of enterprise management. If the decision-makers of enterprises do not find it with keen eyes, it is likely that the innovation opportunities of enterprises will disappear in an instant. Because these innovations are not the result of enterprise management planning, no one, including management decision makers, or even innovators themselves, thought that these ideas would be particularly creative before.
The prediction and grasp of innovation opportunities is too important for the decision-making of enterprises, and accurate grasp can bring rich profits to enterprises; If not sure, it will bring disaster to the enterprise.
Marketing innovation
In the era of market economy, entrepreneurs and markets agree that those operators who can't innovate will eventually be eliminated. Through innovative management, enterprises can take the lead in some fields or levels of the market and widen the gap with competitors, which is the most important means to determine the advantages of enterprises. As mentioned above, the author believes that as far as the enterprise itself is concerned, as long as it is something that has not been done by the enterprise and is designed, planned and implemented for development purposes, it belongs to enterprise innovation. For example, an enterprise engaged in TV business is now planning to enter the field of computer design and production, which is an innovative behavior for the enterprise.
Based on this point of view, we think that marketing innovation decisions have different contents from different angles. For example, from the perspective of enterprise's operation industry, business innovation decisions include single operation industry innovation decisions and diversified operation innovation decisions. For diversified business innovation, it is not just as simple as expanding business areas. For enterprises entering a strange industry, if they are not fully prepared, they may be hit by their heads.
management innovation
Management decision-making is a concrete decision-making in the process of implementing strategic decision-making within an organization. It aims to achieve a high degree of coordination of activities and rational use of resources within the organization. For example, the decision-making of cattle production plan, sales plan, equipment selection, new product pricing, fund raising and other issues of enterprises belong to this category. Management decision does not directly determine the fate of the organization, but its correctness will greatly affect the level of management efficiency, and then affect the realization of organizational goals. Management innovation decision-making involves all important aspects of management scope.
Management innovation is produced under the historical background of economic globalization and informatization. As early as 1970s, the first post-war enterprise management revolution with "Total Quality Management" as the core, which started in Japan, was a production management model suitable for the industrialized era. In today's information age, the core of new enterprise management innovation, which started in the United States and involved Japan and Europe, is "enterprise reengineering". Its main contents are as follows: on the one hand, enterprises set off a wave of mergers and acquisitions at home and abroad; On the other hand, enterprises have changed from "pyramid" to "network", that is, vertical management has changed to horizontal management. In addition, there are new contents such as innovation of enterprise management concept, innovation of company organizational structure, innovation of enterprise management method, innovation of enterprise social image and innovation of enterprise products.
From the content of enterprise management innovation, we can find that the decision-making of enterprise management innovation is more and more important for the survival and development of enterprises, and its importance is closer to the strategic innovation of enterprises. For example, although the innovation of organizational structure mentioned above is not directly related to the fate of enterprises, the expansion of organizations has a high impact on the survival of enterprises; For another example, corporate image and cultural innovation are the expression of corporate spirit, the image of the enterprise in the public mind, and the important factor of corporate vitality. Therefore, management innovation decision-making must be listed as an important content of enterprise high-level decision-making.
The Motive Force of Enterprise Innovation
To eliminate the influence of innovation decision resistance, enterprises must have a sense of innovation, so as to maintain a strong desire for innovation and the driving force of innovation decision, and ensure the smooth completion of innovation decision;
First, it is necessary to form the ideology of "innovation", put the awareness of innovation into the corporate culture of enterprises, and penetrate into the whole process of management. This requires efforts to improve the "innovative" personnel and their ideological structure in management, pay attention to the maintenance of enterprise innovation values, make ideological management reach a new height, and ensure the smooth progress of the whole process of innovation decision-making.
Second, we should realize that enterprises in the same industry can cross the boundaries of enterprise organizations, realize cooperation, and create an environment where outstanding talents can work together. Policymakers should pay more attention to the goal of coordinating cooperative enterprises, and focus on the inherent desire of how to let outstanding talents of various enterprises jointly create truly new and high-value things.
Thirdly, regarding an enterprise as a constantly developing organization can overcome the inertia of the enterprise in different stages of its life cycle, transform and reorganize mature enterprises, and keep the desire for competition and innovation.
Fourthly, the enterprise high-level decision-making system is regarded as a self-learning subsystem, because only a large system that forms a self-learning subsystem can be regarded as a high-level system, and a decision-making system with self-learning function should have a strong tendency to make innovative decisions. Identify new innovation opportunities, connect external knowledge sources in new ways, provide a platform to link the innovation ability of all members of the enterprise, and create catalytic effects of growth. , is all the tasks and necessary capabilities of the high-level decision-making system.
The formation of enterprise innovation
Innovation decision-making is a generalized decision-making and a complete decision-making process in the sense of decision theory. The whole process of innovation decision-making includes several stages:
seed
All decisions are based on problems, and the beginning of innovation decision-making is to find the bud of innovation. The so-called innovation bud is to point out the gap between the current business or management situation and the actual situation, or to find new development opportunities for enterprises. Policymakers should find the seeds of innovation on the basis of comprehensive investigation and study and confirm them. Grasping the characteristics of innovation and accurately grasping the bud of innovation is helpful to improve the efficiency of decision-making and ensure the quality of decision-making scheme.
target
The goal is the expected effect of the decision. Decision-making objectives should be determined according to the nature of the problem to be solved. If an enterprise has any preconceived ideas about who to put forward the innovative decision-making ideas of enterprise management, what kind of ideas, when to put forward them and how to put forward them, it will inevitably turn a blind eye to many potential sources of creativity, which may cause resistance to decision makers in setting innovative goals. Therefore, before setting goals, we must adhere to the "unbiased principle" of developing enterprise creativity.
plan
That is, according to the goal, two or two feasible schemes are proposed for comparison and selection. For major innovation decisions, it is necessary to prevent the "misleading" phenomenon caused by the differences in interest relations between enterprises, that is, only the schemes that are beneficial to one or some aspects but not necessarily to the whole are proposed. Therefore, the decision-making process should try to design all kinds of schemes that may achieve the expected goals and avoid leaving those schemes that may become the best decisions. In order to improve the efficiency of decision-making, the proposal of alternatives requires:
On the one hand, we should not only ensure sufficient quantity, but also pay attention to the quality of the program. When drawing up an innovation plan, we must also take into account the particularity of innovation decision-making, and be careful not to regard the innovation that may affect the whole enterprise strategy as general innovation but just draw up a general plan;
On the other hand, it is necessary to take advantage of the advantages of enterprises, and the decision-making system should understand and coordinate the relationship between many relatively known variables, and at the same time, it is necessary to propose a team decision-making scheme that can cross functional departments or completely complete tasks.
choose
In other words, to analyze and evaluate the proposed alternatives and select the most satisfactory one, we should pay attention to the long-term consideration of development strategy. The selected scheme is not necessarily the best scheme in an isolated sense. As long as the expected goal can be achieved and satisfied, and the cost is low, the negative impact on the enterprise is small, and the risk is low, it can be considered as a qualified scheme. Because innovation is a process full of risks, among all the factors considered when choosing a scheme, the risk factor is the most important.
Management feedback
The implementation of the plan is a crucial step in the decision-making process. After the scheme selection is determined, the specific measures and steps to implement the innovative scheme can be formulated. Pay attention to the following work in the implementation:
First, we should formulate corresponding concrete measures to ensure the correct implementation of the plan;
Second, because there are many enterprises and personnel involved in the major innovation decisions of enterprises, it is necessary to ensure that all the contents of relevant decision-making schemes are fully accepted and thoroughly understood by those who implement them;
Third, units and individuals at different levels involved in decision-making should have a good organizational system to coordinate, especially the implementation of technological innovation or organizational innovation decisions.