The textbook contains a wide range of practical recommendations, the purpose of which is to develop the readers' skills for building an effective business based on both promising scientific and technical developments and original management decisions.
The manual can be used in training programs for management personnel and specialists of various levels for the national innovation infrastructure, as well as employees of enterprises whose functions include managing the development, production and promotion of a new product. The manual can also be used for self-study.

TECHNOLOGY COMMERCIALIZATION PROCESS.
Technology commercialization is the process by which R&D results are transformed in a timely manner into products and services on the market. This process requires an active exchange of ideas and opinions on both technology and market issues. The results of the commercialization process bring benefits not only in the form of a return on investment in R&D, but also in the form of an increase in product output, an increase in product quality and a decrease in foam, help determine the training requirements for employees to ensure the company's work in existing and emerging markets. It is the commercialization of technology that is often the main driving force behind the creation of new and the rejuvenation of old industrial sectors.

What is commercialization today? 10-15 years ago in Russia there was simply no such word either in professional or in everyday use. In the early 90s. XX century. this term came to our country together with foreign projects, the purpose of which was to find and purchase Russian technologies for their implementation in Western markets. From a market point of view, it was foolish for the West to miss the opportunity to find and acquire interesting inventions and technologies for little money, on the basis of which a new highly profitable business could be built.

Since then, the situation has changed significantly. Today, commercialization is, first of all, building a business based on the results of scientific research, in which, as a rule, the authors of technologies themselves are involved, and the participation of foreign partners is not at all necessary. Quite often, scientists understand commercialization as the process of finding and attracting additional funds to continue their scientific research. This is a fundamentally misconception. The essence of commercialization is in building a "device for generating money", that is, a business that generates stable financial flows.

TABLE OF CONTENTS
Foreword. 7
Introduction 9
Chapter 1. Transition from the krynku idea: technology commercialization II
1.1. Technology Commercialization Process 11
1.2. The need for innovation. The essence of innovation 14
1.3. Transition from the idea of ​​the krynku. nineteen
Idea generation stage 23
Growing stage 28
Demonstration stage 29
Promotion stages. 32
Stability stage 34
1.4. Creation of additional value. Increase in the value of innovation in the process of commercialization 35
Model 1: 10: 100. 36
Enthusiasm-time and cost-time curves 37
1.5. Innovation: classic mistakes and fixes 41
Chapter 2. Commercializability of the results of intellectual activity. A technical and market perspective on new technologies 47
2.1. Commercializability 47
2.2. Methods for assessing the commercial potential of technologies 48
2.3. Understanding the term "technology" 50
2.4. Linear and Market Approach to Technology Commercialization 52
2.5. Development of new technologies in large and small companies 54
2.6. Disruptive and supporting technologies 55
Chapter 3. Technology audit and methodology for its conduct 60
3.1. Objectives of technology audit in organizations of various types 60
Duality of technology as a body of knowledge, technical solutions and rights to its commercial use. Formation of an innovative monopoly 60
There are two fundamental strategies for obtaining commercial benefits: the use of technology in its own production or the transfer of rights to the technology for a fee. 61
The difference in the goals of technological audit of organizations depending on the chosen strategy of obtaining commercial benefits 63
3.2. Technological audit methodology 65
Technique and basic techniques of technological audit. Rules for its conduct, collection and concentration of information, preparation of a report 65
Preparing the organization for the audit. 67
Features of the technological audit of organizations due to their strategy of obtaining commercial benefits 72
Technological audit questionnaire 74
Chapter 4. Classification of technologies as a necessary stage in the development of new business ideas 84
4.1. The nature of the benefits provided by technology as a basis for its qualifications 84
Marginal Economic Cost 95
4.2. Ranking of technologies according to the level of solved production problems 101
The place of evaluating the usefulness of a technology at the technical level in evaluating its commercial potential. 101
Principles and indicators for evaluating the usefulness of technology. 103
The procedure for evaluating the usefulness of the technology. 104
Sources of information needed to assess the usefulness of the technology. 105
The procedure for assessing the usefulness of technology. 105
4.3. Market Potential Ranking 124
Innovation Assessment Procedure 124
Technology turnover 144
What prevents building an intellectual property management system 145
Chapter 5. Forecasting scientific and technological development as an element of strategic management 147
5.1. The relationship of scientific and technological development with socio-economic development 147
The importance of technology in the life of society 147
The place and role of scientific and technological development forecasts in the corporate strategic management system 150
Basic concepts of prognostics. Forecasting tasks of scientific and technological development 159
Classification of forecasts. 160
5.2. Regularities in the development of technological systems 162
S-shaped model of technology development and identification of the potential for improving its efficiency 162
The life cycle of technology as a factor in the competitiveness of an enterprise 164
Changes in trends in technological development and technological level in various sectors of the economy. 167
Tasks and functions of forecasting in the innovation process 172
Chapter 6. Basic principles of forecasting scientific and technological development 179
6.1. Forecasting Process 179
Generalized block diagram of scientific and technical forecasting 179
Systems approach to forecasting 184
Verification of forecasts, assessment of their accuracy and reliability 196
Features of forecasting scientific and technological development 199
6.2. Sources of information and Information Technology used in forecasting scientific and technological development 201
Types and sources of information used in forecasting scientific and technological development 201
Scientific, technical and special literature 202
Patent Notice 208
Market and economic information 218
Expert information 222
The concept of continuous monitoring of the state of research, development, technology in Russia and abroad 223
Chapter 7. Methods for forecasting scientific and technological development 226
7.1. Statistical forecasting methods 226
The main provisions of statistical forecasting methods 226
Methods for extrapolating development trends of the object under study 227
Methods for analyzing publication flows (patent and non-patent information) 233
Regression analysis. Using the S-Curve of Progress in Forecasting 235
Multivariate analysis methods 237
Modeling Techniques 239
7.2. Expert forecasting methods 240
Prerequisites for the use of expert forecasting methods 240
Criteria for the selection of experts 241
Methods of individual expert judgment 243
Collective peer review methods 250
Advantages and disadvantages of expert forecasting methods 259
7.3. Integrated forecasting methods and systems 260
Application areas of complex forecasting methods (systems) 260
Basic principles of complex forecasting methods (systems) 261
The goal tree method, its advantages and disadvantages 263
Forecasting automation. 267
Chapter 8. Practice of scientific and technical forecasting 268
8.1. Scientific and technical forecasting at the enterprise 268
Identifying the enterprise's need for forecasting 268
Organization of forecasting activities at the enterprise 269
Forecasting and management decisions regarding the company's production capacity 274
Systematic strategy-oriented forecasting. Consideration of the ecological component in the development of technological forecasts 276
8.2. Scientific and technical forecasting in the country, industry and region 278
Legal framework for scientific and technical forecasting in Russia 278
Prospects for the development of leading industries, industry complexes: regional aspects. 279
Foreign experience of state scientific and technical policy and technological forecasting 284
Chapter 9. Building an Effective Commercialization Strategy 290
9.1. Commercialization strategy concept 290
9.2. The place of technology strategy in the overall strategy of enterprise competition 291
9.3. General and technological business strategy 292
Technology strategy 294
Technology policy and types of technology strategy 295
Technological vision. 299
Elements of a technology strategy 303
9.4. Application areas of technology strategy 305
9.5. Product Line Strategy 308
9.6. Knowledge Management Strategies 312
Literature 315.

Today it is becoming increasingly clear that the transformation of scientific and technical developments into an innovative product suitable for production and interesting to the market is perhaps the most difficult stage in the chain linking science with the consumer. One of the reasons for the difficulties is the poor understanding of the needs of the market and the consumer by specialists. They have no technology entrepreneurship experience and related knowledge.

Implementation or commercialization?

Now every scientific institute is forced to one degree or another to develop a new direction for itself - the commercialization of the results obtained. This is done in every foreign university and in every research center operating in a market environment. Unfortunately, the majority of leaders of Russian research teams have a poor understanding of this special area. They used to do introducing and are trying to continue this work in the new economic environment. However, implementation is a concept from a different economy.

The key link in the development of innovative activities in our country is not money and not even a regulatory framework, which, unfortunately, also slows down business, but training of personnel, specialists who are able to competently commercialize scientific and technical developments, enter into contacts with foreign partners, to bring their developments to the world market.

Sellers and Buyers

In the process of commercialization, there are necessarily two participants: the seller and the buyer. Science, acting as a seller, has already matured to commercialization: the idea of ​​commercialization is taking possession of the minds of the heads of institutions. They began to understand that the state today is not able to spend money for these purposes and, most importantly, take risks. The state is no longer the only partner for the participants in the process of converting the results of research and development into a commodity, although in no country can commercialization develop widely without its support.

It's hard with buyers in Russia. The industries that are supposed to play this role do not see technology as a surface resource. They are interested in resources such as restructuring and prudent management of existing funds, although the search and implementation of new technologies are also gradually becoming the sphere of interests of enterprises.

Therefore, the interaction of Russian scientific, technical and industrial enterprises in the new market conditions is one of the main problems existing today.

Better inferior, but your own?

It is widely believed that in conditions of low domestic solvency, it is more expedient to finance the development of, if not the best, but sold in Russia product. This is wrong. It is more profitable to bring a product already available on the world market or the technology for its production than to spend funds on mastering the release of even your own, but a mediocre product. More profitable because it is less risky and therefore cheaper. Without the competitiveness of the future new product, it is not advisable to invest in its creation. And the threshold level of the market volume for a new product is usually estimated at $ 100 million. Otherwise, the risk of failure is too great. On the regional market, such a volume is hardly achievable.

The question of whether it is worth supporting developments that are uncompetitive on the world market, but allowing to create goods that are extremely necessary in Russia today, remains open.

If you have an idea, you will find money.

Usually everyone talks about the lack of funds to bring development to production and market. In fact, this problem is rarely the main one. In the market environment, if you go out with a commercially significant initiative, money is always there. However, apart from interesting idea the organization is important, that is, the ability of specific people to implement this idea. And only then can we talk about finances, which are given, however, not for the idea itself, but for management for its implementation.

Experience shows that in real conditions it usually takes three to four years from the idea of ​​creating a new product to the receipt of the first income from its sale on the market, in rare cases - less. This is the period of the innovative project. In order to bring the development from a laboratory prototype to an experimental batch, it takes about 1-2 million dollars (I am not considering here the costs associated with the development history). Nobody gives that kind of money right away. They are given in small portions for each separate step in the implementation of an innovative project. The basis for the investment is a legend called "the volume of the future market for a new product". One can believe in a legend, or not believe - it is impossible to confirm it without a new product. As it is created and introduced to the market, the legend is refined, arguments are put forward in its defense. Even when an experimental batch and the first buyers appear, the legend still remains unconfirmed: there is no planned market for this product yet, and no one has yet pulled $ 100 million out of his pocket to buy it. However, it is already possible to make reliable forecasts.

It is at this moment, when the sale of experimental batches, begins the process of expanding production. Turning into mass production, a small business is usually sold, the price of which, as a rule, starts at tens of millions of dollars. This is the economic meaning of innovation.

Who will profit?

Who will receive the money as a result? The company and those who, at the time of the sale of the business, will have a stake in this enterprise, including the developer and manager who was involved in innovative work. Note that initially the author's share was 100 percent, but from a very small amount, which even few people could give.

A natural question arises, how much percent on the finish line remains for the developer? If he is not included in the number of managers, but remains a specialist dealing only with technical issues, he retains the status of the author and receives less than 10 percent "at the exit". This is a very decent amount of money. The fact that the opinion of the majority of scientists here is exactly the opposite, speaks only of the stereotypes that have developed in the mass consciousness.

To calculate the real contribution of everyone to the creation of new products, it is necessary to take into account that an innovative project goes through 4 main stages: analysis of the concept of a new product (conceptual stage), laboratory verification of the feasibility of an idea (laboratory stage), creation of a prototype product (technological stage), preparation of production pilot batch and its implementation (production stage). Each of these stages requires an order of magnitude increasing investment. And the one who brings money, "bites off" part of the property rights.

Scientists, as a rule, can carry out a maximum of the first two stages using their own resources. The technological base on which they work is not so perfect as to work out the production technology on it. Everything, except, perhaps, computer technology, requires testing at a pilot plant. It takes a lot of money for this! Who will give them to scientists? It is not yet possible to make money on the sale of new products - there is nothing to sell yet.

In this regard, the most important thing is the guarantees of the authors' rights to remuneration. Indeed, without their participation at all stages of creating a new product, no success can be achieved.

Why are technoparks needed?

In addition to the seller and the buyer, in the process of commercialization, an important role is played by infrastructure, of which technology parks are an element.

Technoparks have gone through three stages in their development. At the first stage, they provided innovative enterprises with preferential premises, actually performing real estate functions. At the second stage, technoparks were provided for the general use of support services. The third generation of technoparks has a different purpose. They manage and do it with the expectation of a share of future profits. With the help of the technopark, as a powerful information and financial channel, a small enterprise can open up new opportunities to enter the world market. When a technopark turns into an incubator, it contributes to the development of the business of a small innovative enterprise for its subsequent sale. This is the fate of this enterprise. Of course, a technopark must have enough personnel and authority for small businesses to entrust their technologies to it.

The Technopark is designed to help turn development into a business. His entire machine is designed to be turned into a small, innovative enterprise ready for sale, with or without people.

In the innovation sphere, many changes in the economic life of the country, which brought with them reforms, are clearly reflected. Issues of distribution of rights to research and development results between authors and various organizations in which they work, organizational and legal forms of commercialization of these results, peculiarities of financing risky innovative projects, search and interaction with a strategic partner, strategic business planning, intellectual property management, transfer technologies - these and other aspects of the process of converting scientific and technical products into goods are completely new for Russian scientists and industrialists. Newness breeds doubts based on false stereotypes. The attitude towards small innovative entrepreneurship is not always friendly, especially in the institutions from which such enterprises arose. Therefore, the field for discussion is wide enough.

Innovation in the world is very important nowadays. Therefore, the leaders of developed and developing countries create all the conditions for their development.

Commercialization of innovation - this is attracting investors to finance the implementation of this innovation on the basis of participation in future profits in case of success. At the same time, the process of bringing an innovative project to the market is a key stage of innovative activity, after which (bringing to the market), the costs of the developer (or owner) of the innovative product are reimbursed and profits from their activities. The process of bringing an innovative project to the market contains several stages:

1. If an enterprise has several projects, then in order to enter the market it is necessary to select projects that have commercial potential and a high degree of readiness for development. In addition, important assessments of projects are: demand in the market, potential payback period, profitability, risks.

2. Formation of funds. Usually the company does not have or does not have enough of its own funds. In this case, it is necessary to attract investors.

3. Assignment of rights to the project and distribution among the participants.

4. Introduction of an innovation into the production process or organization of production of an innovation with its subsequent revision, if required.

Rice. one

In the commercialization process, it is very important to choose a method. Figure 2 shows the main ways to commercialize innovation.

The company has a choice: to independently commercialize the project and go through all the above stages, or you can sell the license, or all the rights in full. Each method provides developers ample opportunities on implementation. The options for making a profit from the project also depend on the project itself. If you have created equipment, then it can be sold; if you have come up with managerial or technological innovations, then the enterprise can provide engineering services. You can simply sell the license for your innovation or lease it out. For these purposes, if necessary, the company can send its employee to help the partner to transfer secrets. Sometimes it is possible to use several methods of commercializing innovations at once.

Rice. 2

Before choosing a commercialization method, you need to consider each and choose the one that is best suited for a given situation and for a given project. Table 1 summarizes the main advantages and disadvantages of each method.

Table 1

Advantages and Disadvantages of Innovation Commercialization Methods

Commercialization methods	Dignity	Flaws
Independent use	With a successful organization of production and "capture" a niche in the market, very high income; Constant control of the enterprise and production; full disposal of intellectual property rights (innovations).	High risks; Long payback period; Significant financial resources are required.
Assignment of a Part of the Rights to Innovation	Minimal risks; Low costs; A fairly short payback period; Entering new markets at the expense of other companies; Possibility of forming your own trademark; Receiving financing from the customer when concluding a contract.	Significantly lower revenues compared to other commercialization methods; Risk of violation of patent rights license; The risk of counterfeit products.
Full transfer of innovation rights	Minimal risks; Low costs; The minimum payback period; The possibility of obtaining a very high income, depending on the importance of the developed innovation.	The risk of losing potential income; Due to the strengthening of competitors' positions, a forced change of the field of activity is likely.

The implementation of the first method will require significant labor, time and financial resources. Market conquest and payback are likely to be possible in the medium to long term. But even if everything is well organized, the risk remains that there will be no demand for the product.

When choosing the second or third method, investments in the project can be returned in the short term. If an enterprise sells a license, then part of the market goes to the licensee with it, but the enterprise can also acquire a part of the licensee's market. If the license is sold, the developer receives a stable income in the form of royalties. When the rights are sold, the enterprise loses all its development rights, but it receives a significant income (depending on the importance of the innovation).

There are several options for classifying licenses, they can be: patent and non-patent, exclusive and non-exclusive, limited and unrestricted. Determining the value of an intangible asset can become another problem for an enterprise.

There are several approaches for this:

1. Cost approach
   1. cost method
2. Comparative approach
   1. ranking method,
   2. method of industry standards,
   3. fair distribution method
3. Income approach
   1. method of exemption from royalties,
   2. economy-based method,
   3. income-based method

Since making a profit is the main goal, when analyzing commercialization methods, an enterprise needs to calculate the potential income and expenses when using a specific commercialization method.

Examples of projects commercialization

There are many examples where universities develop innovations, and then they are used by enterprises or the state.

One of the successful projects is an agreement concluded between the Siberian University and the Engolab company, within the framework of which about a thousand devices were introduced for the environmental laboratories of Rostekhnadzor. The developments are protected by patents, the university conducts training in the use of this equipment, after which it issues a certificate.

Another successful project, within the framework of which a license was sold, for which a regular accrual of license payments (royalties) is made. License agreement for the use of the utility model of the educational and laboratory complex "Chemistry".

Innovation is present in our lives and is essential for development different spheres activities. As a rule, innovations simplify our life, bring production to a new level. Therefore, most developed countries are investing a lot of money in the development of innovations, all conditions are created for young scientists. But an important aspect in the development of innovations is their commercialization. Projects should be profitable and pay off. In most countries, no more than 10% of projects are implemented. There are many difficulties on the way to commercialization, for example, to patent your innovation. This process can take up to a year. Then you need to decide to bring the project to life on your own, sell the license or sell all the rights. But if the project goes through all the difficulties and is successfully implemented in practice, then it can pay off tenfold.

The structural-functional model and the research carried out directly in the future must be in constant reflexive interaction with each other. The role of some factors and the interrelationships between them may undergo changes, the factors themselves may disappear, and instead new ones may appear with new connections. In other words, the structural-functional model will take on its final form only at the stage of interpreting all the collected data. At the same time, the concept itself, while remaining unchanged, like the skeleton of the entire model, will not allow deviating from the goal and going beyond the scope of research. Therefore, in the context of this work, we are talking about a primary model that will provide initial approaches to research.

When starting to develop factors, it is important to consider the following requirements:

there should not be too many factors, otherwise the model will turn out to be excessively complex;

the number of factors should be sufficient in order not to miss the most important issues of the problem field, which are necessary for the subsequent development of hypotheses,

they should not conflict with the general concept,

factors should be mutually related to each other.

Conjuncture.

There can be many terms of the conjuncture. However, of interest are only those of them that may be directly related to small business in general and to innovative entrepreneurship in particular.

Demand factors:

demand in the private sector,

demand from the state. corporations.

Investment activity:

conditions of equity participation,

interest rates.

Rates (taxation, excise taxes, customs tariffs, fees, etc.) and the dynamics of their change.

Sanctions in relation to the transfer of foreign technology to the territory of the Russian Federation.

Import substitution.

Entrepreneurial Confidence Index.

Sociocultural factors.

The whole complex set of socio-cultural factors form such an informal institution as a national economic mentality, the main elements of which are:

consumption stereotypes,

norms and patterns of interaction,

organizational forms,

value-motivational attitude to work and wealth,

the degree of receptivity to foreign experience.

On an intuitive level, in general, it is clear what the speech is about. However, to formalize and research such a subject in practice seems to be a very difficult task today. Modern science developed a number of approaches to the study of the socio-cultural characteristics of certain peoples. Such approaches today, of course, are far from perfect, but their application allows us to highlight some patterns of differences in national mentality, to explain with their help with what success are the processes of economic transformation in a particular country.

Among the main approaches, such a method for measuring sociocultural characteristics as the seven-index model of Fons Trompenaars, which offers the following polarities for consideration, has received recognition and is used in practice:

universalism - particularism,

specificity - diffuseness,

individualism - communitarianism,

achieved - predetermined,

consistency - synchronicity,

external control - internal control (me and the environment),

affectivity is neutrality.

One of the attempts to classify cultures on the basis of a complex system of indicators that influence business behavior belongs to R. Lewis, who distinguishes three types of cultures: monoactive, polyactive, reactive cultures.

To date, the greatest recognition has been received by the Hert Hofstede method, which is adopted as the basis for the approach in this work (Appendix 2). This technique is based on six basic polarities. The combination of their poles in various proportions gives rise to complex, more complex socio-cultural characteristics.

When constructing a structural-functional model for studying the problems of commercialization of university RNTDs, it is proposed to develop one simple component of the layer "sociocultural factors" and five complex (presumably constituent of the basic ones).

Respect for the institution of property rights (including state ones) is a complex characteristic.

Uncertainty avoidance is a simple characteristic.

Negotiability is a complex characteristic.

Inertia as a factor blocking changes is a complex characteristic.

Legal susceptibility is a complex component, which in turn also consists of complex characteristics, such as:

level of understanding of legislation,

the ability to quickly adapt to changes in legislation,

the degree of compliance with the law.

The primacy of the beauty of an idea over its market demand (science for the sake of science).

Let's dwell on them in more detail in order to understand how these complex characteristics can be built.

The components of a high degree of respect for the institution of property rights are:

Individualism. However, it is impossible to explain this composite characteristic by simple individualism. Children at an early age are also extreme individualists, however, respect for other people's property rights has not yet been developed. Therefore, it would be appropriate to talk about constructive individualism as opposed to destructive.

Masculinity.

High degree of tolerance.

Long term temporary orientation.

What explains the low degree of respect for the institution of property rights? Here, too, not everything is clear.

Collectivism. However, we know many examples of countries with a high level of collectivism, where the right to private property is unshakable. Therefore, we can talk about collectivism destructive in relation to property rights.

Individualism. Paradoxically, it is destructive (infantile) individualism.

Low degree of tolerance.

Femininity.

Short term temporary orientation.

The next complex characteristic is negotiability. Individualism and tolerance are considered its components. Thus, the low negotiability characteristic of Russia, which hinders self-organization, is explained by conflicting individualism and low tolerance. It seems that there is some discrepancy here, because our country gravitates towards collectivism in terms of dimensions. To fully explain this phenomenon, there is not enough decomposition of the antithesis of individualism - collectivism into the same components: constructive - destructive. Then the characteristic begins to take shape presumably as follows: a high level of negotiability is determined by constructive collectivism and / or constructive individualism + high tolerance. Accordingly, a low level of negotiability in this logic can be defined through the terms: destructive individualism and / or destructive collectivism + low tolerance.

Inertia, as a factor blocking changes, is also a rather complex structure. How can it be built? For example, it is considered:

individualism combined with low uncertainty avoidance fosters innovation,

high power distance coupled with high uncertainty avoidance block change.

Accordingly, the full description will contain the following components: individualism - collectivism, high uncertainty avoidance - low, high power distance - low. Low inertia (innovativeness) can be interpreted through individualism + low uncertainty avoidance + low power distance. High inertia - through collectivism + high uncertainty avoidance + high power distance.

Legal susceptibility. It is believed that high power distance + low masculinity lead to non-compliance with rules and standards. The level of understanding of the legislation and the degree of its observance, obviously, can be explained by these terms. But in our complex characterization of legal susceptibility, there is a component of adaptability to changes in legislation. And this is the antithesis of innovation - inertia. Therefore, the full set for the low legal susceptibility characteristic of Russia may look like this: high power distance + low masculinity (high femininity) + collectivism (rather its destructive component) + high uncertainty avoidance. For the sake of completeness, we simulate a high sensitivity to law, which, accordingly, carries the following terms: low power distance + high masculinity + individualism (rather, its constructive component) + low uncertainty avoidance.

The primacy of the beauty of an idea over its market demand (science for the sake of science). Or otherwise - the syndrome of an unrecognized genius. This - seemingly complex composite characteristic - appears to be based on just one initial component - collectivism. Collectivism is most likely destructive. What is a scientist who gives priority to his pastime, as a process of scientific creativity, over the demand for the products of his labor by society? This can be understood and justified when it comes to fundamental research, since the fruits of such creativity may not be obvious. But how many scientists do we have who are engaged in applied developments without understanding the prospects for their implementation? For a scientist - a destructive collectivist, the “products” of his labor serve as a moral justification for the benefits received in return. We take fatigue as a result. Maintaining this “enthusiasm” is a waste of significant community resources. You can also argue that such a specialist, having produced 99 unnecessary RIDs, will produce a masterpiece for the hundredth time that will recoup the previous costs. In this case, we confuse the ongoing training process of a given specialist with a fruitful activity. Well, some of them remain students all their lives. But this does not mean that all scientists involved in the applied development of potentially unclaimed products are destructive. In the transition from a planned to a market economy system, which cultivate largely opposite basic values, the problem arises of the lack of demand for a scientist-developer - a constructive collectivist (for more details in Appendix 8), not focused on meeting private (individual) demand. This is an underutilized resource for scientific, technical and economic development.

This work deliberately focuses on the socio-cultural characteristics of the nation, because they are of colossal importance. However, due to the underdevelopment of the theoretical prerequisites for their unambiguous scientific certainty, it is necessary to take into account the multivariance of approaches to create acceptable designs in this layer. The work cannot pretend to be unambiguous in this matter. But it aims to use a thoughtful approach to considering the characteristics of the country in this context, taking into account the currently scarce toolbox.

Obviously, it is possible to apply other basic components developed on other theoretical premises. It is important that they give a logical harmony to the entire similar structural and functional research model.

The model proposed in this work assumes the study of how general characteristics, and special. At the level of sociocultural factors in the “general” category, it makes sense to restrict ourselves to the descriptive nature of the proposed components characteristic of the country as a whole. But, as noted earlier, one of the research goals is to identify best practices. Therefore, in the category of "features" of interest are those cultural differences of this or that university, which both contribute to the success of the formation of SIP for the commercialization of RNTD, and those that most hinder. It is possible to reveal such features by relying on qualitative research methods in the future, planning in-depth interviews and quantitative research accordingly, and interpreting their results in a conceptually meaningful way.

Formal institutions.

The genesis of the formal institutional field of small business in Russian Federation, starting from the late period of the USSR, is presented, for example, in, its current state is set out, for example, in.

In the absence of a properly developed legal framework, small and medium-sized businesses in Russia often have to conduct their activities not “thanks” to existing norms and practices, but “in spite of”. The main regulations governing the mechanisms for the commercialization of the RNTD of state LEU are presented above. The set of current regulations that define the formal institutional environment of small business and mechanisms for the commercialization of university assets is presented in Appendix 6.

When starting modeling at this level, it is advisable to decompose formal norms and rules according to their integral semantic content. As “general”, formal institutional conditions for small business in principle are of interest. As "special" - those exceptional rules of the game and support measures that apply to the IIP. Let us list the most important of them related to the external institutional environment.

Small Business Institute:

the institution of property rights to the means of production,

rules for setting up an enterprise,

conditions for belonging to small businesses,

business rules,

transformation rules (change in the shares of the authorized capital, mergers, acquisitions, etc.)

termination rules (closure, bankruptcy).

Institute of Tax and Customs Administration:

calculation rules (taxes, excise taxes, fees, duties, etc.)

reporting rules,

rules of state control.

Labor Relations Institute:

hired worker status,

hiring rules,

rules of relations between the enterprise and the employee,

working conditions,

institute of a tax agency (see, among others, Appendix 7),

rules for terminating employment relationships.

Institute of Intellectual Property and Its Protection:

intellectual property as an intangible asset (accounting).

Institutes of licensing, certification and standardization:

production,

manufactured products.

Institutes of labor protection and environmental safety.

Institutions for support of small business and innovation in particular.

rules of benefits,

institutions for the development of small, including innovative, business.

Institute for Public Procurement.

Institute of "Enforcement to Innovation".

Institute for the commercialization of assets, including RNTD, owned by state universities and research institutes.

Institute for the settlement of economic conflicts.

Dynamics of changes in formal institutions.

The study of the problematic in this institutional field should be built on the principle of studying the direct and transaction costs of compliance with formal legislation. In this case, the direct costs should include losses from the unequal position of the entity complying with the legislation in relation to entities that violate it, taking into account the risk of sanctions for the latter. In other words, how profitable it is to operate within the framework of the law, in an unequal (in terms of compliance with the law) competitive environment.

To cover the "valley of death" development there are development institutions. It seems important in the course of the study to understand how the activities of these institutions meet the expectations of the participants who are directly involved in the commercialization of RNTD - universities and MIPs. Including their awareness of the programs of these development agencies and their satisfaction with interacting with them.

Figure 5 - Interaction of external and internal formal institutions that determine the mechanisms for the commercialization of university assets through IIP.

External formal legislation is fundamental for the formation of an internal system of formal norms and rules of universities and IIPs that promote or hinder the successful commercialization of university assets, including RNTD. These are not only the rules of the internal life of a separate university and MIP, but also the formal practice of interaction between them.

The study of internal formal norms and practices in order to identify the best ones for subsequent replication seems to be an extremely useful task of the forthcoming research.

Types of interaction of formal institutions with sociocultural factors

The interaction of sociocultural factors and formal institutions leads to the emergence of informal norms and practices. Such interaction is of a compensatory nature and can be of four types.

Table 2 - Typology of interactions between sociocultural factors and formal institutions.

“Complementary interaction occurs when informal institutions“ fill in the gaps ”, either by engaging in issues that are not provided for in formal rules, or by contributing to the pursuit of personal goals within the framework of formal institutions. Such informal institutions often increase the effectiveness of formal ones. Complementary informal institutions can also serve as the basis for formal institutions, creating and reinforcing incentives to comply with formal rules that might otherwise only exist on paper. ”

“Accommodative (adaptive) interaction creates motives for such behavior, which significantly alters the consequences of compliance with formal rules without their direct violation; they are contrary to the spirit but not the letter of the formal rules. Accommodative informal institutions are often created by actors who disapprove of the consequences of formal rules, but are unable to change or openly violate these rules. Such informal institutions often help reconcile the interests of these actors with existing formal institutional structures. Therefore, although accommodating informal institutions are not able to increase the effectiveness of formal institutions, they can strengthen their stability by drowning calls for change. ”

“Competitive interaction structures the motives of behavior in such a way that they become incompatible with formal rules: in order to comply with some rules, actors are forced to violate others. Formal institutions are ineffective primarily because they are not only contradictory in themselves, but also strongly contradict fundamental informal rules. However, they continue to be supported by the state due to the fact that a more effective informal institution is associated with violation of legal or moral norms and therefore cannot be legalized. It is this interaction that is the source of such informal institutions as patrimonialism, clientelism and corruption, which are characteristic of Russian conditions. "

“Substitutional interaction occurs where the institutional goals of formal and informal institutions are the same, but are achievable with greater efficiency using informal practices. Formal rules are ineffective, usually due to weakness state structures or lack of their authority. Like complementary interaction, substitute interaction is used by those actors who strive for results that are consistent with formal rules and procedures. "

These types of interaction can serve as both a guideline for the design of formal institutions and, at the same time, an indicator of the effectiveness of already adopted formal norms and rules. So, for the purposes of this study, it seems useful to determine the direction of the real commercialization of university RNTDs in the formal or informal field of law enforcement of the fundamental 217, 273 and 127 - FZ, which will automatically make a conclusion about their effectiveness.

Informal norms and practices.

The emergence of new rules entails new transaction costs for interested parties (for changing behavior, for protecting the rule, and - importantly - for acquiring knowledge about this rule) and redistributes the benefits. It is completely unnecessary, even if the total gain arises, that none of the interested parties is at a loss. That is why dynamic indicators are so important in our model in terms of the conjuncture (tax rates, etc.) and in terms of changes in formal legislation. There are various ways to reduce these costs, but several of them can be distinguished:

leaving the area of ​​application of the rule (for example, into the "shadow sector"),

reducing the cost of following the rule,

production of compliance with formal criteria with minimal costs (imitation),

reducing the costs of breaking the rule,

reducing the cost of protecting the rule.

“And a person who has been subjected, voluntarily or not, to the action of the new rule, is left with three options: to change his behavior in such a way that it meets the formal criteria, to imitate this compliance, or to be subject to sanctions.”

Thus, around the entire complex of economic legislation, a set of informal institutions is being formed, the purpose of which is to reduce the costs of implementing this legislation or not implementing it. These are the institutions of nepotism and bribery, various institutions of informal economic interaction, and, finally, the institutions of interaction between controllers and controlled ones, which make it possible to reduce the costs associated with the control process itself. The criteria by which the inspector determines the real level of requirements and the depth of verification of their fulfillment are not limited to trivial considerations of rent seeking. Three main factors of decision-making by an official: 1) minimization of their own efforts; 2) fulfillment of the plan for fees, the number of checks or fines; 3) and only in third place is the receipt of administrative rent in one form or another. Finally, the official also has strategic considerations: thinking about the future, he makes sure not to "strangle" the business under his control. These circumstances give life to another class of institutions, the function of which is to jointly reduce the costs of the controller and the controlled.

Let us list the main strong informal institutions that have steadily developed in Russian business practice over the past quarter of a century that are relevant to the research problem.

“Patrimonialism (from Lat. Patri-monialis - generic) - Eng. patrimonialism; German Patrimonialismus. According to M. Beber, it is a form of traditional domination of a single ruler, which differs from other forms by the existence of an environment personally obliged to him. " Details about patrimonialism as an institution V.

“Paternalism (lat. Paternus - paternal, paternal) is a system of relations in which the authorities provide for the needs of citizens, who in exchange for this allow them to dictate models of behavior, both public and private. Paternalism reflects a narrow perspective, social unification through the adoption of a single code of ethics, limiting interests and forms of experience to those that have already been established as traditional. " It will not be superfluous to give a few more definitions of this concept.

“Paternalism is a system of relations based on the patronage, guardianship and control of the elders of the younger (wards), as well as the subordination of the younger to the elders.

In intrastate relations, paternalism is the principles and practice of state administration, built in the image of state control over people (similar to the father's control over children in a patriarchal family).

In labor relations (in some countries) - a system of additional benefits, subsidies and payments at enterprises at the expense of entrepreneurs in order to retain staff, increase productivity, and alleviate tensions. "

“Clientelism (lat. Cli-ens (cli-entis) - ward) is a model of the political structuring of society, based on a special type of relationship between the leader (patron) and his followers (clients) - his loyal or dependent supporters. It manifests itself in the form of personal clientele (lat. - clientela) - personal "teams" of individual leaders, as well as clientelized institutions, political and financial groups (from large enterprises, financial and economic structures to government bodies), relying on patronage and client relationships ... The main characteristics of such groups are the isolation and hierarchy of the structure, as well as the informal nature of interaction in the struggle for the right to control resources. "

Clannishness is the division of society or members of an organization into clans.

These four institutions form the top level of the hierarchy of informal norms and practices. They are supported in our country by the weakness of the institution of civil society and, through the formed mechanisms of the modern Russian bureaucracy, control the lower hierarchical levels of informal institutions. From the point of view of this work, political informal institutions serve only to justify informal norms and practices that lie in the economic plane. Undoubtedly, they have their roots in the socio-cultural layer of our society, both due to the prevailing historical traditions and being predetermined simple (high power distance, destructive collectivism, high degree of uncertainty avoidance, low tolerance, high femininity) and complex socio-cultural characteristics (low susceptibility to laws , low negotiability, high inertia and a low degree of respect for the institution of property rights). They are needed for completeness of the structural and functional model, but it makes no sense to dwell on them in detail.

The shadow (extralegal) economy is the consolidation of shadow economic behavior in various organizationally stable forms, recognized by all participants in this type of activity and transmitted to subsequent generations of subjects engaged in this activity. This institution is formed with the aim of ensuring preferential, illegal access to the resources and markets of individual economic entities (unfair competition), as well as reducing the total costs of compliance with legislation. It is supported by informal institutions of the upper level (as a rule, through the institution of corruption), the complexity and often contradictory nature of formal legislation, and the socio-cultural characteristics of society:

low susceptibility to laws,

low negotiability,

a low degree of respect for the institution of property rights.

"Raiding (as an informal institution of redistribution of property) is a process of redistribution of property rights (including intellectual property) between subjects of economic relations, the implementation mechanisms of which depend on the existing socio-economic system and national characteristics of the cultural and historical development of society." It is supported by an atmosphere of insufficient respect for the institution of private property (complex socio-cultural characteristics), society's unwillingness to unite to protect it (low negotiability - “my house is on the edge”), low sensitivity to laws, lack of independence and ineffectiveness of formal justice as an institution of modern Russian bureaucracy.

Corruption is abuse public authority for private gain. The phenomenon is typical for all countries, regardless of socio-cultural characteristics. Its scale is determined by the respective position of the elites, on the one hand, and by the extent to which the society itself accepts this institution. Corruption in this model can be thought of as a reflection of the structure and strength of informal institutions that have developed steadily in our country, as their indicator.

Figure 6 shows a structural and functional model of informal norms and practices that are typical for our national economy "in general". Such a view does not pretend to be completely scientifically sound, but will allow in the future to more accurately determine the directions of the search for the problem under study in the field of informal interaction.

Figure 6 - Structural and functional model of informal institutions.

It is important not only to study and model the institutional environment in the category of community, but also to identify the features of certain structures that promote or hinder the commercialization of RNTD universities. The study of the informal practices of universities in this context seems to be the most important task of the upcoming research. Preliminary modeling of the informal institutional environment at this stage is impossible and impractical. However, as emphasized above, the process of such modeling is reflective in relation to the research itself and will be completed only by its end. Now we can only sketch out the contours of future structures from the perspective of our concept (Figure 7).

Figure 7 - The logic of building a structural and functional model of informal institutions of universities.

Obviously, national sociocultural factors are the source of special sociocultural factors that are characteristic of a particular university.

The same can be said for formal institutions. The interaction of these four fields gives rise to the fifth - the field of specific informal norms and practices characteristic of a given educational institution. How and why they are taking shape, and to what extent these institutions facilitate or hinder the actual commercialization of RNTD is what is important. It seems that answers to such questions can be obtained relying more on qualitative research methods.

Of course, this layer of the presented concept is rather difficult to formalize from a theoretical point of view. One should strive to build a full-fledged structural and functional model of the phenomenon at this level. However, in case of doubt about its validity, one can restrict oneself to a set of cases of informal norms and practices that promote or impede the commercialization of RNTD in state universities.

Scientific potential.

The construction of a structural and functional model at this level is based on the traditional understanding of what scientific potential is. This knowledge in the form of scientific schools and directions, their distinctive advantages... Scientific personnel as carriers of this and potential new knowledge. Research and development base as a tool for obtaining and implementing knowledge. Let us dwell in more detail on each of these components and on what matters in them from the point of view of the goals of the forthcoming study.

quality of applied education,

interdisciplinarity of education (as the most important global trend in the direction of developments that have the potential for commercialization),

the presence of practical experience in the implementation of developments,

migration of scientific personnel in terms of quality replacement.

Knowledge capital (quality of intangible assets):

existing RNTDs that meet modern market demands (potential for commercialization, degree of security),

potential RNTDs that meet the market demands of tomorrow (high-quality foresight),

dynamics of reproduction of RNTD data.

Quality of tangible assets:

research equipment and components,

research and production base.

The categories of the general and the particular are implemented in this model at the macro (country) and micro (university, IIP) levels, respectively. The result of research at the macro level can be compiled from the totality of the studied components at the micro level and based on the analysis of open statistical data and the media. The study of the peculiarities of the scientific potential of a higher educational institution or IIP should be based primarily on quantitative research.

Knowledge capital is based on well-trained personnel, and it itself, in turn, is the basis for creating a material base for research and development. Formal institutions are called upon to provide support and development of all three components of scientific potential: intellectual property and its protection, support for small business and innovation, in particular, public procurement, “coercion to innovation”, commercialization of assets, including RNTD, owned by state universities and research institutes.

It should be noted that knowledge capital in market conditions and, in particular, the dynamics of the reproduction of RIAs with the potential for commercialization are directly influenced by the socio-cultural characteristics of this model, such as the primacy of the beauty of an idea over its market demand and a low degree of respect for the institution of property rights, which determines , in turn, such an informal institution as raiding.

Innovative infrastructure.

According to the research concept (Figure 4), the innovation infrastructure aims to ensure the implementation of the underlying layers of the RNTD commercialization pyramid into real innovation. Infrastructure "in general" is designed to reduce the total costs of "circulation" of information, financial, material (communication routes) and energy flows (the development of energy grids).

Innovation infrastructure, as a category "special" from the point of view of innovation policy, represents those of its objects that are created for the implementation of scientific and technical potential in the country's economy. The structural and functional model of this layer of the "pyramid" can be presented in the form of a table.

Table 3 - Model of innovation infrastructure.

From the point of view of the proposed approach, the complex of problems around the Russian innovation infrastructure seems to be quite understandable. In a nutshell, it boils down to the fact that the objects being created are not in demand in an adequate measure according to their intended purpose. Their application gravitates towards informal practices, and indicators of their economic efficiency are based on short planning horizons. There is practically no holistic understanding and well-formed practices of their application. Often, enterprises that use them in their activities can hardly be called innovative in the true sense of the term.

In the course of the upcoming research, it is important to find out:

understanding of the national innovation system by respondents in terms of infrastructure (qualitative research methods);

what objects they tried / got access to, how easily (quantitative methods);

how effective these objects are in terms of solving infrastructure problems in general (quantitative methods);

what critical tasks for specific respondents these objects do not solve (a combination of qualitative and quantitative methods);

how universities and small enterprises in general solve their infrastructural problems (qualitative methods);

complete the model by adding infrastructure objects to the list in the category of special (including those that are not considered as such), and, having decomposed the general category into detailed subcomponents, determine the corresponding "weights" of infrastructure components at the intersections of columns and rows of the model;

to identify the correlation of formal and informal practices of using existing infrastructure facilities, their effectiveness in terms of solving the problems of the innovation agenda.

Entrepreneurial potential.

Entrepreneurial potential is understood as an individual - an entrepreneur in the scientific and technical sphere, capable of realizing the underlying layers of our "pyramid" into full-fledged innovations, and their totality - their total number, working within the framework and for the benefit of the national economy. Obviously, the category of community includes the professional competencies of such people:

strategic management,

marketing,

business economics and finance,

basics of taxation and accounting. accounting,

knowledge of legislation in the field of entrepreneurial activity,

management of intellectual property and intangible assets,

business modeling, business design,

personnel management, psychology of research activities,

engineering, management of innovation processes, research and development,

risk management of high technology business,

commercialization of research and development,

knowledge of the national innovation system (institutions and infrastructures),

history and philosophy of development of science and technology, foresight of products and technologies,

project management,

special methods of searching for technical solutions (TRIZ, brainstorming, etc.),

knowledge management,

knowledge of foreign (primarily English) technical and business languages.

It is these competencies that provide the connection between resources and markets in the production chain, the connection between ideas and their successful commercialization in the development chain, the connection between all layers of our "pyramid" in the process of implementing the entire set of conditions and factors. For their research, you can use quantitative methods in the form of a questionnaire.

entrepreneurial intelligence,

leadership skills,

organizational skills,

strong-willed qualities.

These are the unique traits of the entrepreneur's character that determine the success of the implementation of the goals set, and the ways to achieve them. Each enterprise is unique, which is primarily predetermined by the personality of its leader. It is possible to identify such features only with the use of qualitative research methods.

In trying to commercialize research results, innovators face certain challenges and risks. Vladimir Glebovich Zinov, Deputy Director of the Center for Scientific and Technical Expertise of the RANEPA under the President of the Russian Federation, Director of the Expert Department of the CIG & TamirFishman Venture Fund Management Company, spoke about how to overcome obstacles on the way to financial success. The training seminar, which was held within the framework of the FCPIR Accelerator, was attended by the correspondent of "Expir".

Problems of commercialization of research and development results

Today's industry does not react at all to the very interesting proposals of science. Industry lives in a different dimension. However, the situation is different abroad. Large international companies are the driver of global innovation development. In Russia, large industrial companies, especially those with state participation, are enterprises that live on state orders. They don't live in the marketplace. Innovation is risky for them.

Commercialization process

The commercialization process consists of several stages:

• idea;
• development on early stage;
• the final version of the prototype;
• launch into production;
• market diversification.

At every stage there is Feedback... It is necessary to clearly formulate the goal and determine what results need to be achieved. Typically, each stage costs 10 times more than the previous one.

Standard Models for the Commercialization of Research and Development Results

The first model is to license research and development results.

It is very difficult to create a general algorithm for selling a license. But as practice shows, the most real thing is to come up with an idea for a product based on the results of your work and go to someone who is interested in the release of such a product.

The license itself will not bring a lot of funds, it is about 100 thousand, distributed over several years.

The Institute will have to spend a lot of effort and money to maintain licenses and patents. The license is interesting in the aggregate: when you need to train people, when there are contracts accompanying this process, when you become partners for many years and new orders for R&D come to you. This will bring more money and develop the institute, it will have new competencies.

An example of a second commercialization model is the sale of an established new product business.

The third commercialization model is scientific outsourcing. Many large companies do not consider it necessary to create their own scientific and technical centers for their own research. Such centers are created mainly for the coordination of outsourced research.

The commercialization of your resources is R&D orders. This is what is called open innovation.

In order for the scientific and technical center of the company to be at a high level, not only modern equipment is needed, but also qualified scientists. A strong scientist will remain strong if he communicates with colleagues. If you lock him in a room and restrict his activities to all kinds of nondisclosure agreements, he will lose qualifications.

The scientist must communicate, go to conferences, talk with colleagues. Therefore, he will definitely tell everything about his results, no matter how you warn him about confidentiality. On the other hand, scientific research is getting more expensive all the time. Patents have to be upheld, and they are very expensive.

For these reasons, companies go into outsourcing. Their R&D centers require more and more funds, and therefore they are being phased out and retained only as coordinators.

Everyone is looking for ways to shorten the "idea-technology" period. Everyone is interested in speed. This speed is achieved through the search for competencies in the market.

How to turn a technical idea into a business idea?

1. Keep your applied idea a secret

In order to turn an idea into know-how, formalize it as know-how, we have a law. An appropriate structure must be built in the organization. There must be an order of the director, where a certain research result is called a trade secret, an act of possible economic value is needed due to the unknown to third parties, a confidentiality agreement with everyone who is familiar with the confidential result.

You can trust the confidentiality agreement only if the subject of the agreement in the papers is a commercial secret. A trade secret always has a material component. According to Russian law, in case of violation of such an agreement, material liability arises.

If you have applied for a patent, the priority is confirmed by a certificate from Rospatent and you can already talk about the idea, trusting the confidentiality agreement.

2. Conduct an express assessment of the commercial potential of your applied idea.

You need to understand that the volume of the possible market and the volume of planned costs should be related to 100: 1. This is a worldwide rule. This is a prerequisite. The sufficient conditions are the competence of the project team.

3. Issue intellectual property rights

All intellectual resources that are created during the implementation of an innovative project always consist of two parts: formalized and non-formalized knowledge.

The bearers of non-formalized knowledge are people who work in a team. It is difficult to manage people. The task of the manager is to regularly extract the accumulated knowledge from a person and translate it into a material medium. But it is impossible to translate everything.

Information in Russia is not a commodity. Only the right to use it is sold, along with information. If you are selling only information, then you are selling a tangible medium. In order for the intellectual resources of an innovative enterprise to grow in value, they must be protected as objects of intellectual property. Unformalized knowledge cannot in any way be turned into an object of law or into an object of trade.

4. Planning the implementation of a business idea

You must have a work plan for creating a product that you can sell. The author of an innovative idea, entering into negotiations with a representative of business structures, must talk about what the result of cooperation will be.

There are 13 typical steps in the new product development process (slide). R&D is only the sixth stage. And everything else is the informational component of this process.

The production plan starts at the end. If you know who your client is and what they are willing to pay you for, then you can develop a plan accordingly.

5. Presentation

The presentation has five key questions:

1. Confirmation of attractive consumer properties of a new product or technology.

You shouldn't go deep into the scientific and technical component. It is necessary to briefly present the essence that a layman can understand. It is good to have a comparison of your future product with what is already on the market. Ideal if you do not have a patent, but an assessment of patentability. Obtain a patent when you have a go-to-market strategy.

2. Market prospects for a new product or technology.

You need to formulate your result in a product concept. A lot of initial marketing information can be obtained by talking to potential buyers.

3. The beneficial economic characteristics of a new product or technology.

It is very important for an investor to understand what the economic value of the product is.

4. The required amount of venture capital investments with a justification for the payment of what kind of work such an amount is needed.

5. Proposed conditions to the investor.

For example, what share of the invested business are you willing to transfer to the investor? How will the one who gives you money make money? Who will redeem this share from him and after what time?

Also during the seminar, Vladimir Glebovich discussed with the participants the specifics of innovative business, the role of a manager, investor and strategic partners, and a number of other issues. The full presentation and video recording of the speech will be published at a later date.