THE INNOVATION POTENTIAL EVALUATION OF THE SLOVAK SMALL AND MIDDLE ENTERPRISES

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THE INNOVATION POTENTIAL EVALUATION OF THE
SLOVAK SMALL AND MIDDLE ENTERPRISES

• Ing. Radomila Hornáková

TECHNICAL UNIVERSITY IN ZVOLEN Department of
Marketing, Trade and World Forestry
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Products assortment
THE CHOSEN RESULTS FROM RESEARCH OF INNOVATION
POTENTIAL OF SMALL AND MIDDLE ENTERPRISERS OF
WOOD-PROCESSING INDUSTRY
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The main floaters of innovation in companies
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The main gain from application of innovations
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The financial resources for company innovations
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The percentage shares of innovation costs on
company turnover
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Innovation activity as a part of business strategy
The suppliers of innovation solutions for firms
and companies
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Innovation Capability The ability to come up,
consistently, with novel ideas that deliver short
and long term profits to an organization. The
next question that follows is What gives the
organization the ability to come up with ideas
consistently? It comes from the ability to link
insights, concepts and facts in a new/different
way. There are essentially three capabilities
that form the pillars on which Innovation
Capability is built. Building Innovation
CapabilityKnowledge Capability is the first
pillar. If coming up with ideas is about linking
concepts, insights and facts in a unique manner,
then the first thing that an organization needs
is to possess these concepts, insights facts.
It needs to know these or have the ability to
learn them quickly. Attitudinal Capability is all
about having the right attitude, as an enabler of
new ideas. Attitude at an organizational level
results in people behaving in a certain way that
can have far reaching impact on innovation
capability. Creative Capability is the topping so
to say, once the knowledge is there and the
attitude is right, the insights, facts and
concepts still need to be linked together. This
is what creative capability is all about. These
three pillars need to come together to hold the
roof of innovation capability. In the next few
sections, we will go through the steps to build
each of these capabilities.
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Absorptive Capacity The Firm as a Search Engine
Source Making Technological Knowledge Work, 2005
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EVALUATING METHODS OF INNOVATIVENESS AND
INNOVATION POTENTIAL
European Innovation Scoreboard
OECD Manual Measuring Productivity
Balanced Scorecard
Enterprise Evaluation of the preparedness for
innovation
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EUROPEAN INNOVATION SCOREBOARD
The Innovation scoreboard is one component of a
much broader benchmarking exercise of DG
Enterprise covering European enterprise policy
and competitiveness as a whole.
Five key dimensions of innovation performance

• Innovation drivers
• Knowledge creation
• Innovation entrepreneurship
• Application
• Intellectual property

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OECD MANUAL
The main objectives of this manual are to

• Provide an accessible guide to productivity
  measurement for those involved in constructing
  and interpreting productivity measures, in
  particular statistical offices, other relevant
  government agencies and productivity researchers.
• Improve international harmonization although
  there is no strong prescriptive element in the
  manual, it contains indications about desirable
  properties of productivity measures. When
  countries have a choice in constructing new
  measures or developing a system of indicators,
  the manual may provide guidance.
• Identify desirable characteristics of
  productivity measures by reference to a coherent
  framework that links economic theory and index
  number theory. Desirable properties have to be
  assessed against the reality of data availability
  or the costs of producing statistics. Broad
  trends can often be discerned with tools that do
  not live up to full theoretical standards as long
  as they are interpreted with the necessary
  caution. However, the user has to be aware of
  simplifications that occur in the practice of
  productivity measurement.

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BALANCED SCORECARD
Source www.balancedscorecard.org, 2005
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MAP OF THE COMPANY INNOVATION POTENTIAL
A company with high innovation potential meets
the individual indicators in the following
spheres by scoring maximum levels

• Strategy and planning
• Marketing
• Technological process
• Quality management
• Logistics
• Human resources

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MAP OF THE COMPANY INNOVATION POTENTIAL
A company with high innovation potential meets
the individual indicators in the following
spheres by scoring maximum levels

• Strategy and planning
• Marketing
• Technological process
• Quality management
• Logistics
• Human resources

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Micro firms comparison of the reality and
approach to the issue
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Small firms comparison of the reality and
approach to the issue
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Middle firms comparison of the reality and
approach to the issue
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Big companies comparison of the reality and
approach to the issue
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Comparison of total innovation potential in all
groups of the companies
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Total innovation potential of Slovak
wood-processing companies
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Suggested innovation model for small and middle
wood-processing enterprisers
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In the following points is defined, how should
this model be used in praxis

• Very important is to overcome from the role of
  classical manager to role e new, modern manager
  instead of classical planning the firms have to
  endeavor to create new conceives and
  inspirations, dont be afraid to lead and support
  the other employees, empower them (because one
  problem has many ways how to solve it) They have
  to point at effective leading and management, to
  reach singleness of firm, in the role of manager
  create innovation-able organization, be opened to
  cooperation. They have to organized teams and
  support teamwork, to develop human power, to
  ensure constant education, to motivate and
  certainly evaluate and measure outputs.
• The further important thing is to ensure perfect
  interconnection between teams, what is basis for
  correct operation of strategic interconnection.
  The face-to-face communication and feedback in
  company is many times abandoned.
• Firms in innovation processes should realize
  radical innovations. Even if it will face to
  considerable measure of doubts, its important
  moving power for firm.
• Firms have to pay attention to discover new
  floaters for innovations. As soon as they will
  identify them they choose an individual access.
• They have to control and measure, not forget to
  watch successfulness of new product at market,
  turnovers, profits of this product, to compare
  themselves to competition, watch the market
  trends.
• And the last point From the firm and its
  surrounding to create innovation culture,
  innovation surrounding.

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Thank you for your attention!!!