Formation of an innovative development map in the process of forming a strategy for foreign economic activity of an enterprise

Abstract

Companies looking to survive in an extremely competitive environment need to transform their strategic planning processes to be more consistent, flexible, and efficient. Now it is impossible to create a winning strategy without innovation. From the review, it can be concluded that the strategic direction of innovation largely depends on high hierarchical levels, which should have the necessary tools for formulating and implementing an innovation strategy. The proposed management model makes it easier for managers to socialize the strategy, and also provides an opportunity for all participants involved to contextualize what is formed in daily actions, exploring and experimenting, despite the risks of innovation. In addition, by formalizing the innovation management process in the structure of these companies, a greater commitment and integration of various functional areas is created, which ensures the harmonization of activities so that the initially proposed goals can be achieved together. Task mapping differs significantly from process mapping in that the goal is to determine what customers are trying to do at each stage, rather than what they are currently doing. At each individual stage, there are several ways to make the job easier, or faster. By planning each stage of work and finding these opportunities, companies can find new ways to differentiate their offerings. This should be included in the strategic planning process so that we can develop strategies that extend the useful life of the current business model, as well as explore new ones that will allow us to create a medium-and long- term innovation map of the company's development.

Keywords

• formation
• innovative development map
• strategy
• foreign economic activity strategy of the enterprise