Innovative management is the source of enterprise vitality.

First, the significance and role of innovation management in enterprise development

The concept of innovation was first put forward by Austrian economist Schumpeter. He believes that the most important driving force and the most fundamental source of economic growth lies in the innovative activities of enterprises. He said that innovation is reflected in: launching new products or providing new quality products; Adopt new production methods, including new technologies and new processes; Open up new markets; Obtain new sources of raw materials and semi-finished products; Schumpeter's theory of implementing new organizational forms has influenced a large number of economic managers and technical engineering experts. In recent years, Chinese scholars have also done a lot of research on innovation theory, with special emphasis on the commercialization process of innovation. They believe that innovation is not only to think of new things, but also to make new things, which is the difference between enterprise innovation and general invention. There are also many innovative examples and achievements in the system transformation and strategic structural adjustment of geological prospecting units, but it is rare to really regard innovation as an important management content. In fact, innovative management is the key and source of vitality for the enterprise.

From the development process, enterprises also have life cycles of establishment, development and extinction. The life cycle of different enterprises varies greatly, some are short-lived and some are long-lasting. The life cycle of an enterprise is closely related to the cycle of its core technology, and any technology or product will be outdated. Like human life, it has a process of occurrence, development and eventual elimination in the market. Once the core technologies or leading products that enterprises rely on fall behind, enterprises will fall into a low valley of development. Only through innovation and replacing outdated core technologies with new technologies can enterprises survive the low operating period and get regeneration. Only by continuous innovation can enterprises stay young forever. Because enterprises are always in a competitive environment, just like sailing against the current, if you don't advance, you will retreat. However, we should also see that innovation is also a risky undertaking, and there are great uncertainties in technology, market and operation. There are also many people in society who go bankrupt because of the failure of innovation. Therefore, we must minimize risks and improve the success rate and efficiency of innovation. And to do this, only through effective innovation management. A large number of innovation practices show that innovation can be successful step by step as long as we seize the opportunity and the competitive factors within the enterprise. The task of innovation management is to vigorously promote this success. Therefore, it can also be said that innovation management is a decision, in which the creativity and uncertainty of technological innovation determine that its management is essentially a non-programmed decision. This requires enterprise decision makers to have higher judgment ability and decision-making level. This ability is not innate, nor is it cultivated under traditional management. It is learned and cultivated in innovative practice. In a sense, innovation management is a process of trial and error-correction-perfection. Managers should be good at adjusting inappropriate decisions in time to avoid major mistakes.

Innovation management involves all aspects of enterprise production and operation. Combined with the present situation of geological prospecting units, the innovation of enterprise system, production technology and products, as well as the innovation of management concept are emphasized.

Second, enterprise system innovation.

The report of the 15th National Congress of the Communist Party of China pointed out: "Establishing a modern enterprise system is the direction of the reform of state-owned enterprises. In accordance with the requirements of clear property rights, clear responsibilities, separation of government and enterprise, and scientific management, we will implement standardized corporate system reform for large and medium-sized state-owned enterprises, so that enterprises can become legal entities and competitive subjects that adapt to the market. " This decision of the CPC Central Committee also applies to geological prospecting units. At present, the practical problems existing in the system of geological prospecting units highlight that it is impossible to reform the modern enterprise system. Although the system reform of geological prospecting units has been carried out for more than ten years and considerable progress has been made, there is still a big gap with the above requirements of the CPC Central Committee and it is not suitable for the market situation faced by geological prospecting units. Among them, the most prominent performance is in three aspects: First, in recent years, while geological prospecting units are facing the market and carrying out production and operation, why hasn't any unit's capital been effectively accumulated and rapidly expanded to form scale operation? Second, in recent years, geological prospecting units have invested a lot of money in strategic structural adjustment and set up many business projects. Why is the success rate so low? The success rate of some provincial bureaus is less than10%; Thirdly, since the main business of geological prospecting is shrinking greatly under the gradual advancement of market economy, why didn't a geological prospecting unit go out in an organized way or declare bankruptcy and closure? The key point is that the original geological prospecting system and the subsequent enterprise reform can not solve the above problems at all. Because first, it is not an enterprise and there is no capital system at all. Even if the assets are insolvent, there is no "property" to break, and the state bears unlimited responsibility; Second, the modern enterprise system is not implemented, and the property rights relationship is extremely vague. Subordinate enterprises mainly rely on asking for money from superiors. Even if you borrow money from a bank, you must be guaranteed by your superiors, and your subordinates never pay back your money. At the same time, the superiors basically did not give the subordinates the autonomy they deserved. Therefore, this system cannot meet the needs of the development of socialist market economy without reform. The reform direction of geological prospecting units should be a leap-forward transformation from enterprise management to modern enterprise system, which is the institutional innovation of geological prospecting units.

In China, the modern enterprise system is mainly the company system. The company system is very different from the traditional factory system. This difference is the legal difference between the company legal person system under the market economy and the "factory, company" legal person system under the planned economy in the past. This difference is mainly reflected in the following aspects:

(1) The investor of the company as a legal person shall bear limited liability for debts, and the investor of the factory as a legal person shall bear unlimited liability for debts.

(2) The corporate legal person is liable for debts with all the property of the enterprise, and at the same time, the corporate legal person has complete management rights, corporate property rights and the right to use, control and dispose of the property of the enterprise completely independently; The factory legal person has neither the legal person property right nor the complete management right, and cannot be responsible for the debts with the enterprise property.

(3) The company as a legal person only guarantees the integrity of the value form of enterprise assets to investors, but does not guarantee the integrity of the physical form. Through the separation of the physical form and the value form of enterprise assets, the separation of functions and powers between the company legal person and the investor can be realized. Factory legal person should not only ensure the integrity of its value form, but also ensure the integrity of its material form to investors (countries). The investor not only has the ultimate ownership, but also has the right to dispose of the enterprise property and the right to operate the enterprise.

(4) Under the company system, the manager is appointed by the board of directors, except that the board of directors has no leadership. Investors have strict legitimacy (legal intervention) and regularity (shareholders' meeting once a year) to enterprise cadres, while under the factory legal person system, the factory director is appointed by the competent government department, and government intervention is timely and arbitrary. This is the real reason why the enterprise legal person of the factory can't leave the government even after more than ten years of reform, and the enterprise autonomy can't be implemented. The scientific nature of a company as a legal person lies in having independent legal person property rights, thus enjoying civil rights and bearing civil liabilities. This kind of enterprise legal person added between investors and creditors has become both an intermediary and a barrier between them. As an intermediary, the company legal person guarantees the implementation of the rights and responsibilities of both investors and creditors; As a barrier, the enterprise legal person cut off the connection between them, controlled the excessive interference of the investors, and made them retreat behind the scenes to enjoy the benefits, while the enterprise legal person monopolized the power of dealing with the creditors and counterparties of the enterprise, ensuring the operating efficiency of the enterprise.

(5) The governance structure under the company system is that the board of directors, the chairman, the department manager and the board of supervisors check and balance each other. The board of directors and the chairman are responsible to investors, manage major issues of the enterprise and appoint general managers; The general manager is responsible to the board of directors and is responsible for the daily affairs of the enterprise, and suggests that the board of directors appoint deputy managers and financial officers; The board of supervisors is responsible for checking the financial affairs of the enterprise and supervising the illegal acts of directors and managers in performing their duties. However, the factory director of the legal person system of factories and companies is only responsible to the superior in charge, and the party Committee plays the role of supervision and guarantee, lacking checks and balances in legal definition. There are often two tendencies: either the factory director does not have the necessary autonomy; Either the investor is not in place and the insider controls the enterprise.

To carry out modern enterprise reform of geological prospecting units, we can take the geological prospecting bureau as the unit, put the original legal person at the level of geological brigade, and then set up a limited liability company or a joint stock limited company through industry associations and regional associations or geological prospecting units with good benefits as the leader. This mechanism of mutual shareholding of legal persons is of great significance: ① Great changes have taken place in the original meaning of ownership. For the ownership of socialist countries, after the transformation of legal person shareholding, although the owners behind each corporate shareholders are all state shareholders, because each legal person shareholder represents the interests of each legal person enterprise, it turns the original simple single state ownership into multiple corporate shareholders ownership systems that represent the interests of both the state and the enterprise, which greatly personalizes the ownership. (2) The rights of shareholders are greatly weakened, while the rights of operators are strengthened. At the same time, there are restrictions between legal persons. (3) Holding shares by legal persons makes business operators not easily influenced by the short-term behavior of individual shareholders in pursuit of dividends, but focuses on the development and long-term interests of enterprises. When Guangxi Geological Exploration Bureau allocated funds to support difficult geological exploration units, it did not let them run enterprises alone, but regarded investment as shares of difficult units and set up limited liability companies with enterprises with good benefits, which reflected the practice of mutual shareholding between legal persons.

Geological prospecting units should divest state-owned assets, non-operating assets and welfare assets, and also divest retirees and surplus personnel when implementing a company system with mutual legal person shareholding and standardized composition. However, the newly established company should extract social labor insurance money according to a certain proportion and hand it over to the in-situ prospecting unit for use. When this separation is implemented, it is best for the Geological Exploration Bureau to set up management centers according to regions, which are responsible for the management of retirees and surplus personnel and manage some properties. The original geological exploration unit can be gradually revoked.

Geological prospecting units (teams) with high degree of enterprise and good economic benefit ratio may also set up a limited liability company separately, but if it is not suitable for sole proprietorship, employees shall be allowed to become shareholders, and the trade union shall exercise the management right of employees' equity. The 11th Geological Brigade of Zhejiang Geological Survey Bureau is preparing to do this.

Third, product and technology innovation.

Products or services are the final result of enterprises using social resources. Under the condition of market economy, whoever can make the most effective use of social resources and produce the most satisfying products or services for users will have the initiative in market competition. Looking at the development history of some famous large enterprises at home and abroad, it is the history of constantly occupying the market with new products and winning users. Product innovation will inevitably put forward new requirements for existing technologies, processes, equipment and materials. In turn, technological innovation has created conditions for the emergence of new products. If product innovation is called the "sensor" of production technology innovation, then technology innovation is the "midwife" of product innovation. From the production itself, improving quality, reducing cost and improving labor productivity are also inseparable from production technology innovation. So we must combine product innovation with technological innovation.

In product innovation and technological innovation, we should correctly choose strategies. Generally speaking, the development of new products and the research and application of new technologies are nothing more than the use of two chains with different lengths. One is to start with the research of new concepts and produce a long product chain through research, development and technological innovation; The second is to realize the short chain from technological achievements to products through technological innovation. The former is characterized by the need to invest a lot of manpower and material resources, high cost, high risk and long cycle, and once successful, the return is relatively high; The latter is based on the existing technological achievements, generally with less investment, short cycle and quick effect, which can be said to be a shortcut to realize technological innovation. Compared with the two, the latter method is more practical for geological prospecting units. Generally speaking, the geological prospecting departments and their diversified businesses have low technical level, weak scientific research strength, insufficient funds and can afford to win or lose. This determines that the technological innovation strategy of geological prospecting units must mainly focus on the transformation and upgrading of existing industrial technologies, the absorption and application of new technological achievements at home and abroad, and the research and development of marketable products or services. That is, based on reality, we should establish an effective internal technological innovation mechanism that meets the requirements of market economy, including project settlement mechanism, talent incentive mechanism, capital investment mechanism and technology diffusion mechanism. Effectively improve the contribution rate of science and technology to the economic development of geological prospecting units and their enterprises. The following choices can be made in the innovation strategy:

1. Scroll strategy. That is, technological innovation is located in continuous technological innovation, based on existing industries and their technologies, strengthening the innovation of production technology and related technologies, and realizing the rolling development and improvement of technology. This strategy has a wide range of adaptability, especially geological exploration and prospecting technology and its extension and expansion. On the basis of existing technology, we can accelerate the study and reference of new theories and methods at home and abroad, constantly improve technology and technology, and improve the scientific and technological content, so as to establish and maintain the technological leading edge of geological prospecting units in this field. At present, many geological prospecting units have re-developed the original geological data in geological exploration, and some have achieved good results.

2. adopt a strategy. That is, no matter what my initial research and development is, I will take out the technical achievements and products that are promising in the market and use them for me at a small cost. Most diversified enterprises in geological prospecting units are in the early stage of development, with weak economic strength, impossible to invest heavily and lack of professional and technical personnel. We might as well seek this strategy. In fact, some industrial enterprises run by geological prospecting units have already made this attempt, and the effect is very good. For example, Huzhou Strontium Carbonate Factory of Sichuan Bureau of Geology and Mineral Resources was established in this way.

3. Grafting strategy. That is to say, units with technological advantages in a certain field are selected as partners to jointly develop new technologies and new products with high technical level, high starting point and high added value, and introduce new technologies for the economic development of geological prospecting units or host enterprises. The bioengineering gold extraction technology jointly developed by China Mining Group and Shaanxi adopts this form.

4. Learn public relations strategies. That is, with the help of external scientific and technological forces, major technical problems encountered in the production and operation of geological prospecting units and enterprises are solved. Strong randomness, no fixed pattern. Some determine technological innovation topics according to the needs of production and operation, entrust scientific research units or colleges and universities to carry out research and development, and return the results to investors; Some invite experts from other units to the production site to study and tackle key problems on the spot, pay research fees and remuneration, and the organizers hold technical achievements.

Product and technological innovation involves all levels of geological prospecting units and enterprise departments, which requires creating an environment conducive to innovation internally. The main methods are:

1. Establish a flexible and independent innovative organizational form. Such as: innovative product group, innovative technology group, rational development research group, etc. Its organizational scale should not be too large. Enterprise leaders should have full authorization and a sound support and guarantee system. They can research and develop on their own, or they can put forward research and development strategies and implementation plans suitable for their own units and jointly develop with the outside.

2. Establish a special incentive system. An important feature of innovation activities is to take risks. I hope that any innovation activity will succeed immediately, which is tantamount to stifling innovation. As a result, the organization can only form an atmosphere of seeking nothing but nothing. Therefore, the incentive mode of innovation must be different from daily activities, allowing adventure and failure, and giving innovators the motivation to fail; Give generous rewards to successful innovators. In recent years, the Third Geological Team of Gansu Bureau of Geology and Mineral Resources has discovered several gold producing areas for development and utilization, which were obtained by giving a few people excellent working conditions and high remuneration.

3. Create a strong atmosphere of rejuvenating enterprises through science and technology internally, at the same time, put forward the main direction, organize lean teams to tackle key problems, and let everyone Qi Xin work together to support product innovation and technological innovation, increase the pressure and motivation of innovation, and promote the success of innovation. This was done by Team 3 of Shaanxi Geological Exploration Bureau. They discovered a big gold mine in 1980s, but because of its low grade, it is difficult to develop and utilize it, and they are facing serious difficulties. Faced with this situation, they are determined to overcome the heap leaching technology of low-grade gold mines through technological innovation and make a turnaround. So they explained the situation, difficulties and solutions to everyone, and organized a research team composed of laboratory technical backbones to go all out to tackle the problem, and soon made a breakthrough. The 78-ton reserves of this large gold mine have changed from potential resources to real resources. Now, three large-scale mineral processing plants have been built, with an annual output of 48,000 gold, which has fundamentally freed the team from the predicament.

4. Internally organize all relevant departments to carry out innovative activities in an all-round way, make concerted efforts and rely on science and technology to promote enterprise development. In other words, the task of innovation should be deployed to every production department, and at the same time, the masses should be mobilized to put forward reasonable suggestions, so that everyone can exert their stamina for technology and ensure the rapid development of enterprises. Wuhan Testing Institute of Hubei Geological Exploration Bureau has used this innovative method to create high speed and high efficiency for ten consecutive years. In the main business test, they combined imported equipment with their own research, solved the microscopic analysis of gold mine test earlier in China, and undertook the test analysis of more than 0/00 geochemical exploration scans in the whole country 13 provinces (cities)/kloc-0, creating income of more than 100,000 yuan/kloc-0. In terms of testing instruments, the online system for automatic interpretation of emission spectrum by computer was successfully developed, which improved the testing efficiency by 10 ~ 20 times and sold 5 1 set of equipment. Aiming at the construction market, they undertook the geotechnical test task in construction engineering investigation by improving the utilization rate of geotechnical test technology and equipment, and their business was very prosperous, and then developed the first 2000-ton static load test equipment for pile foundation in Wuhan, forming a relatively complete supporting means for construction engineering inspection; In terms of diversification, they took advantage of laboratory analysis to open a chemical reagent shop, which not only reduced the procurement cost of their own experiments, but also arranged nine redundant employees with an annual profit of 200,000 yuan. They organized surplus female workers to set up children's wear factories with an annual output value of 6.5438+0.2 million yuan and 38 employees. They set up a mining company to serve WISCO, with an annual turnover of over 6,543,800 yuan. In short, mobilize all departments and all employees to innovate.

Fourth, management innovation.

With the development of China's market economy and the deepening of reform, geological prospecting units and enterprises are facing various challenges, and enterprise management must be innovative. The purpose of management innovation is to integrate enterprise resources more effectively and improve enterprise performance. Management innovation includes the innovation of management methods and means, as well as the innovation of enterprise management concept. Capital management is an innovation of management concept. The concept of capital management is the sublation of the traditional concept of production and management. Using the concept of capital management can bring new development opportunities for geological prospecting units and enterprises, and make them get greater development in the era of coexistence of opportunities and challenges.

Capital management means the planning and management of capital. From the micro level, capital management is to manage, plan and optimize the allocation of resources and production factors that enterprises can control in order to achieve the goal of maximizing capital appreciation. The content of capital management can be divided into industrial capital management, financial capital management, property capital management and intangible capital management according to its management forms. Compared with traditional production and operation, capital operation has the following characteristics:

1. Capital management is a capital-oriented enterprise action mechanism. Traditional production and management is a product-oriented action mechanism. This mechanism only pays attention to the production and development of products, but ignores the input-output efficiency of capital; Only pay attention to the variety and quality of products, not to the form of capital, the quality of capital operation and the structure of capital liabilities; Only pay attention to the changes of product prices and raw materials and equipment costs, while ignoring the changes of capital prices and values. Capital management is a capital-centered guiding mechanism, which requires enterprises to always focus on capital preservation and appreciation in economic activities, pay attention to the input-output efficiency of capital, and ensure the continuity and continuity of capital form transformation. The main purpose of capital management is to maximize capital appreciation.

2. Capital management is based on the form of value management. Capital management requires that all resources and factors of production that can be used and controlled are regarded as operational value capital, and the maximum benefits can be obtained with the least resources and factors. We should not only consider the input and output of tangible capital, but also attach importance to the input and output of intangible capital such as patents, technologies, trademarks and goodwill, fully consider the value of all input factors of enterprises, and make full use of and tap the potential of various factors. Capital management not only attaches importance to physical supply, physical consumption and physical products in the process of production and operation, but also cares about value change, value balance and value form change.

3. Capital operation is an open operation. Capital management requires controlling and using capital to the maximum extent, and controlling more social capital with less capital mobilization. Therefore, it not only pays attention to the internal resources of enterprises, but also achieves the purpose of value-added through the optimal combination of internal resources of enterprises. Moreover, we should use all means of financing and credit to expand the share of capital utilization, attach importance to expanding the scale of capital through mergers and acquisitions, equity participation and holding, and combine internal resources with external resources to optimize allocation and obtain greater value-added. This is an open operation of capital management. This kind of opening requires breaking the concepts of regions, departments and industries, and treating enterprises not only as enterprises in a certain industry, a certain department or a certain region, but also as enterprises that produce certain products, but as carriers of value-added. Enterprises are faced with all industries, all products and the whole world market, as long as capital can produce the greatest value-added.

4. Capital management pays attention to the liquidity of capital. According to the concept of capital management, enterprise capital can only increase in value if it flows, and idle assets are the biggest loss of capital. Therefore, on the one hand, it is required to revitalize the deposited, idle and underutilized capital stock through the reorganization of property rights in the form of merger, acquisition and leasing, so that capital can continuously flow to industries and products with high returns and gain opportunities for value-added through the flow; On the other hand, it is required to shorten the flow process of capital. Such as industrial capital, from monetary capital to production capital, from production capital to commodity capital, and then to monetary capital, its essence is the preparation, implementation and realization of capital appreciation. It is required to speed up the circulation of funds and avoid the backlog of funds and semi-finished products, which can greatly improve the efficiency of the use of funds.

5. Capital management avoids operational risks through capital portfolio. The concept of capital management holds that due to the uncertainty of the external environment, the business activities of enterprises are full of risks, so capital management must pay attention to avoiding risks. In order to ensure the safety of invested capital, it is necessary to combine capital, avoid putting eggs in the same basket, and not only rely on product mix, but also rely on diversified operation of multiple industries to support enterprises, so as to reduce or disperse the risk of capital operation.

6. Capital management is a kind of structural optimization management. Capital management rationally allocates resources through structural optimization. Structural optimization includes the optimization of product structure, organizational structure, technical structure, talent structure and other internal resource structures of enterprises; Optimization of industrial capital, financial capital and property capital; Optimize the structure of stock capital and incremental capital; Structural optimization in the process of capital management. , realize the optimization of capital allocation, and finally maximize capital appreciation.

7. Capital management is people-oriented management. All business activities of an enterprise are carried out by people, who are the most potential and the most easily overlooked capital factor. Capital management regards people as the most important part of enterprise capital, regards the management of people as the primary goal of capital appreciation, sets up a "people-oriented thought", constantly excavates people's creativity, and obtains capital appreciation through people's creative benefits.

8. Capital management attaches importance to the control and use of capital, rather than possession. Capital management regards the control and use of capital as more important than capital possession, because profits come from the use of assets rather than the possession of assets. Therefore, it is important to gain control over more capital through joint venture, merger, holding and leasing. That is to make the "cake bigger" of capital. Cooperate with other enterprises to explore the market through strategic alliances and other forms. Obtain technology, reduce risks, thereby enhancing competitiveness and gaining greater capital appreciation.

According to the above-mentioned connotation and characteristics of capital management, combined with the reality of geological prospecting units and their host enterprises, it can be seen that it is of great significance and function to implement capital management in the strategic structural adjustment of geological prospecting departments and geological prospecting units, as well as in their operation, reform and development: capital management can promote the rapid accumulation and expansion of capital of geological prospecting units and their host enterprises; It can encourage geological prospecting units to revitalize the stock of assets and activate sluggish capital; It can promote geological prospecting units to optimize the capital structure and improve the efficiency of resource use; It can promote the establishment of modern enterprise system and deepen the reform of geological prospecting units.

Five, handle the relationship between system innovation, technological innovation and management innovation.

The above three aspects of enterprise management innovation are a contradictory unity that restricts and promotes each other. In carrying out management innovation, geological prospecting units should grasp and handle the relationship among system innovation, technology innovation and management innovation. First of all, we should put institutional innovation in the first place, create a modern geological prospecting enterprise system, and drive technological innovation and management innovation. This is because the reform of geological prospecting units is far from complete, and the existing enterprise system can not bring enough incentives to technological innovation and management innovation. Historical experience shows that in the period of relative social balance, technological innovation will become the dominant aspect of economic growth, while in the period of social transformation, institutional innovation will rise to the decisive factor relative to technological innovation. Therefore, at present, geological prospecting units must accelerate the transformation to modern enterprise system, promote mutual share investment, and expand the necessary living space for technological innovation and management innovation.

Secondly, innovation management should focus on technological innovation. Because only by continuous innovation and accumulation in technology can geological prospecting units develop sustainably and keep their vitality forever. Judging from the general situation of geological prospecting units, technological innovation is often not paid enough attention to in their operations, especially in developing diversified businesses. They like to spread new stalls and ignore the follow-up development of new technologies and new products, and rarely form a decent enterprise with product echelon structure and sufficient development potential. With the aging of the original products and the shrinking of the market, many business departments either died prematurely or got into trouble. As a result, they had to beat gongs and drums again to start a new business. This cycle is always in the cycle of low technology content, which is the fundamental reason for the inefficiency or loss of many enterprises and the long-term stagnation of economic development. Judging from today's development trend, the competitiveness of products has been mainly determined by the technical content and advantages of products, and technological innovation will be the basic driving force for the growth of enterprise benefits. Therefore, whether in the long term or in the short term, we should take improving our own technological innovation ability as the core strategy of enterprise development.

Thirdly, management innovation should be based on management innovation, not only because the current management level of geological prospecting units is still low and needs to be improved and improved as soon as possible, but also because both institutional innovation and technological innovation must rely on effective management to produce good benefits. At this stage, it is of course very important for geological prospecting units to first carry out system innovation and straighten out property rights relations, but this in itself cannot replace management. If management can't keep up, even the best property rights relations and systems can't play a role. Similarly, even with the best advanced equipment, product design and process methods, it is impossible to produce high-quality products, so the basic position of management innovation cannot be shaken at any time.