This article examines the issues relating to the implementation of the industrial policy and the national economy reindustrialization under the conditions of so-called “new normality”. It is mentioned that the reasons for “new normality” is a global inability to design new forms of activity, which led to a deficit of non-toxic assets in excess of money supply. The slowdown and the decline of global economic growth are the signs of this process. As the main instrument for overcoming the economic stagnation “normality” the intensification of efforts to import substitution is offered. It is substantiated that based on export-raw commodity model the new Russia industrialization is not feasible, as the solution of the problem of high-tech import substitution. There is a need to design and organize in Russia new national industries that have advanced competitiveness in the world economy, as a mechanism for the withdrawal of the global economy beyond the “new normality”. It is proposed to counterpose the “new normality” of the national innovation policy and pay attention to issues related to the long-term innovation and industrial development of the Russian economy, both in the sectoral and regional contexts.

The most important component of strategic planning is to ensure counteracting the challenges and threats to economic security, preventing crises in various areas of the Russian economy and avoiding the decline in the population living standards. The Strategy of the Russian Federation Economic Security for the Period until 2030, approved by the Russian Federation President Decree of May 13, 2017 No. 208, is aimed at solving these tasks. In order to timely identify challenges and threats to economic security, prompt response to them, development of management decisions and recommendations, a risk management system is formed, an important element of which is a set of economic security indicators. The approved Strategy establishes a list of 40 indicators that allow monitoring and analyzing the economic security status, but the problem of the indicators’ assessment has not been solved yet. Two administrative innovations are formulated in the article. It is suggested, firstly, to use a three-level scale of indicator values for the purposes of monitoring, analysis and assessment of the economic security status and, secondly, to use the historical analogies method to justify the indicators values of the second and third levels. The indicators of the first level are the target values describing the desired state of the object at the end of the planning period and are fixed in the strategic planning documents. Indicators of the second level fix the transitive values characterizing the break point, beyond which the controlled system loses its ability to self-development without the use of special additional (anti-crisis) measures. The third level of indicators forms the critical values beyond which the country loses its economic and political independence (state sovereignty), for the restoration of which a transition to a mobilization economy is required. The method of historical analogies is based on the selection of modern national history certain periods, which would, according to expert estimates, correspond to a certain economy status in the context of economic security. The advantage of this method is that the estimates are based on the actual reported values of the interrelated indicators, the evaluation criterion is the situation as a whole “as it is”. 2013 is proposed as a transitional period, 1995 as a crisis year. In conclusion, the article substantiates a multistage algorithm for analyzing and assessing the values of economic security indicators.

The paper considers the producible structure of the manufacturing industry in Russia. For its characteristics, a system of indicators and a scheme for calculating their values have been developed. The analysis of the obtained results has shown that 70% of the manufacturing industry cost falls on the sectors of the medium-tech low and low-tech sectors. At the same time, the contribution of three industries out of total 27 is more than 50%. The export potential of the manufacturing industry in the world market is represented by 25% of the total cost of shipped products, half of which falls on the products of the industry “Coke production and petroleum products”. In each manufacturing sector, there is one sector, accounting for more than 40% of the value of the shipped products by the sector and the greater part of the exports value. Over the period of 2011 to 2015, the share of medium-tech low-tech sectors has significantly increased, reaching 50% due to “Coke production and petroleum products” outrunning growth. The importance of the manufacturing industry technological structure for the formation of the Russian economy new model is discussed.

The authors have carried out the analysis of the North Caucasian Federal District economy in a number of the directions: a general economic situation in the region, investment activity and investment appeal, the diagnostics of the budget stability and budget independence has been performed. They draw the conclusion that the economy of the district has a pronounced non-productive nature, its developed structure and disproportions interfere with forming the stable results and growth of the citizens’ welfare. There are no institutional conditions for the development, a lot of problems with uncoordinated migration flows and logistic disproportions in the region. In order to solve the mentioned problems the concept and the district’s development strategic reference points are offered in the article. One of them is the organization and enhancement of regional clusters. Besides, the forward monotowns dynamics, forming the cross-industry balance, increase in the capacity of the macroregion as a transport (transit) corridor and solving the problems of logistic disproportions through updating and creating the mainstream infrastructure, as well as implementation of a funding mechanism for infrastructure projects are important.

The paper is devoted to the research of the factors interfering “Industries 4.0” innovations for the Russian companies of manufacturing industry. We analyze the influence of various barriers effects at each stage of an innovative cycle on company productivity as a productivity indicator of its activity. The empirical analysis is based on 678 manufacturing industry companies’ data from 2012 to 2016. We use the modified CDM model for the analysis, allowing estimating the investments dependence in researches and development (R&D) on productivity at each stage of an innovative cycle. This research Within this research two main levels of studying the influence of factors interfering productivity increase at the expense of innovations are emphasized: the level of creating the innovation and level of commercializing the innovation: contribution to development of the complex offer for the late majority, creation of an ecosystem of an innovation, after-sale support and focus on services, cooperation with consumers and partners at a stage of commercialization of innovations. Such an approach allowed us to carry out deeper analysis of the barriers interfering introduction of innovations and to analyze tools stimulating transition to the fourth industrial revolution. The received results have shown the following: 1) the barriers of innovative activity are various: at the level of creating the innovations the greatest negative effect spreads over the factors of insufficient liquidity, attraction complexity of investment resources for innovative activity financing, as well as the complexity of the commercialization, insufficient demand for innovative production and the lack of risk assessment procedures and return of investments, as for the stage of innovations commercialization the factors of experts shortcoming, capable to be engaged in innovative activity have the greatest value, a lack of experience of the heads in innovative projects implementation; 2) the assumption that the influence power of innovative activity barriers effects will be various in different sectors of manufacturing industry, is confirmed; 3) relations between innovation investments and productivity growth are not linear and have a steady positive interrelation only after a certain critical mass of investments in research and design and experimental works is reached; 4) the companies of low-technology branches have negative investments elasticity in innovations and productivity that is connected with the influence of unprofitability effect into investments innovations (appropriability effect), i. e. the additional investment profit is not really essential.

Public procurement is widely used for encouraging the innovative activity in developed countries, meanwhile in Russia innovative procurement is not used systematically which updates the urgency of the research. The systematization of innovative activity stimulation mechanisms in the domestic system of public procurements is performed in the article. The analysis of these mechanisms’ practice of using allowed revealing a large number of the barriers which do not allow using the possibilities of the state order in forming the demand for innovative products. Such barriers are the drastic antimonopoly and anti-corruption norms interfering to use the flexible specifications and qualitative criteria for applications evaluation, the limited usage of “life-cycle cost” criterion, and also the absence of need’s long-term planning in the domestic public procurement system for innovative production. The result of the research is a conclusion about the need of transition from fragmentary measures of innovations support to strategy development of encouraging the demand for innovations, and not only in system of public procurements, but also in the sphere of the companies purchases with the state participation and infrastructure monopolies.

Within the framework of the research, the hypothesis is proved that there is no direct strong correlation relationship between the level of awarding bonuses to top managers and corporate performance (as exemplified by the Russian oil branch). The lack of the corresponding methodology is the main reason of the chaotic bonuses awarding to company managers (the board). That is why within the framework of the research the task of elaborating a universal (for economic entities of the country’s oil branch) methodology of awarding performance-based bonuses to top managers of state- owned companies is put forward and solved. The issue-related methodology is elaborated and implemented in several successive stages: 1) the particular indicators system formation characterizing the corporate performance in an integrated fashion; 2) the normalization of such indicators values; 3) calculation of the integrating corporate efficiency indicator (quantitative evaluation); 4) qualitative evaluation of managerial effectiveness; 5) elaboration of a progressive scale: integrating corporate efficiency indicator - the level of awarding bonuses to the company top managers and 6) determination of the bonus level for the management (board) of the company. The particular indicators system formation is done on the basis of the American scientist D. Sink’s complex approach, who considers the company as a complex open social-economic system. In its turn a company is a sub-system within a higher-level system (in our case Russia oil branch). Presenting the national economic branch/a company from the perspective of a systemic approach makes it possible to abandon the procedure of eliminating external influence, i. e., to determine top managers’ “contribution” to operating performance of the economic entity properly. A progressive scale is the “core” of the methodology, which makes it possible not only to formalize the process of proper determination of the bonus level for the management (board), but to stimulate effective top management activity as well through connecting the bonus level to the corporate performance of the state-owned company. The elaboration of such a scale within the framework of the research is done through the Delphi method. With the view of higher objective evaluation of top managers’ contribution to ensuring corporate performance, a game-theory model can be used, enabling to transform the issue-related methodology from the single- to the double-layer one (to pass from the collective form of stimulation to the individual one).

This article is reviewing PJSC Sberbank’s unique experience in developing and implementing employee incentive programs through the prism of international standards and incentive principles. In the dynamic circumstances of the emerging economy retail segment the employers have to seek the new approaches to compensation system within the framework of the annual payroll budget often with no option to correct it. This restriction requires the holistic approach to run the annual payroll management through building the interrelation between its constant and variable parts. The mentioned interrelation allows to operate flexibly and effectively within given restrictions.One of the ways of its establishment is a line staff incentivizing based on Key Performance Indicators (KPI). The article analyzes the positive and negative sides of this approach, as well as the strategic conditions under which its implementation was justified. As a justification for implementing incentive programs on the basis of KPI the dynamics index of engagement and the staff income satisfaction is provided. The disadvantages of KPI-based incentive system, as well as the ways to change the system based on the opinion of workers and the peculiarities of its administering practice are identified.

The object of study is PMBOK, Scrum, Agile modern project management concepts. The authors studied the efficiency of design approaches to create new high-value consumer products/services, which had led to the development of the author’s approach to project management with a flexible approach to development. The study has also evaluated the following indicators: the time of a new product/service development, the most important criterion is the speed of a new product/service output to the market; the cost of the development process; the knowledge level in the project team; the complexity and the labour intensity of the methods used, etc. The use of project management techniques on its own account cannot create a product with maximized consumer value. A combination of approaches and methods such as Quality Function Deployment (QFD, Quality Function Deployment), long-term planning of product quality (APQP, Advanced Product Quality Planning), etc. are the key project team competencies. Project management concept covers such an important component in the process of a new product/service development as the foundation of cross-functional teams to use joint activity effectively for achieving collaboration (collaboration) as the project objectives. The social communications, based on the creation of professional associations, including the Internet play not less role in the process of collaboration. The authors, taking into consideration the full range of necessary competences in this article, make emphasis specifically on project management methodology.

The Purpose of the article is to determine the directions of the optimization of national efforts to overcome the structural problems of Russia to transit to the Industry 4.0 economic order taking into consideration the Japanese experience accumulated in the last decades and the information of indexes international competitiveness. The relevance of the theme is due to the universal character of such a structural problem and thus to the opportunities for Russia to apply to the attempts of Japan to resolve them being the country one of world leaders as well as to make use of the international competitiveness indexes for the same purpose. These were analyzed with the respective dynamics of their values for Japan compared with the national policy to overcome the structural problems. It proved these problems and the policy to overcome them to be poorly reflected by the indexes pretending the latter to show a positive situation of the national economy of the last decades. The indexes did not reflect the hidden contradictions of the economic structure fraught finally for the national competitiveness. Under such circumstances, the State was to seek the ways to form a new economic structure ignoring the index instruments. This conclusion resulted valuable to resolve the similar problems in Russia. The unfinished search of Japan for a structural problem solutions made one to consider the difficulties to implement such a policy not to repeat its mistakes. Meanwhile the positive evaluation of the economic situation in Japan presented by the international competitiveness indexes proved it necessary to treat them cautiously since these didn’t reflect the risks to conserve the elder production structure with the consequent loss of leadership.