Стратегические возможности цифровых платформ для развития промышленной акселерации и венчурных инвестиций

Abstract

Abstract. One of the strategic priorities for the development of large companies is the growth of innovation, as they provide companies with long-term competitive advantages. Working with third-party developers allows corporations to get the development they need at a relatively mature stage, when the main technical risks have already been removed. At the same time, corporations are not ready to finance early-stage developments, while venture investors in Russia mainly finance projects already at the revenue stage. In this regard, the main purpose of this article is to consider a possible mechanism for solving this problem using digital platforms based on distributed ledger technology in the part that relates to smart contracts, as well as a platform for semi-automatic examination of projects using the technology readiness assessment methodology. The creation of digital platforms is due not only to the growth of corporate interests, but also to the increased development of the global and regional trend — digitalization. The article presents and summarizes various digital platforms that can be used by companies to develop a funnel of innovative proposals, that is, industrial acceleration. For this purpose, the methods of analysis and synthesis, deduction and induction are used in the article. The key result of this article is the identified tools of digital platforms, which can reduce the systemic and non-systemic risks of strategic investment. The platform for accelerating projects based on distributed ledger technology makes it possible to achieve transparency of transactional operations by fixing the client path, and the platform for assessing the level of readiness and auditing projects based on the methodology for assessing technological readiness solves the problem of balancing the interests of different market actors and optimizes the process of building tactical tasks. These models of digital platforms can be practically implemented in the activities of various market actors and make it easier for them to determine strategic goals and select quantitative and qualitative tasks for their implementation. Further research may be devoted to the analysis of the best practices for the creation and development of such digital platforms, strategic typology, and the study of industry effects of the use of digital platforms.