Directions of Formation of Practical Tools Management of Financial and Economic Security of Enterprises in the Strategy of Innovative Development

The implementation of innovation development strategies should ensure the growth of the economic potential of the enterprise and its competitiveness in those market segments that are determined by its strategic plans. For many national industrial enterprises such plans provide for access to the markets of developed countries. Their implementation is complicated by the limited financial capabilities of enterprises. This makes it difficult to attract advanced technologies to bring their production systems in line with international standards of activity and updates the problem of developing practical tools for managing innovative development from the standpoint of maintaining the financial and economic security of an enterprise. The purpose of the article is to determine the main directions of formation of management technologies and practical tools for maintaining the financial and economic security of industrial enterprises in the process of their implementation of innovative development strategies. It has been argumenated that the target function of management in the strategy of innovation development should be the growth of the market value of the enterprise - as a complete business system, it can be the object of sale. The strategic alternatives of innovative development of a machinebuilding enterprise with various economic characteristics of the current state have been determined. To assess the degree of implementation of the objective function, it has been proposed to use the economic value added (EVA) method. The list of factors has been highlighted, the influence of which on EVA depends on the specifics of the market environment, which requires their relevant use for making effective management decisions. The author's vision of the interconnectedness of the tools and procedures for managing the financial and economic security of an enterprise in innovative development strategies has been formed. It has been argumentated that a balanced scorecard can be an effective tool for implementing these interrelated tasks. An exemplary list of indicators for the formation of such a system has been presented. Prospects for further research is to establish the allowable variation (intervals) of the values of indicators for the functional areas of management from the standpoint of maintaining the financial and economic security of an enterprise at different stages of its life cycle.