Managing innovation in corporations: The experience of JSC Russian Railways

This paper examines the innovation management system at Russian Railways (RZD), one of the largest railway companies in the world, and analyses the evolution of the RZD innovation policy from 2007 — the year that a strategic course for technological development was taken — up to the present day.
In the paper the authors describe the key institutional element of the system: the Center for Innovative Development (established in 2009), which coordinates strategic planning, methodological supporting, the management of the external projects portfolio, interacting with the external environment, and intellectual capital. We also show how the company moved from isolated experiments to a centralized management system that oversees its central and regional levels, as well as subsidiaries.
The paper introduces the main forecasting and planning tools used: foresights (including a long-term, foresight study up to 2050 completed in 2021) and technological comparisons (benchmarking against 60 foreign companies according to 70 individual metrics and 34 technological areas). The authors give examples of innovative projects that are being implemented: driverless trains on the Moscow Central Circle; a digital railway station in Chelyabinsk; and the construction of the high-speed railway between Moscow and St. Petersburg.
Further, we describe the “open innovations” ecosystem: regional centres for innovative development; the “One Stop Shop for Innovations” digital platform; and partnerships with technology parks and innovation clusters (Skolkovo, Innopolis, etc.). The mechanisms for supporting projects at all stages are explained — from idea (quantoriums, business incubators, and the “New Link” and JSC RZD “Idea” competitions) to replication (the Russian Railways Innovation Support Programme).
Particular attention is paid to intellectual property management: the portfolio of JSC Russian Railways includes more than 4700 assets (software, inventions, utility models, trademarks). Measures to protect intellectual property, litigation work, and commercialization strategy are discussed.
The authors conclude that a systemic innovation policy, coupled with the synergy of internal and external resources, a focus on technological sovereignty and intellectual capital management, will ensure that Russian Railways maintains its position as a transport industry leader.