In innovation activities management two core competencies are the evaluation of their own innovation activity, competitors activity and the outer limit of innovativeness of the market and the constant analysis of costs and revenues from sales of the innovative project. The main obstacle in many cases is the fact that innovation activity of employees is limited by the field of their specialization, so that employees can be an examiner only within the specialization in which they are expected of productive proposals and, simultaneously, in the same framework they are given assignments to develop such proposals. Nevertheless, experience shows that such an artificial limitation is often ineffective because the innovation activity of staff objectively increases more rapidly in areas that are of interest to the employee, and they do not necessarily coincide with its specialization in the organization. This restriction not only reduces the potential volume of new fields in different areas of expertise of the staff, but also increases the time to create a new for his main field of activity, due to the reduction of activity and interests of employees to innovate.