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The work is devoted to finding effective mechanisms for the implementation of diversification and commercialization in large companies. World practice outlines that big are quite actively use the purchase (mergers and acquisitions) of other companies as a powerful diversification tool. Mergers and acquisitions allow companies - buyers quickly increasing the number of new products and services in their portfolio. This mechanism is used in the military and civilian sectors simultaneously. Boeing, Northrop Grumman, Raytheon Corp., Intel, Google, NEC and others are constantly buying third-party companies and sell their own assets. Based on the analysis of domestic and foreign experience in this area, it is concluded that, among currently used, the most optimal diversification mechanisms are the purchase of innovative companies, the involvement of external teams in the organization. Also among these mechanisms are buying the specialists with innovative technological competencies, the acquisition (purchase) of external innovative technologies and competences.

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