CEN/TS 16555-3:2014

SLOVENSKI STANDARD
01-februar-2015
Upravljanje inovacij - 3. del: Inovativno razmišljanje
Innovation management - Part 3: Innovation thinking
Innovationsmanagement - integriertes Design-Management
Management de l'innovation - Partie 3 : Réflexion axée sur l'innovation
Ta slovenski standard je istoveten z: CEN/TS 16555-3:2014
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

TECHNICAL SPECIFICATION
CEN/TS 16555-3
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
December 2014
ICS 03.100.40; 03.100.50
English Version
Innovation management - Part 3: Innovation thinking
Management de l'innovation - Partie 3 : Réflexion axée sur Innovationsmanagement - Teil 3: Innovatives Denken
l'innovation
This Technical Specification (CEN/TS) was approved by CEN on 27 October 2014 for provisional application.

The period of validity of this CEN/TS is limited initially to three years. After two years the members of CEN will be requested to submit their
comments, particularly on the question whether the CEN/TS can be converted into a European Standard.

CEN members are required to announce the existence of this CEN/TS in the same way as for an EN and to make the CEN/TS available
promptly at national level in an appropriate form. It is permissible to keep conflicting national standards in force (in parallel to the CEN/TS)
until the final decision about the possible conversion of the CEN/TS into an EN is reached.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United
Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2014 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN/TS 16555-3:2014 E
worldwide for CEN national Members.

Contents Page
Foreword .3
Introduction .4
1 Scope .5
2 Normative references .5
3 Terms and definitions .5
4 Innovation thinking .5
4.1 General .5
4.2 Key drivers .6
4.3 Supportive behaviours and competencies .6
4.3.1 General .6
4.3.2 Behaviours .6
4.3.3 Competencies .7
5 Innovation thinking – steps involved.7
5.1 General .7
5.2 Step 1 – Information gathering .8
5.3 Step 2 – Generating solutions .8
5.4 Step 3 – Rapid learning .9
5.5 Step 4 – Validation .9
5.6 Step 5 – Synthesis of outputs .9
5.7 Step 6 – Outcomes.9
Annex A (informative) Case Studies . 11
A.1 Case study 1: Company A . 11
A.1.1 Introduction . 11
A.1.2 Process . 11
A.1.3 Step 1 – Information gathering . 12
A.1.4 Step 2 – Generating solutions . 12
A.1.5 Step 3 – Rapid learning . 12
A.1.6 Step 4 – Validation . 12
A.1.7 Step 5 – Synthesis of outputs . 12
A.1.8 Step 6 – Outcomes. 12
A.2 Case study 2 – Company B . 13
A.2.1 Introduction . 13
A.2.2 Process . 14
A.2.3 Step 1 – Information gathering . 14
A.2.4 Step 2 – Generating solutions . 14
A.2.5 Step 3 – Rapid learning . 14
A.2.6 Step 4 – Validation . 14
A.2.7 Step 5 – Synthesis of outputs . 15
A.2.8 Step 6 – Outcomes. 15
Bibliography . 16

Foreword
This document (CEN/TS 16555-3:2014) has been prepared by Technical Committee CEN/TC 389 “Innovation
Management”, the secretariat of which is held by AENOR.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent rights.
This document is not intended for the purpose of certification.
The CEN/TS 16555 series consists of the following parts with the general title Innovation management:
— Part 1: Innovation Management System;
— Part 2: Strategic intelligence management;
— Part 3: Innovation thinking;
— Part 4: Intellectual property management;
— Part 5: Collaboration management;
— Part 6: Creativity management;
— Part 7: Innovation management assessment.
Part 7 is in preparation.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the following
countries are bound to announce this Technical Specification: Austria, Belgium, Bulgaria, Croatia, Cyprus,
Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany,
Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland,
Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom.
Introduction
Innovation thinking is a structured approach whereby information, insights and experiences are sought out
and employed for the purpose of maximizing opportunities and solving problems which deliver desirable
outcomes to the marketplace. This approach can complement other methods used in innovation.
It is a context sensitive approach that develops an evolving knowledge base, which is then used to elicit and
sustain change that should have effective and enduring economic, social and/or ecological value according to
organizational purpose.
Those who adopt innovation thinking as part of their working dynamic should develop adaptive advantages
that will help them become more agile in the marketplace and create more value for their external and internal
stakeholders. Case studies are included in Annex A.
1 Scope
This Technical Specification sets out guidance for an approach to innovation thinking. Innovation thinking can
be used at all levels within the organization.
This part provides guidance on how to integrate the core values of innovation thinking into any organization. It
provides an approach to balancing the risks and the business viability appropriate to the selected opportunity
or problem. It provides top management with an approach for the evaluation of possible outcomes and the
determination of the “best fit” for the organization's current strategy.
It is suitable for all types and sizes of organizations including SMEs and is intended for broad application.
However, those who are responsible for implementing and managing innovation within such organizations
may find this document particularly useful.
2 Normative references
The following documents, in whole or in part, are normatively referenced in this document and are
indispensable for its application. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
CEN/TS 16555-1, Innovation Management ― Part 1: Innovation Management System
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1
innovation thinking
approach to finding opportunities and solving problems which delivers a superior or more desirable outcome
with respect to the current offerings
4 Innovation thinking
4.1 General
Innovation thinking is an iterative and interactive approach requiring engagement with a variety of different
internal and external types of players. It uses rapid and open learning processes to quickly create a variety of
options as well as to identify and eliminate what is dysfunctional early on. It uses both the brain’s creative and
logical capabilities to explore alternative solutions and combinations with the goal to create a better outcome.
Innovation thinking is derived from the design discipline, design thinking which was traditionally focused on
product design. This is a methodology that is built around gaining an in-depth understanding of human needs
and the outcomes they require. It involves a creative process of generating possible solutions and iterative
testing of these proposed solutions. These actions are linked to available technology and the practical
constraints of business. The broader approach of innovation thinking brings the product focused design
thinking approach to a wider application to include all forms of innovation: product (services and goods,
tangible and intangible), process (production methods, procedures and operation layouts), organizational
(governance schemes and work relations), and commercial (marketing, distribution systems and business
models). In this application it is holistic and limitless.
The innovation process begins when it becomes clear that a more desirable outcome is possible, but the
nature of that outcome is uncertain, the route to a solution is unclear, and the risk of failure to reach a
satisfactory objective is part of the process. Thus, when a management task involves risk and uncertainty, the
innovation thinking approach has much to offer.
This approach requires a deep understanding of the specific problem or opportunity, which may be obtained
by breaking these down into their core elements. It is also necessary to gain a thorough understanding of all
potential user types. Further stages involve integrating and applying user needs around the appropriate
technologies and commercial constraints, thus developing outcomes that create value for the targeted users.
The innovation thinking approach can be used to support an Innovation Management System,
see CEN/TS 16555-1:2013, 11.3.
All innovation carries risks, but tried and tested design methods control that risk by taking informed decisions
at a relatively early stage before major commitments to investment are made. This design derived approach is
therefore an extremely cost effective process for meeting the needs of the customer (however defined), within
the resource constraints of the organization.
See Annex A for case study examples.
4.2 Key drivers
The key drivers of innovation thinking are context, people, enablers and constraints. It is the interaction
between these four key drivers and their relative strengths that creates the innovation thinking approach
appropriate to the organization.
The key drivers are:
— Context: what is the opportunity or problem setting that the organization is seeking to find and create a
new and better outcome? See also CEN/TS 16555-1:2013, Clause 4 for more information on context of
the organization.
— People: markets, work force, suppliers: who has the problem and who will benefit or be affected by the
solution (i.e. those who directly value the innovation, e.g. users / clients / customers / markets / sectors,
work force, suppliers and partners)? See also CEN/TS 16555-1:2013, Clause 4.
— Enablers: who/what will make this opportunity come to fruition. (i.e. “positive” conditions for change, e.g.
what behaviours, characteristics, values, approaches, skills are required to make the impossible
possible)?
— Constraints: who/what are the barriers that will hinder this opportunity and need to be explored and
overcome (i.e. “negative” conditions for change or the realities of the business, e.g. commercial viability,
markets, technologies and desirability)?
4.3 Supportive behaviours and competencies
4.3.1 General
To be successful, an innovation thinking environment should develop certain behaviours and competencies
which support and shape the approach to discovering, designing, and developing the essential and desired
outcomes for the given opportunity. They enable a “user focused” approach, to ensure that the organization
gains a deep understanding of the key drivers in the innovation thinking landscape.
4.3.2 Behaviours
The following behaviours provide an environment in which innovation thinking can thrive and which can
support the development of suitable outcomes:
— Supportive understanding, demonstrated through leadership, authorization and empowerment of people,
providing them with the space, time, support and skill sets which are needed to creatively explore new
ways of doing things. A facilitating framework is also necessary, that acknowledges and rewards both
success and failure respectively.
— Encouragement of an open mind-set, in order to explore the benefits of collaborations with multiple other
experts and different types of organizations.
— Encouragement of an environment where risks and uncertainties are the norm and failures are accepted
as feedback for rapid learning.
— Observation and listening skills, in order to gain an in-depth understanding of the outcomes which are
desired. Appropriate question sets need to be developed, together with an understanding of how to pose
these questions. It is also necessary to observe how people use and do things in the context of the task
and outcomes which are to be achieved.
— Fast visualizations, quick mock-ups, prototyping of ideas and potential solutions, at the most basic level,
in order to provide the team with the freedom, space and time, to use their imagination, supported
appropriately.
— Experimentation, numerous iterations and variations which are needed to develop the team's thinking and
to evolve solutions that best match the problem or opportunity identified.
— Pre-launch testing in order to determine market timing and the robustness of the proposed solution.
4.3.3 Competencies
The following are competencies that should to be developed and nurtured at all levels within any organization
which seeks to promote a structured approach to innovation thinking:
— understanding and empathizing with all types of users and their needs;
— identifying and synthesizing their problems and opportunities;
— multidisciplinary creative thinking, both with internal and external partners.
NOTE CEN/TS 16555–5 provides further guidanc
...