CEN/TS 16555-1:2013

SLOVENSKI STANDARD
01-marec-2014
Upravljanje inovacij - 1. del: Sistem upravljanja inovacij
Innovation Management - Part 1: Innovation Management System
Innovationsmanagement - Teil 1: Innovationsmanagementsystem
Management de l'innovation - Partie 1: Système de management de l'innovation
Ta slovenski standard je istoveten z: CEN/TS 16555-1:2013
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 16555-1
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
July 2013
ICS 03.100.50; 03.100.40
English Version
Innovation Management - Part 1: Innovation Management
System
Management de l'innovation - Partie 1: Système de Innovationsmanagement - Teil 1:
management de l'innovation Innovationsmanagementsystem
This Technical Specification (CEN/TS) was approved by CEN on 21 April 2013 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

Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2013 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN/TS 16555-1:2013: E
worldwide for CEN national Members.

Contents Page
Foreword . 3
Introduction . 4
1 Scope . 6
2 Normative references . 6
3 Terms and definitions . 6
4 Context of the organisation . 6
5 Leadership for innovation . 7
6 Planning for innovation success . 9
7 Innovation enablers/driving factors . 10
8 Innovation management process . 13
9 Performance assessment of the innovation management system . 15
10 Improvement of the innovation management system . 16
11 Innovation management techniques . 17
Bibliography. 21

Foreword
This document (CEN/TS 16555-1:2013) 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.
CEN/TS 16555 will consist of the following parts under 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.
Parts 2 to 7 are 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 is a key driver for the success of organizations. The aim of this Technical Specification is to guide
organizations to introduce, develop, and maintain a framework for systematic innovation management
practices, an Innovation Management System (IMS). Establishing such a management system would allow
organizations to become more innovative and to achieve more success with their product, service, process,
organizational design and business model innovations. This would foster organisation’s results, value and
competitiveness.
Implementing an innovation management system provides several benefits to an organisation, for example, it:
— enhances growth, revenues and profit from innovations;
— brings fresh thinking and new value to the organisation;
— proactively captures value from better understanding of future market needs and possibilities;
— helps identify and mitigate risks;
— taps into the collective creativity and intelligence of the organisation;
— captures value from the collaboration with partners for innovation;
— motivates employee involvement in the organisation and fosters teamwork and collaboration.
An innovation management system includes all activities that are required for generating innovations on a
continuous basis, regardless of the organisation’s size and it builds, amongst others, on the following:
— context of the organisation;
— leadership for innovation and strategy;
— planning for innovation success;
— innovation enablers/driving factors;
— innovation management process;
— assessment of the performance of the IMS;
— improvement of the IMS;
— innovation management techniques.
Figure 1 provides a conceptual overview of the innovation management system that is outlined in this
Technical Specification.
Figure 1 — Key elements covered by this innovation management system
The innovation management system can be a stand-alone one or can be integrated into the core operations
and management of the organisation to ensure innovation objectives are delivered and performance is
measured and improved.
During the development of this Technical Specification, particular attention has been given to the needs of
small and medium-sized enterprises.
1 Scope
This Technical Specification provides guidance on establishing and maintaining an innovation management
system (IMS). It is applicable to all public and private organizations regardless of sector, type or size.
This document provides guidance on:
— understanding the context of the organisation;
— establishing the leadership and commitment of top management;
— planning for innovation success;
— identifying and fostering innovation enablers/driving factors;
— developing the innovation management process;
— evaluating and improving the performance of the IMS;
— understanding and using innovation management techniques.
By using this document, organizations can increase their awareness of the value of an IMS, establish such a
system, expand their capacity for innovation, and ultimately generate more value for the organisation and its
interested parties.
NOTE The innovation management system outlined in this document follows the PDCA structure (plan-do-check-
act), so that it can be integrated within other standardized business management systems existing in organizations, e.g.
EN ISO 9001, EN ISO 14001, etc.
2 Normative references
Not applicable.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1
innovation
implementation of a new or significantly improved product (good or service), or process, new marketing
method, or new organizational method in business practices, workplace organization or external relations
3.2
innovation management system (IMS)
set of interrelated or interacting elements of an organization to establish innovation policies and objectives as
well as processes to achieve those objectives
4 Context of the organisation
4.1 Understanding the organisation and its context
The organisation should determine external and internal issues that are relevant to its purpose and that affect
its ability to achieve the intended outcomes of its IMS. The organisation should determine the boundaries and
applicability of the IMS to establish its scope.
The organisation should regularly scan and analyse the external environment, to identify present and future
challenges. This external analysis should consider aspects such as:
— market aspects (user needs, competitors, partners, suppliers, etc.);
— technical aspects (intellectual property, standards, science development, etc.);
— political aspects (legislation, regulations, interaction with public administration, etc.);
— economic aspects (macro-economic situation, funding and tax reduction opportunities, etc.);
— social aspects (demographics, diversity, trends, impact of sustainability, etc.).
The organisation should regularly analyse its current and future capabilities regarding innovation
management. This internal analysis should consider aspects such as:
— existing management practices and use of other management system standards;
— cultural aspects such as attitudes and commitment towards innovation at various levels of the
organisation; performance of internal collaboration;
— capability aspects such as existing and needed competencies, facilities, equipment and investment
capabilities (related to innovation);
— operational aspects such as business models, processes, products and services, including sustainability
considerations;
— performance aspects such as achievements and failures over the recent past.
NOTE Strategic intelligence is useful for the purpose of this clause (see 11.2).
4.2 Understanding the needs and expectations of interested parties
The organisation should determine the interested parties that are relevant to the IMS, and identify their needs,
expectations and requirements.
Interested parties are divided into those external to the organisation (e.g. partners, suppliers, distributors,
research organizations, customers and users, public authorities, etc.) and those within it (e.g. employees, top
management, departments, shareholders, etc.).
Interested parties need to be involved and consulted to identify their needs and expectations which may be
explicit or implicit. In particular, it is important for the organisation to understand the needs of customers as
well as users and their unmet and unarticulated needs.
NOTE Strategic intelligence and innovation thinking are useful for the purpose of this clause (see 11.2 and 11.3).
5 Leadership for innovation
5.1 Innovation vision and strategy development
Top management should establish an innovation vision, which is a statement about what the organisation
wants to achieve in terms of innovation. The vision should:
— set a direction and a challenge that can inspire persons to commit and work towards;
— be sufficiently ambitious and not constrained by the organisation’s current capabilities;
— provide a target against which progress can be measured.
The vision should be deployed through an innovation strategy which is the general plan to achieve this vision.
The strategy should take into account the results of the analysis of the external and internal context (see 4.1)
and the identified needs and expectations of external and internal interested parties (see 4.2). It can be better
developed following consultation with these interested parties and should be communicated to them. The
innovation strategy should define:
— the organisation’s innovation capacity and resources;
— what innovation means for the organisation and for each area or unit; define criteria that distinguishes
innovation from the daily business;
— what kinds of innovation should be focussed on (e.g. product, service, process, organisation and/or
business model innovation);
— the levels of novelty that should be focussed on (e.g. incremental, radical, and/or disruptive);
— policy on human resources enabling innovation (see 7.7);
— policy on intangible assets and intellectual prop
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