CEN/TS 16555-7:2015

SLOVENSKI STANDARD
01-marec-2016
Upravljanje inovacij - 7. del: Ocenjevanje upravljanja inovacij
Innovation management - Part 7: Innovation Management Assessment
Innovationsmanagement - Teil 7: Bewertung des Innovationsmanagements
Management de l'innovation - Partie 7 : Évaluation du management de l'innovation
Ta slovenski standard je istoveten z: CEN/TS 16555-7:2015
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.

CEN/TS 16555-7
TECHNICAL SPECIFICATION
SPÉCIFICATION TECHNIQUE
December 2015
TECHNISCHE SPEZIFIKATION
ICS 03.100.40; 03.100.50
English Version
Innovation management - Part 7: Innovation Management
Assessment
Management de l'innovation - Partie 7 : Évaluation du Innovationsmanagement - Teil 7: Bewertung des
management de l'innovation Innovationsmanagements
This Technical Specification (CEN/TS) was approved by CEN on 28 October 2015 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
© 2015 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN/TS 16555-7:2015 E
worldwide for CEN national Members.

Contents Page
European foreword . 3
Introduction . 4
1 Scope . 6
2 Normative references . 6
3 Terms and definitions . 7
4 Types of innovation management assessment approaches . 8
4.1 General . 8
4.2 Check-list assessment . 8
4.3 Maturity assessment . 9
4.4 Benchmarking assessment . 9
4.5 Application of the innovation management assessment approaches . 10
5 Guidelines for innovation management assessment . 11
5.1 General . 11
5.2 Preparation for the innovation management assessment . 11
5.2.1 Defining the need for and objectives of the innovation management assessment . 11
5.2.2 Defining the scope of the innovation management assessment . 13
5.2.3 Identifying the most suitable approach and tool for the innovation management
assessment. 14
5.3 Execution of the innovation management assessment . 15
5.3.1 Timing and team for the innovation management assessment . 15
5.3.2 Conducting the innovation management assessment . 16
5.4 Action plan development for improvement of the innovation management system . 17
5.4.1 General . 17
5.4.2 Developing the action plan for an improved innovation management system . 17
5.4.3 Documentation and communication of the innovation management assessment
results . 17
5.5 Realization of measurable results from the innovation management assessment . 19
Annex A (informative) Comparison of innovation management assessment methods and
finding the right tools . 20
Annex B (normative) Deliverables and expected impact from innovation management
assessment. 22

European foreword
This document (CEN/TS 16555-7:2015) 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.
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 management is critical to achieving and maintaining competitiveness based on the delivery
of new products and services or new processes and business models that meet the changing needs and
expectations of customers and citizens alike. Many highly successful and innovative organizations have
developed strong innovation capabilities through the development of innovation management systems
and the assessment of performance in this area. There are several reasons for any organization to start
the development of innovation management capabilities with an innovation management assessment.
These include:
• Learning which elements should be part of an innovation management system (see Figure B.1 and
CEN/TS 16555-1) and how to assess their performance.
• Gaining insights into the organization’s innovation management capabilities and performance.
• Gaining insights into how the organization compares with competitors regarding innovation
management capabilities and performance (benchmarking).
• Obtaining recommendations and an action plan to close the gap between the current performance
and a future ambition of a higher level of innovation management performance.
• Providing for customer and market insights.
• Preventing the business from becoming obsolete.
• Keeping the working environment challenging and dynamic, thereby retaining key staff.
By carrying out an innovation management assessment, drivers of growth and renewal can be
identified. There are many tools and approaches available for an innovation management assessment.
Since the situation of each organization and the objective for the innovation management assessment
may vary greatly, this Technical Specification will focus on key success factors and the process of an
innovation management assessment. It will indicate which insights and impacts an organization might
expect from an innovation management assessment. This Technical Specification will thus not provide
any specific tools.
The organization’s innovation management performance can be assessed at any time. There are
several steps and decision points that may lead to an innovation management assessment as illustrated
below:
Figure 1 — Decision chain for launching an innovation management assessment
The organization might be interested in establishing a baseline that will create transparency on the
innovation management capabilities and show the need for improvement. In other cases, the level of
ambition has increased that will in turn lead to a need for change. Gaps in the innovation management
system result in increased urgency to act. This in turn will lead to improvement measures that need to
be defined and prioritized in an action plan. This plan needs to be implemented and monitored to
ensure that the gaps have been closed before success can be celebrated.
It is important that the management of the organization is prepared to implement the measures to close
the identified gaps in order to generate the expected value. There needs to be top management
commitment, organizational readiness and resources to drive the process from assessing the innovation
management performance to successful implementation of the improvement measures. This document
will focus more on the innovation management assessment and less on the implementation of
improvement measures which are covered in CEN/TS 16555-1:2013, Clause 10: Improvement of the
innovation management system.
1 Scope
This Technical Specification provides guidance on assessing the innovation management system (IMS)
and its performance. It describes how organizations can create transparency internally on strengths
and weaknesses in their innovation management system. This transparency can be used as a basis to
develop effective actions to improve the innovation management capabilities and performance.
Increased innovation management performance is essential for generating value for the organization,
its network partners and key stakeholders.
This Technical Specification provides guidance on:
• various types of innovation management assessment approaches;
• the generic process of an effective innovation management assessment;
• elements of innovation management to assess, including the insights and the impact that can be
gained from the innovation management assessment.
By using this Technical Specification, organizations are guided to gain an overview of different
innovation management assessment approaches. By knowing these approaches, organisations can
design their innovation management assessment. The results of this innovation management
assessment are therefore the basis to develop an action plan to improve the capabilities and
performance of their innovation management on a continuous basis.
This technical specification does not address:
• recommendations on choosing specific tools for innovation management assessment;
• the measures for improving innovation management performance;
• specific benchmarks or scores for the various elements of innovation management;
• the actual decision-making on improvements and their impact.
This Technical Specification can be applied to any innovation management system. However, it is
primarily intended to assess the innovation management system as defined in CEN/TS 16555-1.
Annex B (normative) of CEN/TS 16555-7, includes the impact expected from an effective innovation
management assessment on the innovation management system detailed in CEN/TS 16555-1.
This Technical Specification is applicable to all organizations regardless of sector, type, age or size of the
organization. However, specific focus has been placed on the applicability for small and medium-sized
enterprises. This Technical Specification is not intended for certification purposes.
2 Normative references
The following documents, in whole or in part, are normatively referenced 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 16555-1:2013, Innovation Management - Part 1: Innovation Management System
3 Terms and definitions
For the purposes of this document, the terms and definitions given in CEN/TS 16555-1 and the
following apply.
3.1
benchmarking
management method comparing systems, processes, approaches across several organizations or
companies to identify leading practices which can be implemented within an organization, either
directly or in an adapted manner
3.2
benchmarking class
comparative sample of organizations to determine best practice
3.3
innovation
implementation of new or significantly improved product (good or service), process or new marketing
method, or new organizational method in business practices, workplace organization or external
relations
[SOURCE: CEN/TS 16555-1:2013, 3.1]
3.4
innovation capability
set of organizational capabilities that are leveraged by the innovation management system to deliver
innovation performance
Note 1 to entry: Examples of innovation capabilities can include: proficiency in technologies, strategic
intelligence, access to funds, operational functions and processes contributing to measurable innovation results,
knowledgeable and experienced people contributing successfully to innovation objective.
3.5
innovation culture
behaviour, norms, habits, values, beliefs, symbols common to drive innovation in an organization
3.6
innovation enabling factors
set of tangible and intangible assets that facilitate the innovation management within an organization,
such as IT-systems, IP and its management
3.7
innovation management assessment
method to evaluate how well an organization’s innovation management system contributes to its
innovation performance
3.8
innovation management capability
set of management skills aiming to implement and further develop the organization’s innovation
management system
3.9
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
[SOURCE: CEN/TS 16555-1:2013, 3.2]
3.10
innovation performance
extent to which the innovation objectives have been achieved
3.11
innovation process
set of steps with clear input and output that are designed to generate, select and develop ideas into new
products, services, processes, organizational or business models
3.12
innovation results
value created from innovation management
3.13
innovation strategy
general plan to achieve the organization’s vision in how to secure and shape the organization’s future
based on innovation
3.14
performance
level of success that is defined in terms of effectiveness and efficiency of an organization
Note 1 to entry: For enterprises, the level of success can be defined by profit related figures such as growth in
income from sales, in operational margin, in return on investment, and/or market share
4 Types of innovation management assessment approaches
4.1 General
Typical innovation management assessment approaches are:
• Check-list assessment.
• Maturity assessment.
• Benchmarking assessment.
4.2 Check-list assessment
Check-lists for innovation management assessment should include a number of elements of the
innovation management capabilities and performance that the organization can tick off or rate as being
in place. The purpose of a check-list assessment is to alert the organization of different aspects of
innovation management. If the check-list is combined with scales, the check-list assessment will also
show how the organization perceives their performance in these aspects.
The benefit of a check-list assessment is to gain an understanding of what the key success factors are
and how they are already leveraged within the organization’s innovation management system.
Figure 2 — Illustrative example: Question from a check-list assessment
4.3 Maturity assessment
Maturity assessment provides the organization with a comparison against a known maturity or
excellence model. The maturity models provide for pre-defined levels of maturity in core elements of
the innovation management system. The organization can then determine in which element they want
to achieve which level of maturity, and at what point of time. Thus, an organization can identify possible
gaps in the maturity level the organization is targeting. The organization can then define improvements
to reach the next level. Therefore, the organization’s target maturity levels are set in-line with the
overall objectives of the organization.
The benefit of the maturity assessment is the possibility for comparison over time. The organization can
assess its innovation management capabilities and performance based on the same criteria over time
and monitor to what extent they have met their goals in reaching the next level of “excellence” in
innovation management.
Figure 3 — Illustrative example: Levels of maturity of an innovation management system
If the maturity assessment provides quantitative scores, the organization can set up a scoreboard and
monitor the degree of improvement of their innovation management system.
4.4 Benchmarking assessment
The innovation management benchmarking assessment compares the organization’s innovation
management performance against peers. It can be performed as a numeric comparison or as process
learning by benchmarking various internal units and/or externally with relevant organizations (e.g.
from the relevant industry sector or group of similar organizations, or across sectors and groups).
External benchmarking assessment requires a common database on innovation management for
comparison. There are several innovation management benchmarking tools available using online
databases that enable innovation management benchmarking comparisons of similar industry sectors,
the organization’s size and age group and within the country as well as across industry sectors, across
size and age groups, and across countries.
The external benchmarking should provide the organization with transparency on the gaps between
their own innovation management capabilities and those of other organizations.
A key benefit of the external innovation management benchmarking is the level of transparency on the
competitive position, e.g. regarding the profitable growth from innovation management. Therefore, if a
comparison is made between companies from the same industry sector, the innovation management
benchmarking should show the gaps in terms of innovation success not only defined as a number of
successfully completed innovation projects but also in terms of sustainable growth of the organization
based on innovation.
Figure 4 — Illustrative example of an Innovation Management benchmarking assessment
4.5 Application of the innovation management assessment approaches
All innovation management assessment approaches described above can be performed as self-
assessments or with support from external experts who can guide the assessment process and provide
additional outside-in insights. All approaches can be performed based on surveys and/or interviews,
using quantitative and qualitative measures. They can also be used to assess the innovation
management of the entire organization or parts of it.
The above mentioned innovation management assessment approaches can be executed only once or on
a regular basis (recurring assessments). Recurring innovation management assessments are a means to
drive the continuous improvement of the innovation management system and its performance.
Where innovation management assessment involves different people within the organization, it can
also reveal internal differences in the perception of the innovation management capabilities and
performance. Clarifying the underlying criteria for the assessment will help to resolve the differences.
5 Guidelines for innovation management assessment
5.1 General
The innovation management assessment should consist of three generic phases:
• Preparation.
• Execution.
• Implementation as transition phase from the innovation management assessment to improvement.

Figure 5 — Phases of an innovation management assessment
Each of the phases should have clear deliverables, a defined timeline and defined resources. All three
phases should be geared to measurable results. They may be leveraged for creating awareness and
education of the members of the organization about innovation management, as well as about how it
contributes to the competitiveness of the organization or value network.
The implementation phase is the transition from “Assessment” to “Improvement” as described in
CEN/TS 16555-1:2013, Clauses 9 and 10.
5.2 Preparation for the innovation management assessment
5.2.1 Defining the need for and objectives of the innovation management assessment
The organization should define the needs for an innovation management assessment by gaining a
common understanding of:
• why an innovation management assessment should be performed, e.g. a scheduled periodical
assessment of the innovation management system is due (see CEN/TS 16555-1:2013, Clauses 9 and
10);
• what the urgency is to innovate and to improve the organization’s innovation management
capabilities and performance;
• what the organization’s level of ambition is to improve the innovation management capabilities and
performance;
• what efforts the organization would like to put into the innovation management assessment and
the improvement actions;
• who the main stakeholders are to receive the results and what their expectations are;
• what actions will be taken once the management has received the results of the innovation
management assessment;
• what the expected outputs from the innovation management assessment are.
This will help to get the commitment by the management as well as in the organization (see also
CEN/TS 16555-1:2013, Clause 4).
The organization should define the objectives for the innovation management assessment based on the
identified needs. This will allow the organization to measure the success of the innovation management
assessment once it is completed as well as to achieve a common understanding of the objectives of the
innovation management assessment and its implications on the organization’s strategy, organizational
structures and culture, processes, systems, business performance and competitiveness.
Objectives of the innovation management assessment for performance analysis (process) could include,
for example:
• establishing a baseline of the organization’s innovation management performance;
• comparing the organization’s innovation management performance with that of competitors or
innovation leaders;
• defining the innovation maturity level and capability gaps in different parts of the organization.
Objectives of the innovation management assessment with respect to improvement measures
(measurable results, see also CEN/TS 16555-1:2013, Clauses 9 and 10) could include, for example:
• increased number of ideas for the next generation of innovation;
• enhanced pipeline of innovation projects;
• shorter time-to-market of innovation projects;
• shorter time to profit from innovation.
This will then lead to:
• improved competitiveness and sustainable growth;
• mobilizing the organization for innovation, including putting innovation on the agenda of top
management;
• fostering an innovation and a learning culture in the organization;
• identifying windows of opportunity for future competitiveness and growth;
• complying with requirements for public funding of innovation projects;
• establishing a new, or improving an existing innovation management system.
Clear objectives for the innovation management assessment will help to define the scope of the
innovation management assessment.
5.2.2 Defining the scope of the innovation management assessment
The organization should define the scope of the innovation management assessment based on their
needs and objectives. The following questions may be considered when defining the scope:
• which parts of the organization, its suppliers, partners or collaborators should be included - the
entire organization or just one organizational unit?
• which elements of innovation management should be assessed: only some or all?
• what level of detail should be gained from the results of the innovation management assessment?
• what amount of time and effort should be invested for the innovation management as
...