CEN/TS 16555-2:2014

SLOVENSKI STANDARD
01-februar-2015
Upravljanje inovacij - 2. del: Upravljanje strateške inteligence
Innovation management - Part 2: Strategic intelligence management
Innovationsmanagement - Strategische Markt- und Wettbewerbsbeobachtung
Management de l'innovation - Partie 2 : Management de l'intelligence stratégique
Ta slovenski standard je istoveten z: CEN/TS 16555-2:2014
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 16555-2
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
December 2014
ICS 03.100.50; 03.100.40
English Version
Innovation management - Part 2: Strategic intelligence
management
Management de l'innovation - Partie 2 : Management de Innovationsmanagement - Teil 2: Management
l'intelligence stratégique strategischer Erkenntnisse
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 16555-2:2014 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 The strategic intelligence system .6
4.1 General process .6
4.2 Identification of strategic intelligence needs .6
4.3 Gathering the information .7
4.4 Information analysis and valuation.8
4.4.1 Information analysis and interpretation .8
4.4.2 Analysis methods and tools .8
4.4.3 Outcomes of the strategic intelligence system .9
4.4.4 Storage and future use of outcomes .9
5 Management of the strategic intelligence system . 10
5.1 Description of the management of strategic intelligence system . 10
5.2 Leadership . 10
5.2.1 General responsibilities . 10
5.2.2 Top management . 11
5.2.3 SI coordination and resource management . 11
5.2.4 Strategic intelligence project lead(s) . 12
5.3 SI steering process . 12
5.4 SI implementation . 13
5.4.1 Description of the SI action implementation process. 13
5.4.2 Strategic intelligence action sheet design . 13
5.5 Resources to support strategic intelligence system . 14
5.5.1 Competences . 14
5.5.2 Infrastructure and IT resources . 14
5.5.3 Financial planning . 14
5.6 Protection and exploitation of results . 15
5.7 Management of the appropriate flows of information . 15
6 Performance evaluation . 15
7 Improvement of the strategic intelligence system . 16
Annex A (informative) Sub-contracting . 17
Bibliography . 18

Foreword
This document (CEN/TS 16555-2:2014) 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
Strategic Intelligence (SI) plays a key role in innovation management as it contributes to the articulation of the
vision and strategy of the organization. For example, as described in CEN/TS 16555-1, SI provides
intelligence and foresight on economic, technological, scientific, regulatory, legal, financial, commercial,
competitive, customer, social and environmental issues and topics, relevant to the organization, when
launching an innovation strategy or project.
1 Scope
This Technical Specification applies to the structuring and management of a strategic intelligence system
intended to inform decisions in the planning and the deployment of innovation.
This Technical Specification defines:
— the various terms relating to strategic intelligence and its management;
— the key tasks in the strategic intelligence system;
— the strategic intelligence system process (management, implementation and support).
This Technical Specification does not concern:
— information validation and data protection;
— the decision-making process.
2 Normative references
Not applicable.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1
information
significant data
3.2
information system
structured set of resources and processes enabling the collection, storage, structuring, processing, transfer
and dissemination of data in text, image, sound or coded data format within an organization
3.3
strategy
organization’s overall objectives and plan of development, describing the effective use of resources in support
of the organization in its future activities which reflects its vision
3.4
strategic information
information that contains elements likely to contribute to defining, altering or questioning an organization's
strategy
3.5
strategic intelligence
SI
outcome of the analysis of the strategic information to be used to inform and to organize the strategy of the
organization (for example: forward-planning, positioning, influence or protection)
3.6
strategic intelligence system
SIS
processes and structures to generate the strategic intelligence
3.7
watch
continuous and mainly iterative activity aimed at actively monitoring the technological, commercial, regulatory
and legal, standards, socio-economic, and competitive environment, in order to anticipate changes and risks,
as well as to identify opportunities
4 The strategic intelligence system
4.1 General process
The organization should implement a strategic intelligence system process to obtain relevant information for
analysis and deliver strategic intelligence needed. Each step of the SIS process is depicted in Figure 1 and
described in the following subclauses. Areas to be addressed are: the definition of key intelligence topics
(needs), the identification of relevant sources, the interpretation and valorisation step, and the diffusion of
intelligence to the top management.

Figure 1 — Flow of information and processes involved in the performance of the strategic
intelligence system and results to be obtained
4.2 Identification of strategic intelligence needs
The strategic intelligence needs of an organization in the context of innovation depend on the identification of
the relevant information in its business environment and industry (for example: market, competitors, technical,
stakeholders).
The organization should also identify internal information relevant to innovation management.
The organization should be aware that the business environment is dynamic and continually changing.
The organization should establish a process for the identification of needs, which should consider the
following as a minimum:
a) business areas of the innovation projects identified;
b) competitors;
c) markets;
d) intellectual property and intellectual property rights;
e) standards;
f) technology;
g) regulatory issues.
For more information see CEN/TS 16555–1.
4.3 Gathering the information
According to the previously defined strategic intelligence needs, sources of information and resources should
be identified, based on the criteria of good quality, objectivity and reliability, such as:
— classified information: information of which the level of sensitivity has been quantified, according to a
scale pre-established by an organization;
— inside information: any information concerning a company or market, sufficiently specific in content, with a
high chance of materializing but as yet unknown to the general public;
— sensitive information: any information, regardless of the medium (oral, written, electronic), of which the
disclosure, loss or unavailability is likely to have negative consequences for the organization;
— critical information: information likely to alter an organization's strategy.
This may be obtained from:
a) Internal sources, such as:
1) the organization’s own documentation;
2) persons with knowledge or experience related to the strategic intelligence needs;
3) results of available forward-looki
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