CEN/TS 16555-6:2014

SLOVENSKI STANDARD
01-februar-2015
Upravljanje inovacij - 6. del: Upravljanje ustvarjalnosti
Innovation management - Part 6: Creativity management
Innovationsmanagement - Kreativitätsmanagement
Management de l'innovation - Partie 6 : Management de la créativité
Ta slovenski standard je istoveten z: CEN/TS 16555-6:2014
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 16555-6
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
December 2014
ICS 03.100.40; 03.100.50
English Version
Innovation management - Part 6: Creativity management
Management de l'innovation - Partie 6 : Management de la Innovationsmanagement - Teil 6: Kreativitätsmanagement
créativité
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.

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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.

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© 2014 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN/TS 16555-6:2014 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 Understanding creativity within an organization .6
5 Creative leadership and setting policy .6
6 Managing the creative process .6
7 Types of creative ideas .7
7.1 General .7
7.2 Ideas identifying a need .8
7.3 Ideas identifying a solution .8
8 Encouraging participation in idea generation – motivation .8
9 Evaluation and selection of ideas .9
9.1 Idea generation .9
9.2 Collecting ideas .9
9.3 Selecting and refining ideas . 10
10 Documentation and intellectual property . 11
Annex A (informative) Case studies . 12
A.1 Case study 1 – Sourcing ideas from end users . 12
A.2 Case study 2 – Adapting an idea from outside the organization . 12
A.3 Case study 3 – Collaborating with an external partner. 13
Bibliography . 14

Foreword
This document (CEN/TS 16555-6:2014) 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 is the implementation of a new or significantly improved product, service, process or working
practice. This includes new marketing methods and business models. The critical step on the road to
innovation is the idea or inspiration that provides the impetus to commit the time and resources necessary to
bring it to fruition.
This document focuses on the creation and identification of new ideas and opportunities that can lead to
innovation. It outlines the conditions necessary to inspire ideas and their subsequent collection, selection and
development. In keeping with the emphasis of this Technical Specification, particular attention is given to idea
generation within small and medium-sized enterprises (SMEs), their organizational structures and needs.
Different levels of innovation are considered: incremental, radical and disruptive, and the implications of each
level for organizations and their innovation management systems. Case studies are included in Annex A to
provide insight through the experience of others. Collaboration is often essential to the successful inception
and development of new ideas, and is covered in more depth in CEN/TS 16555-5, Innovation management —
Part 5: Collaboration management. In addition, this document complements CEN/TS 16555-3, Innovation
management — Part 3: Innovation thinking.
1 Scope
This Technical Specification provides guidance for managing the process of originating new ideas from which
innovations may be developed.
It is applicable to all types of organization including manufacturing and services industries, the voluntary
sector, governmental and social enterprise but with a particular focus on small- and medium-sized enterprises
(SMEs).
The guidance in this TS covers issues to be considered by those responsible for managing innovation, in
particular during the creative phase, and the sourcing of ideas from within and outside the organization.
This document is one of six parts that support Part 1 of the series, CEN/TS 16555-1, Innovation management
— Part 1: Innovation management system.
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 terms and definitions given in CEN/TS 16555-1 and the following
apply.
3.1
creativity
process of generating new ideas through original thinking
Note 1 to entry: This can range from an artistic design to an invention and includes, for example, new business ideas
and management processes.
3.2
disruptive innovation
new technology that has the potential to make the current practice obsolete or create a new one
Note 1 to entry: The novelty of such ideas, however, can mean slow adoption by the market and so carries greater risk
for the innovator. Examples include the bagless vacuum cleaner and tablet computer.
3.3
incremental innovation
repeated small improvements to a product, service or process over time to improve revenue, efficiency and
working practices
3.4
radical innovation
step change in current practice that introduces something new to the world
Note 1 to entry: Often results in replacing existing technology or methods, for example, the internet.
4 Understanding creativity within an organization
CEN/TS 16555-1:2013, 11.6, briefly describes creativity management and how it is possible to successfully
manage creativity by following a clear set of principles that stimulate the generation of new ideas; this
document provides more detail.
It is important to distinguish between creativity and innovation within the context of working within an
organization. Creativity is the process of identifying problems and the generation of ideas to solve those
problems whereas innovation involves the selection, development and successful implementation of creative
ideas.
Managing creativity requires a different approach to managing other functions within an organization. The
management activity should be confined to the support structure and mechanisms around creativity and not
the process of creativity itself. However, setting up the conditions that are the most conducive to people
having new ideas does not guarantee that they will. Ideas occur to people under a wide variety of
circumstances, for example, through chance, through working hard on a problem or while relaxing. Ideas can
also be generated from interactions with colleagues, customers, researchers and other stakeholders.
Wherever and however ideas occur, they should be written down or recorded so they are not lost.
A hands-off approach allows those thinking and working, individually or collectively, to find a productive
methodology. This can involve being challenged by their peers. However, challenge from those in authority or
from a fiscal perspective can have a negative effect. Constructive criticism can be as powerful a motivator as
approval.
5 Creative leadership and setting policy
The process of generating creative ideas is integral to a wider ongoing innovation management process (see
also CEN/TS 16555-1:2013, Clause 8). As such it should be embedded in an organization’s policy, sanctioned
and supported by the organization’s leadership and accepted by staff and other stakeholders. The leadership
should define the reasons for idea creation and the scale of its ambition. This in turn should lead to:
— selecting the best person(s) to manage the creative process;
— fostering a culture conducive to the generation of new ideas;
— determining available competencies and the need for additional training/support;
— defining the level of innovation being sought (incremental, radical or disruptive);
— the allocation of suitable and sufficient resources; and
— deciding from whom and from where ideas will be sourced.
6 Managing the creative process
In line with the organization’s policy, the leadership should decide if new ideas are to be sought from within
the organization, from affiliated organizations or from outside the organization. One strategy is to find and
adapt proven innovations developed by other organizations in different territories, markets or spheres of
operation (see A.2, Case study 2).
If from outside, then sources should include:
— selected synergistic organizations: consultants, partners, suppliers and others in the value chain (see A.2,
Case study 3);
— a wider group as part of an open innovation ‘call’, ‘competition’ or ‘commission’ to innovation support
agencies and consultants;
— individuals on a mass scale, for example, th
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