SIST-TS CEN/TS 16555-1:2014

SLOVENSKI STANDARD
SIST-TS CEN/TS 16555-1:2014
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
SIST-TS CEN/TS 16555-1:2014 en
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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SIST-TS CEN/TS 16555-1:2014

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SIST-TS CEN/TS 16555-1:2014


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.

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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

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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.
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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.
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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.
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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.
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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;
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— 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 property (see 7.8);
— policy on collaboration, including sourcing ideas from outside the organisation and collaboration with third
parties (see 7.9).
The innovation vision, strategy and policies should be available as documented information, be measured,
communicated within the organisation and available to interested parties, as appropriate.
5.2 Leadership and top management commitment
Top management should demonstrate leadership and commitment with respect to the IMS by:
— ensuring that innovation vision, strategy, policies and objectives are established for the IMS and are
compatible with the strategic direction of the organisation (see 5.1);
— fostering a culture that supports innovation (see 5.3);
— ensuring the integration of the IMS recommendations into the organisation’s business processes;
— ensuring that the resources (human and financial) needed for the IMS are available;
— communicating the importance, throughout the organisation, of effective innovation management and of
conforming to the IMS;
— ensuring that the IMS achieves its intended outcomes;
— directing and supporting persons to contribute to the effectiveness of the IMS;
— promoting continual improvement of the IMS;
— supporting other relevant management roles in their capacity to contribute to the IMS.
5.3 Fostering an innovation culture
Top management should foster a culture that supports innovation. Innovation culture should be understood as
a mindset, and each person within the organisation is responsible for contributing to its growth. A culture that
supports innovation can be promoted by top management through:
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— Idea support: Allow time for and incentivize the development of new ideas. Create a constructive and
positive work environment that encourages the presentation of ideas. Develop recognition and/or
incentives systems for successful ideas. Teach the organisation members how to share and promote their
own ideas.
— Communication: Support open and frank exchange of ideas and solutions amongst employees.
— Openness and collaboration encouragement: Cooperation across different internal and external
stakeholders is essential for innovation. An innovation friendly organisation encourages collaboration
builds mutual respect and provides means for communication.
— Conflict consciousness: Some level of conflict fosters debate and creativity and is essential to the
innovation process. It should be actively managed as a potential source of innovation.
— Failure tolerance: The organisation should accept that innovation comes with some uncertainty and
thereby also some risks. An innovation friendly organisation focuses on the learning aspect of failure and
is cautious about negative sanctions.
5.4 Organizational roles, responsibilities and authorities
Top management should ensure that the responsibilities and authorities for relevant roles are assigned and
communicated within the organisation (see 7.1).
Top management should assign the responsibility and authority for:
— ensuring that the IMS conforms to the recommendations of this Technical Specification, and
— reporting on the performance of the IMS back to top management.
6 Planning for innovation success
6.1 Risks and opportunities
When planning for the IMS, the organisation should consider the external and internal issues referred to in
4.1, the needs and expectations in 4.2 and the innovation vision and strategy in 5.1, and determine the risks
and opportunities that need to be addressed to:
— ensure the IMS can achieve its intended outcomes;
— prevent, or reduce, undesired effects;
— achieve continual improvement.
The organisation should plan actions to address these risks and opportunities, and how to integrate and
implement the actions into its IMS processes, and evaluate the effectiveness of these actions.
In all innovation activities, risk and uncertainty shall be considered.
6.2 Operational planning
The organisation should establish innovation objectives at relevant functions and levels. The innovation
objectives should be consistent with the innovation vision and strategy (see 5.1), communicated, be
measurable if practicable, be monitored, and updated as appropriate.
The organisation should retain documented information on the innovation objectives.
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When planning how to achieve its innovation objectives, the organisation should determine the activities,
resources, responsibilities and milestones for the innovation enablers/driving factors (see Clause 7) and the
innovation management process (see Clause 8), and also establish the indicators to monitor the short and
long-term success of the IMS.
7 Innovation enablers/driving factors
7.1 Organisation of the roles and responsibilities
The organisation should define two main responsibilities in the context of IMS:
— responsibilities for the specific innovation projects;
— responsibilities for the general innovation management.
Depending on the size and structure of the organisation, innovation management responsibilities can be
assigned to a structured unit, a team or a single person of the organisation (even part-time if appropriate).
The general innovation management responsibilities should include:
— ensuring effective and efficient innovation management, according to the recommendations of this
Technical Specification;
— developing the operational planning (see 6.2);
— initiating and driving the innovation process (see Clause 8);
— assigning for every project the innovation project responsibilities and when necessary, can include the
subcontracting of external experts for specific tasks or projects where a gap in internal expertise is
identified;
— coordination across innovation projects;
— reporting to top management about progress and performance.
The innovation project responsibilities should be assigned, for every innovation project, to a team or a person
of the organisation on the basis of skills and capabilities.
The innovation project responsibilities should include, at least:
— undertaking the innovation project assigned and its objectives;
— using the innovation tools as necessary in the project;
— reporting to the innovation management personnel about the progress of the project.
7.2 Resources
The organisation should determine and provide the resources needed for the establishment, implementation,
maintenance and continual improvement of the IMS (e.g. human resources, equipment, facilities and
budgets).
7.3 Competence
The organisation should:
— determine the necessary competence of persons working with and developing innovation activities;
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— ensure these persons are competent on the basis of appropriate education, training and experience;
— where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of
the actions taken;
— continuously improve the skills and capabilities required to enhance the innovation performance.
Applicable actions may include, for example: the provision of training to, the mentoring of, or the re-
assignment of current employees; or the hiring or contracting of competent persons and/or organizations.
7.4 Awareness
Persons doing work under the organisation’s control should be aware and motivated about the importance of
innovation to the organisation, the innovation vision and strategy (see 5.1), and about the importance of their
contribution to the effectiveness of the IMS including the benefits of improved innovation performance. A
strong innovation culture (see 5.3) can provide this.
7.5 Communication
The organisation should establish internal and external communications relevant to the IMS, taking into
consideration aspects as what to communicate, when, to whom and by whom, the provision of communication
channels and the intended feedback.
7.6 Documented information
The organisation’s IMS should include documented information determined by the organisation as being
necessary for the effectiveness of the IMS and the evidence of its performance, as derived from the
application of this Technical Specification.
The documentation should be created, identified, shared, updated, stored, controlled and protected when
appropriate.
NOTE 1 If the organisation has implemented a management system (e.g. according to EN ISO 9001), the identification,
update, confidentiality and control of the documented information can be the same that those required in that system.
NOTE 2 The extent of documented information for an IMS can differ from one organisation to another due to the size of
organisation and its type of activities, the number of innovation projects, the complexity of processes and their interactions,
the competence of persons, etc.
7.7 Strategic human resources
The IMS should incorporate a strategic approach to human resources. The human resource policy should:
— foster creativity, learning and dissemination of knowledge;
— implement job design that allows variation, challenges and open interactions;
— encourage open interaction, trust, diversity and tolerance;
— provide procedures for employee contracts ensuring appropriate incentives for innovation;
— encourage participation and representation in the innovation process of persons in the organisation, when
appropriate;
— allow persons access to relevant information from management.
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NOTE Employee involvement and co-determination is subject to different laws, regulations and social partners’
agreements.
7.8 Intellectual property and knowledge management
The organisation should define a policy for its intangible assets (including knowledge and know-how) and
intellectual property (IP) management and provide a structure for managing internal and external knowledge
and the level and means of protection. It can be useful for the organisation to make such knowledge
accessible for individuals involved in innovation projects and processes.
NOTE 1 Research of historical and current IP in the public domain can be an important source of ideas, avoiding
duplication and providing inspiration.
This policy should:
— establish awareness on potential infringement of third parties IP and its consequences (licencing or
litigation costs);
— establish responsibilities for managing IP;
— establish the importance for the organisation to obtain freedom to operate and manage/control risks
related to its IP;
— provide training if necessary.
The organisation may have systems in place for managing IP and knowledge. If so, they need to be
coordinated with the IMS so that the IP management and the knowledge management can interact with the
IMS in order to be effective as innovation enabling factors.
NOTE 2 See also 11.4 for more detail on intellectual property management.
7.9 Collaboration
The organisation should define a policy for internal and external collaboration. Collaboration within the
organisation should be fostered so that ideas and knowledge can be shared across different persons, groups
and units by:
— disseminating challenges and stimuli for ideas and problem solving (sourced from employees, strategic
intelligence etc.);
— encouraging persons and groups (with a diversity of perspectives) to collaborate to develop ideas and
share knowledge.
Collaboration and networking with external organizations can help identify ideas, customer needs, knowledge
and partners, to help with both problem solving and exploitation of ideas. Opportunities may be identified by:
— actively listening to and adopting ideas from customers, suppliers and other parties;
— joining knowledge transfer networks, professional bodies and trade associations;
— collaborating with or commissioning universities and innovation support services to assist with idea
generation and development.
When collaborating, careful consideration should be given to the IP ownership (see 7.8).
NOTE See also 11.5 for more detail on collaboration management.
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8 Innovation management process
8.1 Innovation process
In accordance with its innovation vision and strategy (5.1) and correspondent objectives (6.2), the organisation
should establish a detailed innovation process covering all relevant steps from gaining insight about a problem
or opportunity to successful launch.
The innovation process is highly dependent on such aspects as the type of innovation, the kind of organisation
or the internal structure, so there are many ways to proceed. However, some common aspects integrating the
typical “innovation funnel” can be described: framing and insight generation, idea management, development
of the innovation project, protection and exploitation of the outcomes and market introduction (see Figure 2).

Figure 2 — Schematic representation of the innovation management process (innovation funnel)
Idea management includes the generation, capturing, evaluation and selection of the new ideas. A
systematic idea management process should be defined to ensure a steady flow of new ideas, which should
include at least:
— the scope of idea generation (targeted or general);
— the frequency of the idea collection, evaluation and selection;
— the sources where ideas should be collected from: internally (creativity, see also 11.6) and externally
(strategic intelligence, collaboration, etc.);
— the means to protect newly generated ideas and their creators’ rights prior to sharing across the
organisation for systematic idea protection, when the potential for intellectual capital value is high and
necessitates such a protection (see 11.5 for more details on intellectual property management);
— the method and criteria for the evaluation and selection of ideas (considering, for example, in depth user
needs and marketing strategy, alignment with the organisation’s innovation strategy; level of novelty
introduced; legal, sustainable, and other special factors; economic and technical feasibility; the outcome;
etc.).
As it is not always possible to develop ideas immediately into innovations, it is recommended to establish an
effective procedure for capturing, recording, organising and easily retrieving ideas and experience arising out
of the long-term development process.
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Once an idea is selected it is typically developed through an innovation project a
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