SIST-TS CEN/TS 16555-7:2016

SLOVENSKI STANDARD
kSIST-TS FprCEN/TS 16555-7:2015
01-september-2015
Upravljanje inovacij - 7. del: Ocenjevanje upravljanja inovacij
Innovation management - Part 7: Innovation Management Assessment
Innovationsmanagement - Teil 7: Bewertung des Innovationsmanagements
Ta slovenski standard je istoveten z: FprCEN/TS 16555-7
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
kSIST-TS FprCEN/TS 16555-7:2015 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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kSIST-TS FprCEN/TS 16555-7:2015

TECHNICAL SPECIFICATION
FINAL DRAFT
FprCEN/TS 16555-7
SPÉCIFICATION TECHNIQUE

TECHNISCHE SPEZIFIKATION

June 2015
ICS 03.100.40; 03.100.50
English Version
Innovation management - Part 7: Innovation Management
Assessment
 Innovationsmanagement - Teil 7: Bewertung des
Innovationsmanagements


This draft Technical Specification is submitted to CEN members for formal vote. It has been drawn up by the Technical Committee CEN/TC
389.

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.

Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are aware and to
provide supporting documentation.

Warning : This document is not a Technical Specification. It is distributed for review and comments. It is subject to change without notice
and shall not be referred to as a Technical Specification.


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. FprCEN/TS 16555-7:2015 E
worldwide for CEN national Members.

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Contents Page
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 . 10
5.1 General . 10
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 . 12
5.2.3 Identifying the most suitable approach and tool for the innovation management
assessment . 13
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 . 15
5.4 Action plan development for improvement of the innovation management system . 16
5.4.1 General . 16
5.4.2 Developing the action plan for an improved innovation management system . 16
5.4.3 Documentation and communication of the innovation management assessment results . 17
5.5 Realization of measurable results from the innovation management assessment . 17

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Foreword
This document (FprCEN/TS 16555-7:2015) has been prepared by Technical Committee CEN/TC 389
“Innovation management”, the secretariat of which is held by AENOR.
This document is currently submitted to the Formal Vote.
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.
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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.
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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.
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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:
• specific recommendations on choosing specific tools for innovation management assessment;
• the improvement 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
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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 (goods or service) or process or new marketing
method or new organizational method in business practice, workplace organization or external relations
[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, objectives and
processes to achieve those objectives
[CEN/TS 16555-1:2013, 3.2]
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3.10
innovation performance
extend 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.
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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’s 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.
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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.
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• 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).
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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, inter
alia:
• 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, inter alia:
• 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 assessment?
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• who should be available for surveys and interviews during the innovation management assessment?
• which innovation management assessment deliverables and results are expected; e.g. report types,
workshop results, benchmarks based on comparisons with other organizations, recommendations for
improvement, higher success of innovation projects?
The organizational reach of the innovation management assessment can cover the organization as a legal
entity, a unit or several units within the organization, or include an entire value network that as a whole would
like to increase its innovation performance. Customers, suppliers, research organizations and other trusted
partners delivering to a common value proposition are examples of partners in a value network.
The innovation management assessment may cover all (holistic) or some elements of innovation management
such as, the innovation strategy, the innovation leadership, innovation roles and responsibilities and culture,
the innovation processes, innovation enabling factors, and the innovation results (financial and non-financial).
If only some parts of the innovation management system are assessed, there is a risk that interdependencies
with other parts are neglected. Therefore, a holistic approach may be able to better reveal the root/causes of
gaps in the innovation management system.
The innovation management assessment may be very simple as a first “scan” based on only a few questions,
or very detailed, based on a catalogue of numerous questions.
The time and effort for the innovation management assessment can vary with organizational size, structure,
relevant roles and geographical spread. Important considerations to define the appropriate time and effort can
include:
• the defined objectives for the innovation management assessment and its underlying rationale;
• organizational time commitment for participants to complete a survey and to take part in interviews and/or
workshops;
• cost in relation to the desired level of detail, since typically, the larger the assessment, the higher the cost
but also the more profound the results;
• the need to consult and involve key innovation stakeholders including, practitioners, customers, sponsors
and those, for reasons of organizational politics. This will allow for increased innovation investment or to
prevent key decision players from hindering improvements in the innovation management system.
The assessment deliverables should include an assessment report with facts and findings as a solid basis for
improvement recommendations and for a clear action plan to improved innovation management performance.
Gaining organizational commitment from key stakeholders to the assessment report, the recommendations
and their implementation is essential. Therefore, deliverables may also include communication workshops and
support for prioritizing and implementing the recommendations for action.
The defined scope of the innovation management assessment will help to identify the appropriate approach.
5.2.3 Identifying the most suitable approach and tool for the innovation management assessment
The organization should identify the type of innovation management assessment approach that is most
suitable based on the defined needs, objectives and scope, and evaluate and select the appropriate
innovation management assessment tools.
When identifying the most suit
...