Innovation management - Part 2: Strategic intelligence management

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.

Innovationsmanagement - Strategische Markt- und Wettbewerbsbeobachtung

Diese Technische Spezifikation gilt für die Strukturierung und das Management eines Systems zur Gewinnung strategischer Erkenntnisse, um fundierte Entscheidungen bei Planung und Umsetzung von Innovationen treffen zu können.
Diese Technische Spezifikation definiert:
-   die verschiedenen Begriffe im Zusammenhang mit strategischen Erkenntnissen und deren Management;
-   die Schlüsselaufgaben im System zur Gewinnung strategischer Erkenntnisse;
-   den Prozess zur Gewinnung strategischer Erkenntnisse (Management, Umsetzung und Unterstützung).
Diese Technische Spezifikation betrifft nicht:
-   Informationsüberprüfung und Datenschutz;
-   den Entscheidungsprozess an sich.

Management de l'innovation - Partie 2 : Management de l'intelligence stratégique

La présente Spécification technique s'applique à la structuration et au management d'un système d'intelligence stratégique destiné à éclairer les décisions dans le cadre de la planification et du déploiement de l'innovation.
La présente Spécification technique définit :
-   les différents termes relatifs à l'intelligence stratégique et son management ;
-   les tâches essentielles du système d'intelligence stratégique ;
-   le processus du système d'intelligence stratégique (management, mise en œuvre et support).
La présente Spécification technique ne concerne pas :
-   la validation des informations et la protection des données ;
-   le processus décisionnel.

Upravljanje inovacij - 2. del: Upravljanje strateške inteligence

Ta tehnična specifikacija se uporablja za strukturiranje in upravljanje sistema strateške inteligence, namenjenega pomoči pri odločitvah pri načrtovanju ter uporabi inovacij.
Ta tehnična specifikacija določa:
– različne izraze v zvezi s strateško inteligenco in njenim upravljanjem;
– ključne naloge pri sistemu strateške inteligence;
– proces sistema strateške inteligence (upravljanje, izvajanje in podpora).
Ta tehnična specifikacija ne obravnava:
– potrjevanja informacij in varstva podatkov;
– procesa sprejemanja odločitev.

General Information

Status
Published
Public Enquiry End Date
24-Sep-2014
Publication Date
19-Jan-2015
Technical Committee
Current Stage
6060 - National Implementation/Publication (Adopted Project)
Start Date
05-Jan-2015
Due Date
12-Mar-2015
Completion Date
20-Jan-2015

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Standards Content (Sample)

SLOVENSKI STANDARD
SIST-TS CEN/TS 16555-2:2015
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
SIST-TS CEN/TS 16555-2:2015 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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SIST-TS CEN/TS 16555-2:2015

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SIST-TS CEN/TS 16555-2:2015

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.

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
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

2

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
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.
3

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
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.
4

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
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
5

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
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;
6

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
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-looking analyses, such as forecasting, foresight exercises, drafting of
scenarios, road maps, etc.;
b) External sources, such as:
1) customers, suppliers or subcontractors;
2) competitor activities;
3) documentation sources the organization can access: hard copies (magazines, catalogues, etc.),
electronic support (databases etc.,) or information resources on the internet (specialized portals,
news, blogs and social networks, etc.). This includes technical documentation such as regulations,
specifications, databases of patents and others intellectual property rights, and standards;
4) publicly available research papers;
5) congresses, seminars, fairs or exhibitions;
6) market analysis reports.
According to the defined strategic intelligence needs, the organization should ensure that the quantity and
quality of the information is validated as being appropriate to satisfy the required objectives. This should be
7

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
approved by top management, prior to initiating the subsequent process of acquiring and analysing the
information.
The nature of the information required is dependent on the size of the organization, its industry and its culture.
Information quality can be assessed by considering the following:
c) reliability and accuracy of the information (for example the origins of information);
d) assessment of the value added by the various activities and consequences on the incoming and outgoing
information for these activities;
e) completeness of the information. Identify gaps in key information and implement solutions that include, if
needed, further information;
f) if possible, establish a table of functions / activities / information and map information flows;
g) for the main activities, evaluate the usefulness and completeness of incoming information by reviewing
with the person specifying the objectives of the SI project.
4.4 Information analysis and valuation
4.4.1 Information analysis and interpretation
The organization should proceed with the qualitative and quantitative analysis of the data in line with the
strategic intelligence requirements.
The information analysis may involve a range of different skills such as technical, legal, intellectual property or
economics.
The information analysis may include aspects such as:
— integration of data from different sources in order to achieve synergies, in which the combination of
information from the different sources constitutes a whole with a greater relevance and scope than the
individual pieces of information;
— interpretation of the information, with the objective of determining what is valid and what is relevant for
decision making including, for example, the understanding of the analysed information or a forecast of its
consequences and foreseeable evolution;
— establishing the meaning of the information which has been analysed, for example, concerning the
technical content and the market/commercial relevance, and of their likely consequences for the
organization;
— recommendations for action.
NOTE Any decisions are made by the requester of the strategic intelligence (top management).
The information analysis may be carried out regularly or in response to specific situations.
4.4.2 Analysis methods and tools
Before processing information, the organization should define the vocabulary specific to their area of business
activity in order to share a common vision and language.
The organization may use different analysis techniques as appropriate - human-based, automated or both in
combination.
8

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SIST-TS CEN/TS 16555-2:2015
CEN/TS 16555-2:2014 (E)
NOTE
a) Some common human based tools used to analyse strategic information include for example:
1) SWOT
...

SLOVENSKI STANDARD
kSIST-TS FprCEN/TS 16555-2:2014
01-september-2014
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: FprCEN/TS 16555-2
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
kSIST-TS FprCEN/TS 16555-2:2014 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 16555-2:2014

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kSIST-TS FprCEN/TS 16555-2:2014

TECHNICAL SPECIFICATION
FINAL DRAFT
FprCEN/TS 16555-2
SPÉCIFICATION TECHNIQUE

TECHNISCHE SPEZIFIKATION

June 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 - Strategische Markt- und
l'intelligence stratégique Wettbewerbsbeobachtung


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
© 2014 CEN All rights of exploitation in any form and by any means reserved Ref. No. FprCEN/TS 16555-2:2014 E
worldwide for CEN national Members.

---------------------- Page: 3 ----------------------
kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
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 . 15
5.5.3 Financial planning . 15
5.6 Protection and exploitation of results . 15
5.7 Management of the appropriate flows of information . 15
6 Performance evaluation . 16
7 Improvement of the strategic intelligence system . 16
Annex A (informative) Sub-contracting . 17
Bibliography . 18

2

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kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
Foreword
This document (FprCEN/TS 16555-2:2014) 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.
Part 7 is in preparation.
3

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kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
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.
4

---------------------- Page: 6 ----------------------
kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
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
5

---------------------- Page: 7 ----------------------
kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
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, etc.).
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.
6

---------------------- Page: 8 ----------------------
kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
d) Intellectual property and intellectual property rights.
e) Standards.
f) Technology.
g) Regulatory issues.
NOTE For more information: refer to 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-looking analyses, such as forecasting, foresight exercises, drafting of
scenarios, road maps, etc.;
b) External sources, such as:
1) customers, suppliers or subcontractors;
2) competitor activities;
3) documentation sources the organization can access: hard copies (magazines, catalogues, etc.),
electronic support (databases etc.,) or information resources on the internet (specialized portals,
news, blogs and social networks, etc.). This includes technical documentation of such as regulations,
specifications, databases of patents and others intellectual property rights, and standards;
4) publicly available research papers;
5) congresses, seminars, fairs or exhibitions;
6) market analysis reports.
According to the defined strategic intelligence needs, the organization should ensure that the quantity and
quality of the information is validated as being appropriate to satisfy the required objectives. This should be
7

---------------------- Page: 9 ----------------------
kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
approved by top management, prior to initiating the subsequent process of acquiring and analysing the
information.
The nature of the information required is dependent on the size of the organization, its industry and its culture.
Information quality can be assessed by considering the following:
c) reliability and accuracy of the information (for example the origins of information);
d) assessment of the value added by the various activities and consequences on the incoming and outgoing
information for these activities;
e) completeness of the information. Identify gaps in key information and implement solutions that include, if
needed, further information;
f) if possible, establish a table of functions / activities / information and map information flows;
g) for the main activities, evaluate the usefulness and completeness of incoming information by reviewing
with the person specifying the objectives of the SI project.
4.4 Information analysis and valuation
4.4.1 Information analysis and interpretation
The organization should proceed with the qualitative and quantitative analysis of the data in line with the
strategic intelligence requirements.
The information analysis may involve a range of different skills such as technical, legal, intellectual property or
economics.
The information analysis may include aspects such as:
— integration of data from different sources in order to achieve synergies, in which the combination of
information from the different sources constitutes a whole with a greater relevance and scope than the
individual pieces of information;
— interpretation of the information, with the objective of determining what is valid and what is relevant for
decision making including, for example, the understanding of the analysed information or a forecast of its
consequences and foreseeable evolution;
— establishing the meaning of the information which has been analysed, for example, concerning the
technical content and the market/commercial relevance, and of their likely consequences for the
organization;
— recommendations for action.
NOTE Any decisions are made by the requester of the strategic intelligence (top management).
The information analysis may be carried out regularly or in response to specific situations.
4.4.2 Analysis methods and tools
Before processing information, the organization should define the vocabulary specific to their area of business
activity in order to share a common vision and language.
The organization may use different analysis techniques as appropriate - human-based, automated or both in
combination.
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kSIST-TS FprCEN/TS 16555-2:2014
FprCEN/TS 16555-2:2014 (E)
NOTE
a) Some common human based tools used to analyse strategic information include for example:
1) SWOT (with respect to strengths, weaknesses, opportunities and threats).
2) PESTEL (with respect to political, economic, technological, environmental and legal factors).
3) Porter’s Five Forces (with respect to competitive forces and actors, new entrants, competitors, customers,
suppliers).
b) Some common automated tools, which can deal with large amounts of data or documents, structured or not, can be
used to reveal patterns an
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