BS 7000-1-2008 Design management systems – nPart 1 Guide to nmanaging innovation《设计管理系统 管理工作改革用指南》.pdf

《BS 7000-1-2008 Design management systems – nPart 1 Guide to nmanaging innovation《设计管理系统 管理工作改革用指南》.pdf》由会员分享，可在线阅读，更多相关《BS 7000-1-2008 Design management systems – nPart 1 Guide to nmanaging innovation《设计管理系统 管理工作改革用指南》.pdf（94页珍藏版）》请在麦多课文档分享上搜索。

1、BS 7000-1:2008Design management systems Part 1: Guide to managing innovationICS 03.100.01NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAWBRITISH STANDARDPublishing and copyright informationThe BSI copyright notice displayed in this document indicates when the document was last

2、issued. BSI 2008ISBN 978 0 580 58704 7The following BSI references relate to the work on this standard:Committee reference MS/4Draft for comment 07/30164294 DCPublication historyFirst published January 1989 as BS 7000 (subsequently renumbered as part 1)BS 7000-1:1989 superseded by BS 7000-2:1997Seco

3、nd edition November 1999Third (present) edition April 2008 Amendments issued since publicationAmd. no. Date Text affectedBS 7000-1:2008 BSI 2008 iBS 7000-1:2008ContentsForeword v0 Introduction 10.1 General 10.2 Survival of the fittest 10.3 Innovation goes beyond technology 20.4 Innovation is not for

4、 all 20.5 Designing total experiences for products, services and processes 21 Scope 72 Normative references 73 Terms and definitions 84 Innovation, newness and an overview of the basics of innovation management 144.1 Flow chart of the complete innovation management framework 144.2 Planning beyond cu

5、rrent horizons 144.3 Co-ordinating short-term and long-term work 164.4 Nature of innovation 174.5 Reasons to innovate 194.6 High productivity innovation 204.7 Degrees of newness 214.8 Sources of newness 214.9 The value chain 224.10 How change is introduced over time 234.11 Innovation and change mana

6、gement 254.12 Basis of effective innovation management 285 Managing innovation at the organization level 305.1 General 305.2 Assign responsibilities for innovation 305.3 Stage 1 Review current innovation practices to determine potential for improvement 325.4 Stage 2 Create future vision 325.5 Stage

7、3 Draw up mission statement relating to innovation 335.6 Stage 4 Distil innovation objectives and strategies from organizations overall objectives and strategies 335.7 Stage 5 Determine the innovation highway 335.8 Stage 6 Plan introduction of new approach to innovation 345.9 Stage 7 Communicate ess

8、ence of innovation mission, objectives and strategies 355.10 Stage 8 Promote an innovation-nurturing culture 365.11 Stage 9 Reinforce infrastructure and expertise to manage innovation 375.12 Stage 10 Draw up master innovation programme 385.13 Stage 11 Implement programme and support new approach to

9、innovation 395.14 Stage 12 Evaluate progress and contribution of master innovation programme 415.15 Stage 13 Build distinctive competencies and competitive advantage through innovation 425.16 Stage 14 Document, share, publicize and celebrate achievements through innovation 43BS 7000-1:2008ii BSI 200

10、85.17 Stage 15 Enhance organizations reputation through innovation 435.18 Stage 16 Review and refine overall approach to innovation 446 Operating the innovation management framework: Further detail 446.1 General 446.2 Identification of innovation leaders 446.3 Selection of core innovation team 456.4

11、 Making time for the longer-term future 456.5 Job security 486.6 Managing innovation projects with clear stages and gateway reviews 486.7 Scope of review of current innovation practices 506.8 Top-level review and brainstorming sessions on innovation/Opportunity scanning 516.9 Forming innovative alli

12、ances 576.10 Innovation team brainstorming sessions and project reviews 586.11 Environmental dimension of innovation management 616.12 Legal dimension of innovation management 616.13 Resourcing the long term: Investment in innovation 626.14 Fast-tracking 656.15 Cannibalization 666.16 Plan product wi

13、thdrawals and replacements 666.17 Evaluation of processes and infrastructure 666.18 Agility to exploit opportunities quickly and flexibility to change course as necessary 677 Tools and techniques for managing innovation 687.1 Recording and archiving ideas 687.2 Backcasting 687.3 Brainstorming 687.4

14、Customer-product experience cycles 697.5 Ethnographic research 707.6 Inclusive design 707.7 Intellectual property 717.8 Knowledge management 717.9 Rapid prototyping 727.10 Risk assessment 727.11 Scenario planning 757.12 The internet, intranets, extranets and wikis 757.13 User-centred design 777.14 V

15、isualization 78Bibliography 80List of figuresFigure 1 Innovation self-assessment questionnaire The organization 4Figure 2 Innovation self-assessment questionnaire Products, services, processes and projects 6Figure 3 Overview of complete process for managing innovation at the organization level 15Fig

16、ure 4 Innovation highway with milestones 16Figure 5 The innovation pipeline Screening ideas through to launch 17Figure 6 Position of an organization on the change/innovation spectrum 18 BSI 2008 iiiBS 7000-1:2008Figure 7 Spectrum of newness 21Figure 8 Opportunities to innovate throughout the value c

17、hain 24Figure 9 How change is introduced over time 25Figure 10 Hierarchy of change and innovation 26Figure 11 Impact on response to change 26Figure 12 Factors that affect stakeholders response to change 27Figure 13 Risk and potential returns in balanced project portfolios 39Figure 14 Roles and respo

18、nsibilities matrix 47Figure 15 Primary stages of design/innovation projects 49Figure 16 Key activities during top-level review, brainstorming and opportunity scanning sessions on innovation 52Figure 17 Length of the innovation highway 53Figure 18 Some financial aspects of the width of innovation hig

19、hways 55Figure 19 Key activities during innovation team brainstorming sessions and subsequent project reviews 59Figure 20 Some basic questions when vetting proposals 60Figure 21 Characteristics of innovative projects and level of associated risks 74Summary of pagesThis document comprises a front cov

20、er, an inside front cover, pages i to vi, pages 1 to 85 and a back cover.iv BSI 2008 This page deliberately left blankBS 7000-1:2008 BSI 2008 vBS 7000-1:2008ForewordPublishing informationThis part of BS 7000 is published by BSI and came into effect on 30 April 2008. It was prepared by Technical Comm

21、ittee MS/4, Design management systems. A list of organizations represented on this committee can be requested from its secretary.SupersessionThis part of BS 7000 supersedes BS 7000-1:1999, which is withdrawn.Relationship with other publicationsBS 7000, Design management systems currently comprises t

22、he following parts: Part 1: Guide to managing innovation (this part); Part 2: Guide to managing the design of manufactured products; Part 3: Guide to managing service design; Part 4: Guide to managing design in construction; Part 6: Guide to managing inclusive design; Part 10: Vocabulary of terms us

23、ed in design management.Other parts might be added.The Technical Committee, MS/4, invites users to submit technical comments, observations and suggestions to the Committee Secretary at BSI (see address on back cover). This will assist the Committee when it reviews the standard in due course and when

24、 it considers the preparation of further parts of BS 7000.Use of this documentBS 7000-1 takes the form of guidance and recommendations. It is conceived as a coherent whole. Yet, as a guide rather than a specification, the guidance need not be adopted in total. Effective use can be achieved through t

25、he smart selection of relevant clauses and adapting them to an organizations particular circumstances. This revision incorporates many suggestions from users and non-users to make the standard more accessible and immediately useful. Research has revealed that a careful read through repays the time s

26、pent, for detail and relevance are missed when skimming through the text. Users also reported value in re-visiting the standard after first use, say at intervals of a year, as organizations gain experience and become more adept at managing innovation, executives needs and attitudes change, so they l

27、ook for different guidance and gain fresh insights from the text after appropriate intervals.Readers who restrict their attention to the project level might be able to take advantage of guidance quickly, however full benefits will not be gained as changes confined there rarely establish deep roots.

28、Work at the organization level, especially by principals, is vital for success; so this needs to be planned in either at the start or fairly quickly thereafter.BS 7000-1:2008vi BSI 2008As a guide, this part of BS 7000 takes the form of guidance and recommendations. It should not be quoted as if it w

29、ere a specification and particular care should be taken to ensure that claims of compliance are not misleading.Any user claiming compliance with this part of BS 7000 is expected to be able to justify any course of action that deviates from its recommendations.Presentational conventionsThe provisions

30、 in this standard are presented in roman (i.e. upright) type. Its recommendations are expressed in sentences in which the principal auxiliary verb is “should”.Commentary, explanation and general informative material is presented in smaller italic type, and does not constitute a normative element.The

31、 word “should” is used to express recommendations of this standard. The word “may” is used in the text to express permissibility, e.g. as an alternative to the primary recommendation of the clause. The word “can” is used to express possibility, e.g. a consequence of an action or an event.Notes and c

32、ommentaries are provided throughout the text of this standard. Notes give references and additional information that are important but do not form part of the recommendations. Commentaries give background information.Contractual and legal considerationsThis publication does not purport to include al

33、l the necessary provisions of a contract. Users are responsible for its correct application.Compliance with a British Standard cannot confer immunity from legal obligations. BSI 2008 1BS 7000-1:20080Introduction0.1 GeneralThis standard was developed to enable senior executives or principals of organ

34、izations to plan products, services and processes a significant time into the future: at least a generation after the generation currently under development.NOTE 1 For brevity, the term “principals” is used in most instances to denote owner-managers, partners, board directors and other top executive

35、s in private sector organizations, as well as senior officers in public sector and not-for-profit organizations.NOTE 2 In line with the convention adopted by British Standards, the term “product” also encompasses services, processes and business models.It provides a richer language and framework of

36、issues and procedures that organizations, especially those that are new, small or relative novices at innovation (see 3.13), can adopt to upgrade their innovative performance then use as the basis of collaborative initiatives with suitable partners to promote innovation. All or selected clauses coul

37、d form the basis of contracts between organizations. Several clauses could be used as bases for metrics to monitor and evaluate performance. These are highlighted for consideration with the following icon in the margin.Research has revealed that organizations that evolve a framework for long-term in

38、novation react faster to threats or surprises, are more likely to take effective action, and are better at sustaining the momentum of change. As such, they are more likely to succeed.Organizations also appreciated the generic and comprehensive guidance provided by this standard.NOTE 3 Research was u

39、ndertaken as groundwork for the original standard and again for this revision. This took the form of in-depth interviews with senior executives and others on the front line of innovation and use of standards in selected organizations throughout Great Britain offering a wide spectrum of products and

40、services. All were considered to be innovative and many had won awards for design, technology or innovation. The largest employed 58 000 people around the world; the smallest consisted of just three individuals. Annual turnovers ranged from 1 000 to 8.4 billion.0.2 Survival of the fittestA key prior

41、ity of an organization is to survive and prosper. Survival usually depends on the expansion of existing markets, withdrawal from stagnant markets and taking advantage of new opportunities.The accumulation of market intelligence and a researched knowledge base of customer requirements are also critic

42、al when formulating realistic business strategies and delivering products that generate growth. METRIC?BS 7000-1:20082 BSI 2008One reality in life is that not much remains the same for long. Customer needs and interest change so what was considered a highly desirable luxury at one time gradually bec

43、omes a mainstream feature, then a basic requirement for entry into a market. Consequently, organizations that fail to upgrade processes and develop their products and services are unlikely to remain viable, especially with increased competition world-wide that often has to be countered on uneven ter

44、ms. Eventually they might be forced to cease trading.0.3 Innovation goes beyond technologyInnovation is not confined to research and development in technology (often characterized as adding features and functions to products). It can occur in all parts of an organization, throughout the value chain,

45、 and at all stages of product/service lifecycles; research, design, manufacture, distribution and marketing, servicing, maintenance, withdrawal, the eventual disposal and recycling of products (see 4.9 and Figure 8).NOTE Worthwhile contributions through innovation will not necessarily relate to fina

46、ncial outcomes, particularly where public sector and not-for-profit organizations are concerned.0.4 Innovation is not for allAlthough this standard is aimed at those who have determined that innovation is right for them and wish to innovate, it is important to underline that innovation might not be

47、right for every organization, or for every product of innovative organizations. Furthermore, customers and markets do not always welcome innovation unless the benefits are obvious.Typically, innovation takes longer, costs more, and is riskier than product improvement. Therefore, the continual improv

48、ement of products, and making licensing arrangements with innovators, might be preferable options.Figures 1 and 2 (self-assessment questionnaires) and Figure 6 provides some insights into where an organization is positioned along the innovation spectrum.0.5 Designing total experiences for products,

49、services and processesCustomer satisfaction arises out of overall experiences with products and services, including the way organizations respond when contacted. Therefore, careful attention should be paid to all factors that contribute to these total experiences. BSI 2008 3BS 7000-1:2008During the past decade, particularly in advanced economies, the proportion of gross dom