CEN TS 16555-3-2014 Innovation management - Part 3 Innovation thinking《创新管理 第3部分 创新思维》.pdf

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1、BSI Standards PublicationInnovation managementPart 3: Innovation thinkingPD CEN/TS 16555-3:2014National forewordThis Published Document is the UK implementation of CEN/TS 16555-3:2014.The UK participation in its preparation was entrusted to TechnicalCommittee IMS/1, Innovation management.A list of o

2、rganizations represented on this committee can be obtained onrequest to its secretary.This publication does not purport to include all the necessary provisions ofa contract. Users are responsible for its correct application. The British Standards Institution 2015.Published by BSI Standards Limited 2

3、015ISBN 978 0 580 86325 7ICS 03.100.40; 03.100.50 Compliance with a British Standard cannot confer immunity fromlegal obligations.This Published Document was published under the authority of theStandards Policy and Strategy Committee on 31 January 2015. Amendments/corrigenda issued since publication

4、Date Text affectedPUBLISHED DOCUMENTPD CEN/TS 16555-3:2014TECHNICAL SPECIFICATION SPCIFICATION TECHNIQUE TECHNISCHE SPEZIFIKATION CEN/TS 16555-3 December 2014 ICS 03.100.40; 03.100.50 English Version Innovation management - Part 3: Innovation thinking Management de linnovation - Partie 3 : Rflexion

5、axe sur linnovation Innovationsmanagement - Teil 3: Innovatives Denken 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 reque

6、sted 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.

7、 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, Den

8、mark, 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 COMMITTE

9、E FOR STANDARDIZATION COMIT EUROPEN DE NORMALISATION EUROPISCHES KOMITEE FR 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 worldwide for CEN national Members. Ref. No. CEN/TS 16555-3:2014 ECEN/TS 1655

10、5-3:2014 (E) 2 Contents Page Foreword 3 Introduction .4 1 Scope 5 2 Normative references 5 3 Terms and definitions .5 4 Innovation thinking 5 4.1 General 5 4.2 Key drivers .6 4.3 Supportive behaviours and competencies .6 4.3.1 General 6 4.3.2 Behaviours .6 4.3.3 Competencies 7 5 Innovation thinking

11、steps involved.7 5.1 General 7 5.2 Step 1 Information gathering .8 5.3 Step 2 Generating solutions 8 5.4 Step 3 Rapid learning .9 5.5 Step 4 Validation .9 5.6 Step 5 Synthesis of outputs 9 5.7 Step 6 Outcomes.9 Annex A (informative) Case Studies . 11 A.1 Case study 1: Company A . 11 A.1.1 Introducti

12、on . 11 A.1.2 Process 11 A.1.3 Step 1 Information gathering 12 A.1.4 Step 2 Generating solutions . 12 A.1.5 Step 3 Rapid learning 12 A.1.6 Step 4 Validation 12 A.1.7 Step 5 Synthesis of outputs . 12 A.1.8 Step 6 Outcomes 12 A.2 Case study 2 Company B 13 A.2.1 Introduction . 13 A.2.2 Process 14 A.2.3

13、 Step 1 Information gathering 14 A.2.4 Step 2 Generating solutions . 14 A.2.5 Step 3 Rapid learning 14 A.2.6 Step 4 Validation 14 A.2.7 Step 5 Synthesis of outputs . 15 A.2.8 Step 6 Outcomes 15 Bibliography . 16 PD CEN/TS 16555-3:2014CEN/TS 16555-3:2014 (E) 3 Foreword This document (CEN/TS 16555-3:2

14、014) 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 iden

15、tifying 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: Innova

16、tion 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 count

17、ries 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

18、, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom. PD CEN/TS 16555-3:2014CEN/TS 16555-3:2014 (E) 4 Introduction Innovation thinking is a structured approach whereby information, insights and experiences are sought out and employed for the purp

19、ose of maximizing opportunities and solving problems which deliver desirable outcomes to the marketplace. This approach can complement other methods used in innovation. It is a context sensitive approach that develops an evolving knowledge base, which is then used to elicit and sustain change that s

20、hould have effective and enduring economic, social and/or ecological value according to organizational purpose. Those who adopt innovation thinking as part of their working dynamic should develop adaptive advantages that will help them become more agile in the marketplace and create more value for t

21、heir external and internal stakeholders. Case studies are included in Annex A. PD CEN/TS 16555-3:2014CEN/TS 16555-3:2014 (E) 5 1 Scope This Technical Specification sets out guidance for an approach to innovation thinking. Innovation thinking can be used at all levels within the organization. This pa

22、rt provides guidance on how to integrate the core values of innovation thinking into any organization. It provides an approach to balancing the risks and the business viability appropriate to the selected opportunity or problem. It provides top management with an approach for the evaluation of possi

23、ble outcomes and the determination of the “best fit” for the organizations current strategy. It is suitable for all types and sizes of organizations including SMEs and is intended for broad application. However, those who are responsible for implementing and managing innovation within such organizat

24、ions may find this document particularly useful. 2 Normative references The following documents, in whole or in part, are normatively referenced in this document and are indispensable for its application. For dated references, only the edition cited applies. For undated references, the latest editio

25、n of the referenced document (including any amendments) applies. CEN/TS 16555-1, Innovation Management Part 1: Innovation Management System 3 Terms and definitions For the purposes of this document, the following terms and definitions apply. 3.1 innovation thinking approach to finding opportunities

26、and solving problems which delivers a superior or more desirable outcome with respect to the current offerings 4 Innovation thinking 4.1 General Innovation thinking is an iterative and interactive approach requiring engagement with a variety of different internal and external types of players. It us

27、es rapid and open learning processes to quickly create a variety of options as well as to identify and eliminate what is dysfunctional early on. It uses both the brains creative and logical capabilities to explore alternative solutions and combinations with the goal to create a better outcome. Innov

28、ation thinking is derived from the design discipline, design thinking which was traditionally focused on product design. This is a methodology that is built around gaining an in-depth understanding of human needs and the outcomes they require. It involves a creative process of generating possible so

29、lutions and iterative testing of these proposed solutions. These actions are linked to available technology and the practical constraints of business. The broader approach of innovation thinking brings the product focused design thinking approach to a wider application to include all forms of innova

30、tion: product (services and goods, tangible and intangible), process (production methods, procedures and operation layouts), organizational (governance schemes and work relations), and commercial (marketing, distribution systems and business models). In this application it is holistic and limitless.

31、 The innovation process begins when it becomes clear that a more desirable outcome is possible, but the nature of that outcome is uncertain, the route to a solution is unclear, and the risk of failure to reach a satisfactory objective is part of the process. Thus, when a management task involves ris

32、k and uncertainty, the innovation thinking approach has much to offer. PD CEN/TS 16555-3:2014CEN/TS 16555-3:2014 (E) 6 This approach requires a deep understanding of the specific problem or opportunity, which may be obtained by breaking these down into their core elements. It is also necessary to ga

33、in a thorough understanding of all potential user types. Further stages involve integrating and applying user needs around the appropriate technologies and commercial constraints, thus developing outcomes that create value for the targeted users. The innovation thinking approach can be used to suppo

34、rt an Innovation Management System, see CEN/TS 16555-1:2013, 11.3. All innovation carries risks, but tried and tested design methods control that risk by taking informed decisions at a relatively early stage before major commitments to investment are made. This design derived approach is therefore a

35、n extremely cost effective process for meeting the needs of the customer (however defined), within the resource constraints of the organization. See Annex A for case study examples. 4.2 Key drivers The key drivers of innovation thinking are context, people, enablers and constraints. It is the intera

36、ction between these four key drivers and their relative strengths that creates the innovation thinking approach appropriate to the organization. The key drivers are: Context: what is the opportunity or problem setting that the organization is seeking to find and create a new and better outcome? See

37、also CEN/TS 16555-1:2013, Clause 4 for more information on context of the organization. People: markets, work force, suppliers: who has the problem and who will benefit or be affected by the solution (i.e. those who directly value the innovation, e.g. users / clients / customers / markets / sectors,

38、 work force, suppliers and partners)? See also CEN/TS 16555-1:2013, Clause 4. Enablers: who/what will make this opportunity come to fruition. (i.e. “positive” conditions for change, e.g. what behaviours, characteristics, values, approaches, skills are required to make the impossible possible)? Const

39、raints: who/what are the barriers that will hinder this opportunity and need to be explored and overcome (i.e. “negative” conditions for change or the realities of the business, e.g. commercial viability, markets, technologies and desirability)? 4.3 Supportive behaviours and competencies 4.3.1 Gener

40、al To be successful, an innovation thinking environment should develop certain behaviours and competencies which support and shape the approach to discovering, designing, and developing the essential and desired outcomes for the given opportunity. They enable a “user focused” approach, to ensure tha

41、t the organization gains a deep understanding of the key drivers in the innovation thinking landscape. 4.3.2 Behaviours The following behaviours provide an environment in which innovation thinking can thrive and which can support the development of suitable outcomes: Supportive understanding, demons

42、trated through leadership, authorization and empowerment of people, providing them with the space, time, support and skill sets which are needed to creatively explore new ways of doing things. A facilitating framework is also necessary, that acknowledges and rewards both success and failure respecti

43、vely. PD CEN/TS 16555-3:2014CEN/TS 16555-3:2014 (E) 7 Encouragement of an open mind-set, in order to explore the benefits of collaborations with multiple other experts and different types of organizations. Encouragement of an environment where risks and uncertainties are the norm and failures are ac

44、cepted as feedback for rapid learning. Observation and listening skills, in order to gain an in-depth understanding of the outcomes which are desired. Appropriate question sets need to be developed, together with an understanding of how to pose these questions. It is also necessary to observe how pe

45、ople use and do things in the context of the task and outcomes which are to be achieved. Fast visualizations, quick mock-ups, prototyping of ideas and potential solutions, at the most basic level, in order to provide the team with the freedom, space and time, to use their imagination, supported appr

46、opriately. Experimentation, numerous iterations and variations which are needed to develop the teams thinking and to evolve solutions that best match the problem or opportunity identified. Pre-launch testing in order to determine market timing and the robustness of the proposed solution. 4.3.3 Compe

47、tencies The following are competencies that should to be developed and nurtured at all levels within any organization which seeks to promote a structured approach to innovation thinking: understanding and empathizing with all types of users and their needs; identifying and synthesizing their problem

48、s and opportunities; multidisciplinary creative thinking, both with internal and external partners. NOTE CEN/TS 165555 provides further guidance on collaboration. 5 Innovation thinking steps involved 5.1 General There are a number of steps to implementing innovation thinking, as shown in Figure 1. W

49、hile each step should be regarded as having an input from the previous step, reference is often required to other preceding steps, as this is an iterative process, designed to grow the knowledge base and hence develop an appropriate and sustainable business outcome. PD CEN/TS 16555-3:2014CEN/TS 16555-3:2014 (E) 8 Key 1 information gathering 2 generating solutions 3 rapid learning 4 validation 5 synthesis of outputs 6 outcomes Figure 1 Steps involved in innovation thinking 5.2 Ste