Innovation management - Part 6: Creativity management

This Technical Specification provides guidance for managing the process of originating new ideas from which innovations may be developed.
It is applicable to all types of organization including manufacturing and services industries, the voluntary sector, governmental and social enterprise but with a particular focus on small- and medium-sized enterprises (SMEs).
The guidance in this TS covers issues to be considered by those responsible for managing innovation, in particular during the creative phase, and the sourcing of ideas from within and outside the organization.
This document is one of six parts that support Part 1 of the series, CEN/TS 16555-1, Innovation management — Part 1: Innovation management system.

Innovationsmanagement - Teil 6: Kreativitätsmanagement

Diese Technische Spezifikation bietet eine Anleitung für das Management des Prozesses der Erzeugung neuer Ideen, aus denen Innovationen entwickelt werden können.
Sie ist anwendbar auf alle Arten von Organisationen, einschließlich des produzierenden Gewerbes und des Dienstleistungsbereiches, dem Freiwilligensektor, öffentlichen und sozialen Unternehmen; einen besonderen Schwerpunkt bilden allerdings kleine und mittlere Unternehmen (KMU).
Die in dieser Technischen Spezifikation dargestellte Anleitung deckt Themen ab, die von den Verantwortlichen für das Management von Innovation zu berücksichtigen sind, insbesondere während der kreativen Phase, sowie die Beschaffung Ideen von innerhalb und außerhalb der Organisation.
Dieses Dokument ist einer von sechs Teilen, die Teil 1 der Reihe, CEN/TS 16555-1, unterstützen.

Management de l'innovation - Partie 6 : Management de la créativité

La présente Spécification technique fournit des lignes directrices pour gérer le processus de production d'idées nouvelles à partir desquelles des innovations peuvent être développées.
Elle s'applique à tous les types d'organisation, y compris les industries manufacturières et de services, le secteur du volontariat, les organisations gouvernementales et sociales, mais en portant une attention particulière aux petites et moyennes entreprises (PME).
Les lignes directrices fournies dans la présente Spécification technique concernent les questions devant être étudiées par les responsables du management de l'innovation, en particulier durant la phase créatrice, et l'origine des idées, interne ou externe à l’organisation.
Le présent document est l'une des six parties complétant la partie 1 de la série, CEN/TS 16555-1, Management de l'innovation — Partie 1 : Système de management de l'innovation.

Upravljanje inovacij - 6. del: Upravljanje ustvarjalnosti

Ta tehnična specifikacija zagotavlja navodila za upravljanje procesa oblikovanja novih idej, iz katerih je mogoče razviti inovacije.
Uporablja se za vse vrste organizacij, vključno s proizvodnimi in storitvenimi industrijami, prostovoljnim sektorjem, vladnimi in socialnimi podjetji, a je usmerjen zlasti v mala in srednje velika podjetja.
Navodila v tej tehnični specifikaciji obravnavajo vprašanja, s katerimi se ukvarjajo osebe, odgovorne za upravljanje inovacij, zlasti med ustvarjalno fazo, ter iskanje idej, ki izhajajo iz organizacije in zunaj nje.
Ta dokument je eden od šestih delov, ki dopolnjujejo 1. del te skupine, tj. CEN/TS 16555-1, Upravljanje inovacij – 1. del: Sistem upravljanja inovacij.

General Information

Status
Published
Publication Date
16-Dec-2014
Current Stage
9092 - Decision on results of review/2YR ENQ - revise - Review Enquiry
Completion Date
19-May-2020

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SLOVENSKI STANDARD
SIST-TS CEN/TS 16555-6:2015
01-februar-2015
Upravljanje inovacij - 6. del: Upravljanje ustvarjalnosti
Innovation management - Part 6: Creativity management
Innovationsmanagement - Kreativitätsmanagement
Management de l'innovation - Partie 6 : Management de la créativité
Ta slovenski standard je istoveten z: CEN/TS 16555-6:2014
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
SIST-TS CEN/TS 16555-6:2015 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 16555-6:2015
TECHNICAL SPECIFICATION
CEN/TS 16555-6
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
December 2014
ICS 03.100.40; 03.100.50
English Version
Innovation management - Part 6: Creativity management

Management de l'innovation - Partie 6 : Management de la Innovationsmanagement - Teil 6: Kreativitätsmanagement

créativité

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 16555-6:2014 E

worldwide for CEN national Members.
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Contents Page

Foreword ..............................................................................................................................................................3

Introduction .........................................................................................................................................................4

1 Scope ......................................................................................................................................................5

2 Normative references ............................................................................................................................5

3 Terms and definitions ...........................................................................................................................5

4 Understanding creativity within an organization ...............................................................................6

5 Creative leadership and setting policy ................................................................................................6

6 Managing the creative process ............................................................................................................6

7 Types of creative ideas .........................................................................................................................7

7.1 General ....................................................................................................................................................7

7.2 Ideas identifying a need ........................................................................................................................8

7.3 Ideas identifying a solution ..................................................................................................................8

8 Encouraging participation in idea generation – motivation ..............................................................8

9 Evaluation and selection of ideas ........................................................................................................9

9.1 Idea generation ......................................................................................................................................9

9.2 Collecting ideas .....................................................................................................................................9

9.3 Selecting and refining ideas .............................................................................................................. 10

10 Documentation and intellectual property ......................................................................................... 11

Annex A (informative) Case studies ............................................................................................................... 12

A.1 Case study 1 – Sourcing ideas from end users ............................................................................... 12

A.2 Case study 2 – Adapting an idea from outside the organization ................................................... 12

A.3 Case study 3 – Collaborating with an external partner................................................................... 13

Bibliography ..................................................................................................................................................... 14

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Foreword

This document (CEN/TS 16555-6:2014) 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.

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Introduction

Innovation is the implementation of a new or significantly improved product, service, process or working

practice. This includes new marketing methods and business models. The critical step on the road to

innovation is the idea or inspiration that provides the impetus to commit the time and resources necessary to

bring it to fruition.

This document focuses on the creation and identification of new ideas and opportunities that can lead to

innovation. It outlines the conditions necessary to inspire ideas and their subsequent collection, selection and

development. In keeping with the emphasis of this Technical Specification, particular attention is given to idea

generation within small and medium-sized enterprises (SMEs), their organizational structures and needs.

Different levels of innovation are considered: incremental, radical and disruptive, and the implications of each

level for organizations and their innovation management systems. Case studies are included in Annex A to

provide insight through the experience of others. Collaboration is often essential to the successful inception

and development of new ideas, and is covered in more depth in CEN/TS 16555-5, Innovation management —

Part 5: Collaboration management. In addition, this document complements CEN/TS 16555-3, Innovation

management — Part 3: Innovation thinking.
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1 Scope

This Technical Specification provides guidance for managing the process of originating new ideas from which

innovations may be developed.

It is applicable to all types of organization including manufacturing and services industries, the voluntary

sector, governmental and social enterprise but with a particular focus on small- and medium-sized enterprises

(SMEs).

The guidance in this TS covers issues to be considered by those responsible for managing innovation, in

particular during the creative phase, and the sourcing of ideas from within and outside the organization.

This document is one of six parts that support Part 1 of the series, CEN/TS 16555-1, Innovation management

— Part 1: Innovation management system.
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 edition 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 terms and definitions given in CEN/TS 16555-1 and the following

apply.
3.1
creativity
process of generating new ideas through original thinking

Note 1 to entry: This can range from an artistic design to an invention and includes, for example, new business ideas

and management processes.
3.2
disruptive innovation

new technology that has the potential to make the current practice obsolete or create a new one

Note 1 to entry: The novelty of such ideas, however, can mean slow adoption by the market and so carries greater risk

for the innovator. Examples include the bagless vacuum cleaner and tablet computer.

3.3
incremental innovation

repeated small improvements to a product, service or process over time to improve revenue, efficiency and

working practices
3.4
radical innovation
step change in current practice that introduces something new to the world

Note 1 to entry: Often results in replacing existing technology or methods, for example, the internet.

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4 Understanding creativity within an organization

CEN/TS 16555-1:2013, 11.6, briefly describes creativity management and how it is possible to successfully

manage creativity by following a clear set of principles that stimulate the generation of new ideas; this

document provides more detail.

It is important to distinguish between creativity and innovation within the context of working within an

organization. Creativity is the process of identifying problems and the generation of ideas to solve those

problems whereas innovation involves the selection, development and successful implementation of creative

ideas.

Managing creativity requires a different approach to managing other functions within an organization. The

management activity should be confined to the support structure and mechanisms around creativity and not

the process of creativity itself. However, setting up the conditions that are the most conducive to people

having new ideas does not guarantee that they will. Ideas occur to people under a wide variety of

circumstances, for example, through chance, through working hard on a problem or while relaxing. Ideas can

also be generated from interactions with colleagues, customers, researchers and other stakeholders.

Wherever and however ideas occur, they should be written down or recorded so they are not lost.

A hands-off approach allows those thinking and working, individually or collectively, to find a productive

methodology. This can involve being challenged by their peers. However, challenge from those in authority or

from a fiscal perspective can have a negative effect. Constructive criticism can be as powerful a motivator as

approval.
5 Creative leadership and setting policy

The process of generating creative ideas is integral to a wider ongoing innovation management process (see

also CEN/TS 16555-1:2013, Clause 8). As such it should be embedded in an organization’s policy, sanctioned

and supported by the organization’s leadership and accepted by staff and other stakeholders. The leadership

should define the reasons for idea creation and the scale of its ambition. This in turn should lead to:

— selecting the best person(s) to manage the creative process;
— fostering a culture conducive to the generation of new ideas;

— determining available competencies and the need for additional training/support;

— defining the level of innovation being sought (incremental, radical or disruptive);

— the allocation of suitable and sufficient resources; and
— deciding from whom and from where ideas will be sourced.
6 Managing the creative process

In line with the organization’s policy, the leadership should decide if new ideas are to be sought from within

the organization, from affiliated organizations or from outside the organization. One strategy is to find and

adapt proven innovations developed by other organizations in different territories, markets or spheres of

operation (see A.2, Case study 2).
If from outside, then sources should include:

— selected synergistic organizations: consultants, partners, suppliers and others in the value chain (see A.2,

Case study 3);
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— a wider group as part of an open innovation ‘call’, ‘competition’ or ‘commission’ to innovation support

agencies and consultants;

— individuals on a mass scale, for example, through crowd-sourcing which is the process of soliciting ideas

from the public or non-expert group.
If from within the organization then:

— it should be decided if employees should spend time generating ideas in company time or in their own

time;

— if in company time, resources should be allocated on a time and/or monetary basis against which

employees can log, thereby legitimizing the activity.

It is important to match the people in the organization from whom ideas are to be sourced, to the innovation

outcome being sought. For example, if improvements to working practices, productivity or management of the

organization are required, then all members of the organization can be involved. Alternatively, for a

technologically complex problem it may be better to seek ideas from an expert or a multidisciplinary team.

Ideas can be sought from within an organization in a number of ways by, for example:

— an open policy encouraging employees or others to submit ideas at any time;

— a general call, where the management positively seeks ideas from employees on any subject;

— providing stimulus material or a brief in the form of identified market needs, response to competitors, new

technology developments, changes in economic, legal or societal circumstances;

— staging creative events to brainstorm ideas and opportunities around specific issues; or

— a brief focused on a specific problem/opportunity that needs a realizable solution within a time frame.

NOTE In Nordic countries, the introduction of employee driven innovation programmes ensure that all of an

organization’s personnel are involved in the process of innovation. As a result, all available knowledge, skill and

competence is engaged in workplace innovation.
7 Types of creative ideas
7.1 General
There are two types of creative idea:
1) those that identify a need (a need in search of an answer); and
2) those providing a solution (an answer in search of a need).

Each is as valid as the other and can occur independently. People can be good at one, or the other or both.

How the human brain conceives ideas is subject to much research but it is clear that through the assimilation

of knowledge, experience and first-hand observation, novel and unexpected connections can occur. It is

advisable therefore to expose people to the widest range of stimuli and info
...

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