CEN ISO/TR 56004:2020
(Main)Innovation Management Assessment - Guidance (ISO/TR 56004:2019)
Innovation Management Assessment - Guidance (ISO/TR 56004:2019)
This document will help the user understand why it is beneficial to carry out an Innovation Management Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits, which are universally applicable to:
— organizations seeking sustained success in their innovation activities;
— organizations performing IMAs;
— users and other interested parties (e.g. customers, suppliers, partners, funding organizations, universities and public authorities) seeking confidence in an organization's ability to manage innovation effectively;
— interested parties seeking to improve communication through a common understanding of Innovation Management (IM), via an assessment;
— providers of training, assessment, or advice in IM;
— developers of related standards;
— academics interested in research related to IMA.
Further, this document is intended to be applicable to:
— all types of organizations, regardless of sector, age, size, or country;
— all approaches to IM regardless of their level of sophistication, and complexity;
— all modalities of managing innovation whether centralized or decentralized;
— all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation;
— all types of innovation such as product, service, process, business model, organizational innovation from incremental to radical.
Évaluation du management de l'innovation - Lignes directrices (ISO/TR 56004:2019)
Le présent document aidera l'utilisateur à comprendre pourquoi il est avantageux de réaliser une évaluation du management de l'innovation (EMI), quoi évaluer, comment procéder à l'EMI et ainsi maximiser les avantages qui en résultent, qui sont universellement applicables:
— aux organisations qui cherchent à assurer le succès durable de leurs activités d'innovation;
— aux organisations qui effectuent des EMI;
— aux utilisateurs et autres parties intéressées (clients, fournisseurs, partenaires, organisations de financement, universités et autorités publiques, par exemple) qui cherchent à avoir confiance dans la capacité d'une organisation à gérer efficacement l'innovation;
— aux parties intéressées qui cherchent à améliorer la communication grâce à une compréhension commune du management de l'innovation (MI), au moyen d'une évaluation;
— aux prestataires de services de formation, d'évaluation ou de conseil en MI;
— aux développeurs de normes connexes;
— aux universitaires qui s'intéressent à la recherche liée à l'EMI.
En outre, le présent document est destiné à être applicable à:
— tous les types d'organisations, quels que soient leur secteur d'activité, leur âge, leur taille ou leur pays;
— toutes les approches du MI, quels que soient leur niveau de sophistication et leur complexité;
— toutes les modalités de management de l'innovation, qu'elle soit centralisée ou décentralisée;
— toutes les façons d'innover, par exemple en interne, collaborative, ouverte, axée sur l'utilisateur, le marché ou la technologie;
— tous les types d'innovation tels qu'un produit, un service, un procédé, un modèle d'affaires, une innovation organisationnelle, qu'elle soit incrémentale ou radicale.
Ocenjevanje upravljanja inovacij - Navodilo (ISO/TR 56004:2019)
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
01-december-2020
Nadomešča:
SIST-TS CEN/TS 16555-7:2016
Ocenjevanje upravljanja inovacij - Navodilo (ISO/TR 56004:2019)
Innovation Management Assessment - Guidance (ISO/TR 56004:2019)
Évaluation du management de l'innovation - Lignes directrices (ISO/TR 56004:2019)
Ta slovenski standard je istoveten z: CEN ISO/TR 56004:2020
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
CEN ISO/TR 56004
TECHNICAL REPORT
RAPPORT TECHNIQUE
October 2020
TECHNISCHER BERICHT
ICS 03.100.01; 03.100.40 Supersedes CEN/TS 16555-7:2015
English Version
Innovation Management Assessment - Guidance (ISO/TR
56004:2019)
Évaluation du management de l'innovation - Lignes
directrices (ISO/TR 56004:2019)
This Technical Report was approved by CEN on 18 October 2020. 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, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, 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: Rue de la Science 23, B-1040 Brussels
© 2020 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN ISO/TR 56004:2020 E
worldwide for CEN national Members.
Contents Page
European foreword . 3
European foreword
The text of ISO/TR 56004:2019 has been prepared by Technical Committee ISO/TC 279 "Innovation
management” of the International Organization for Standardization (ISO) and has been taken over as
secretariat of which is held by UNE.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
This document supersedes CEN/TS 16555-7:2015.
Endorsement notice
The text of ISO/TR 56004:2019 has been approved by CEN as CEN ISO/TR 56004:2020 without any
modification.
TECHNICAL ISO/TR
REPORT 56004
First edition
2019-02
Innovation Management
Assessment — Guidance
Évaluation du management de l'innovation — Lignes directrices
Reference number
ISO/TR 56004:2019(E)
©
ISO 2019
ISO/TR 56004:2019(E)
© ISO 2019
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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Published in Switzerland
ii © ISO 2019 – All rights reserved
ISO/TR 56004:2019(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Reasons for carrying out an Innovation Management Assessment.2
5 Choosing the Innovation Management Assessment approach . 3
5.1 General . 3
5.2 Understanding different approaches to Innovation Management Assessment . 3
5.2.1 Performance criteria for Innovation Management. 5
5.2.2 Options for implementing the Innovation Management Assessment . 6
5.3 Type and quality of Innovation Management Assessment output(s) . 6
5.4 Formats of Innovation Management Assessment output(s) . 7
6 The Innovation Management Assessment process . 7
7 Prepare the Innovation Management Assessment . 9
7.1 The Innovation Management Assessment’s strategic intent and scope . 9
7.2 Innovation Management Assessment’s design suitable for the organization .10
7.3 Expected results of the Innovation Management Assessment .10
7.4 Performance metrics for the Innovation Management Assessment .10
7.5 The resources required (internal and external) .11
7.6 Organization’s ability and willingness to change .11
7.7 Prepare for the set-up of the Innovation Management Assessment .11
8 Conduct the Innovation Management Assessment .13
8.1 Set-up of the tool(s) .13
8.2 Data collection (quantitative and qualitative) .13
8.3 Data analysis .14
8.3.1 Data cleansing .14
8.3.2 Data interpretation and gap identification .14
9 Conclude the Innovation Management Assessment .15
9.1 Document findings .15
9.2 Innovation Management Assessment report structure and content .15
9.2.1 Examples of the data analysis results organized by topic/theme .15
9.2.2 Examples of the data analysis results organized by urgency or complexity .16
9.3 Communication of the Innovation Management Assessment results .16
9.4 Recommendations for Innovation Management improvement .17
10 Improvement of the Innovation Management Assessment itself .18
10.1 Recommendations for improving the Innovation Management Assessment .18
10.2 Determine the roadmap for enhancing future Innovation Management Assessments .18
10.3 Implement roadmap actions .18
Annex A (informative) Principles of Innovation Management Assessment .19
Annex B (informative) Presenting results from the Innovation Management Assessment
(examples of visuals) .26
Bibliography .30
ISO/TR 56004:2019(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www .iso
.org/iso/foreword .html.
This document was prepared by Technical Committee ISO/TC 279, Innovation Management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/members .html.
iv © ISO 2019 – All rights reserved
ISO/TR 56004:2019(E)
Introduction
Innovation is the key driver for organizations to create value from new products, services, processes,
or business models. Therefore, innovation needs to be managed in a systematic manner. Many
organizations have already established their innovation management (IM). This might build on key
success factors such as the innovation strategy and objectives, the operations for innovation including
the processes and organizational structures, and the innovation-enabling factors, the innovation
support, including among others the innovation culture, tools and methods, competencies, human
and financial resources. Managing innovation in a systematic manner creates value and secures the
organization’s future. As a consequence, organizations seek guidance on continuously developing
their innovation management capabilities and performance. A pre-requisite is transparency of the
organization’s current performance of its IM. To achieve necessary transparency here, regular and
effective assessments of the IM are essential. In this context, this document is designed to answer the
following over-riding question: How can an Innovation Management Assessment (IMA) contribute to
the future development of an organization and its IM?
This document provides guidance on why it is beneficial to implement an IMA, what you can expect from
a good IMA, how to carry it out, and act upon the results of the IMA. More specifically, the document
provides the fundamentals for considering an IMA and provides the foundation for carrying out such a
process. It is intended to help the user to understand the:
— value and benefits of carrying out an IMA (reasons behind carrying out an IMA);
— different approaches for an IMA;
— IMA process, its steps and impact;
— improvement potential for the IM, the IMA and, as a result, for the assessed organization.
Before continuing further, the reader is encouraged to consult Annex A of this document, which outlines
the key principles behind a good IMA.
1)
Details of an Innovation Management System (IMS) can be found in ISO 56002 with particular
reference to Clauses 9 and 10 which cover performance evaluation and improvement. For details on
specific innovation and innovation management tools or techniques, consult ISO 56003 and following
2)
documents in the series. The common innovation management terminology can be found in ISO 56000 ,
“Fundamentals and Vocabulary”.
1) Under preparation. Stage at the time of publication: ISO/DIS 56002
2) Under preparation. Stage at the time of publication: ISO/CD 56000
TECHNICAL REPORT ISO/TR 56004:2019(E)
Innovation Management Assessment — Guidance
1 Scope
This document will help the user understand why it is beneficial to carry out an Innovation Management
Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits,
which are universally applicable to:
— organizations seeking sustained success in their innovation activities;
— organizations performing IMAs;
— users and other interested parties (e.g. customers, suppliers, partners, funding organizations,
universities and public authorities) seeking confidence in an organization’s ability to manage
innovation effectively;
— interested parties seeking to improve communication through a common understanding of
Innovation Management (IM), via an assessment;
— providers of training, assessment, or advice in IM;
— developers of related standards;
— academics interested in research related to IMA.
Further, this document is intended to be applicable to:
— all types of organizations, regardless of sector, age, size, or country;
— all approaches to IM regardless of their level of sophistication, and complexity;
— all modalities of managing innovation whether centralized or decentralized;
— all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation;
— all types of innovation such as product, service, process, business model, organizational innovation
from incremental to radical.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https: //www .iso .org/obp
— IEC Electropedia: available at http: //www .electropedia .org/
ISO/TR 56004:2019(E)
3.1
innovation
new or changed entity, realizing or redistributing value
Note 1 to entry: Novelty and value are relative to, and determined by the perception of, the organization and
interested parties.
Note 2 to entry: An innovation can be a product, service, process, model, method etc.
Note 3 to entry: Innovation is an outcome. The word “innovation” sometimes refers to activities or processes
resulting in, or aiming for, innovation. When “innovation” is used in this sense, it should always be used with
some form of qualifier, e.g. “innovation activities”.
Note 4 to entry: For the purpose of statistical measurement, refer to the Oslo Manual (OECD/Eurostat 2018):‘New
or changed entity’ corresponds to ‘a new or improved product or process, or combination thereof, that differs
significantly from the unit’s previous products or processes’. ‘Realizing or redistributing value’ corresponds to
‘and that has been made available to potential users or brought into use by the unit’.
[SOURCE: ISO 9000:2015, 3.6.15, modified by using the term “entity” instead of “object” and by
adding notes]
3.2
innovation management
management with regard to innovation (3.1)
Note 1 to entry: Innovation management can include establishing an innovation vision, innovation policy and
innovation objectives, and innovation strategies, innovation processes, structures, roles and responsibilities
and innovation support, to achieve those objectives through innovation planning, innovation operations,
performance evaluation, improvement and other activities.
3.3
innovation process
process with regard to innovation (3.1)
Note 1 to entry: Innovation processes are generally planned and carried out under controlled conditions to
realize value.
Note 2 to entry: Innovation processes are designed to manage uncertainty with innovation as the intended result.
Not all innovation processes are resulting in innovation.
Note 3 to entry: An innovation process consists of several innovation activities or process elements e.g.
identification of insights and opportunities, ideation, prototyping , development, deployment
Note 4 to entry: Innovation processes can be implemented within an organization or across organizations in the
case of e.g. collaborative innovation, innovation clusters, value networks or ecosystems.
4 Reasons for carrying out an Innovation Management Assessment
Before initiating an IMA, it is preferable that the organization gains a thorough understanding of the
reasons for carrying out an IMA, and about its current IM performance. There may be the need for
clarity on the IM and how it is performing, or there may be the need for change in the organization to
perform better. In the first case, the IMA’s objective is to provide insights into the current performance
- both strengths, weaknesses and gaps to the desired value creation through better IM. This will be the
basis for defining and implementing actions for improvement. In the second case, the IMA may yield
a transformation roadmap including organizational changes to reach the level of a high-performing
innovator. The following reasons may trigger an organization to initiate an IMA.
2 © ISO 2019 – All rights reserved
ISO/TR 56004:2019(E)
Table 1 — Possible reasons for an organization to carry out an IMA
Gain a better understanding of IM Determine the performance of the current IM
— Learn what the key success factors for effective — Discover the aspects of IM that lead to performance
IM are, and how to leverage them gaps, e.g. between value creation targets and
actual results
— Better understand how the key success factors
of IM are integrated within, and leveraged by — Evaluate the organization’s position based on value
the organization creation from innovation
— Identify misalignment in the organization (activities,
structures, processes, responsibilities, culture, HR,
finance etc.) that impede IM results
— Compare the organization’s performance with
external points of reference: such as known
innovation leaders/growth champions, competitors,
or other external stakeholders and identify best
practices in IM
Improving the performance and increasing the value
Meeting internal/external requirements
of the organization
— Meeting strategic goals/objectives — Structured input into a roadmap and the resources
needed for enhancing the IM performance
— Comply with requirements for funding for
innovation projects or qualification of the — Fostering an innovation, learning and dynamic
organization in the context of due diligence culture to support the evolution of the organization
Note that the motivations in Table 1 are not exhaustive, nor are they intended to outline all possible
benefits of performing an IMA. The reasons for initiating an IMA will guide its scope, strategic intent,
required resources and – most important – the resulting level of change.
5 Choosing the Innovation Management Assessment approach
5.1 General
When choosing the most suitable IMA approach, the organization is expected to have a clear
understanding of the:
— different IMA approaches;
— scope of the IMA;
— type and quality of the IMA output(s);
— formats of the IMA output.
These considerations may serve as selection criteria for the most suitable IMA approach.
5.2 Understanding different approaches to Innovation Management Assessment
Different IMA approaches include check-list assessments or benchmarking assessments. Check-lists
provide a list of issues to be considered when assessing the IM and its deployment. Benchmarking
assessments build on defined internal or external peer group’s IM scores and provide transparency of
the organization’s IM performance and competitiveness.
ISO/TR 56004:2019(E)
Table 2 — Potential approaches for an Innovation Management Assessment
Independent of whether the IMA is performed based on a check-list or on a benchmarking approach, the
IMA can be designed along several dimensions as shown in Table 2.
— The “IMA Objective” will be defined as a first step when planning an IMA. The scope and, as a result,
the questions asked will differ whether the IMA aims at compliance with defined targets, the value
created from an enhanced IM, or at the organization’s IM capability for improvement.
— The “Extent of IMA (Breadth)” covers the entire unit, defined either by a common profit and loss
statement or by an annual performance statement. Within this unit, all success factors of the IM will
be addressed in the IMA to reflect their interdependency;
— The selection of the “Assessed Objects (Focus)” ensures that the IMA results reflect the
interdependencies of the organization’s innovation strategy, culture/leadership, innovation process,
for example. Only then underlying root/causes for IM improvement are identified.
— Deciding on the “Expertise Involvement” the organization takes a sober decision on the quality,
availability and independence of internal resources. The recommendations from an external third
party might have more credibility and impact on the implementation of the necessary improvements.
— The “Data Collection” will be determined by the defined scope of the IMA and by the availability of
data that has been defined for the IMA.
— Selecting the “Tools for Data Collection” especially for small and medium-sized enterprises
(SMEs) has become easier as there are proven online tools available that provide a comprehensive
questionnaire reflecting the interdependencies of the innovation strategy, innovation organization
and culture, as well as the innovation processes for example, and presenting the organization’s IM
performance within a mouse click in a well-structured report.
— “Data Types” - qualitative or quantitative – are usually used in combination to measure the
effectiveness and efficiency of an organization’s IM.
4 © ISO 2019 – All rights reserved
ISO/TR 56004:2019(E)
— “Methods of Data Analysis” will be fully automated when using an online IMA tool that offers this
service. However, effective interpretation of the IMA results will take into account the organization’s
level of ambition, competitive/external pressure to change, available resources and capabilities to
drive the change.
— The selection of the “Reference Type” and “Comparison Types” depends on the organization’s access
to reference data. When an organization performs an IMA the first time, internal data are not
available. Here the defined targets or the external benchmarks might serve as a reference.
— The “Data Interpretation” ideally provides actions for further improvement of the IM. However, the
“Data Interpretation” might also describe possibilities or predict what might happen as a result of
certain actions.
— On the “IMA Output Format” the organization defines which types of actionable output they require
for which level of hierarchy in the organization to achieve the necessary transparency and impact
from the IMA.
— The “IMA Recommendations” reflect the full scope defined for the IMA. The recommendations may
also affect the entire assessed organization or even their value networks.
5.2.1 Performance criteria for Innovation Management
For each of the IM’s success factors such as the innovation strategy, innovation organization and culture,
innovation processes, innovation-enabling factors and innovation results, performance criteria may
include quantitative and qualitative measures. Quantitative measures allow for numerical analysis,
while qualitative measures will complement this with additional richness and depth.
The criteria are selected to provide insights into the IM’s impact on the organization’s value-creation
from innovation. This can be defined for example by value via:
— growth in:
— revenue from innovation;
— profit from innovation;
— market share from innovation;
— number of employees;
— geographic reach from innovation;
— number of beneficiaries (e.g. of social businesses or of public sector organizations) that are
reached by the innovation offered;
— value-created for the beneficiaries reached, social development and/ or environmental
sustainability;
— its ability to set the pace for innovation by:
— optimizing the innovation lifecycle;
— speed of innovation;
— its efficiency based on:
— resources allocated to achieve the defined value;
— defined timeframes that were met or even accelerated;
— defined quality levels reached or even exceeded.
ISO/TR 56004:2019(E)
5.2.2 Options for implementing the Innovation Management Assessment
The IMA may be a very simple high-level scan, based on only a few questions gaining a first idea on
the IM’s performance, or very detailed investigation, based on a greater range of qualitative and/or
quantitative questions. Both a simple and more detailed IMA can be carried out as part of a stepwise
IMA approach, where required. For large organizations with many separate organizational units, or
geographically spread units there may be several different IM approaches in place. In such cases, there
can be a benefit for running several parallel assessments to fully assess the overarching (or individual)
IM performance. Efficiency and effectiveness of the IMA increases if proven automated tools are used.
The IMA can be performed internally by a dedicated team, with the help of external experts or completely
driven by resources from an external party. The team can use a combination of interviews, surveys and
desk research which will ideally produce both quantitative and qualitative results (Figure 1).
Figure 1 — Key components of, and approaches to, Innovation Management Assessment
Response formats might be of different types such as 5-7-point Likert (psychometric) scales, colour
abacus or other forms of normalized scales. The respondents can include managers, employees, external
clients, and/or partners.
5.3 Type and quality of Innovation Management Assessment output(s)
The quality of the IMA outputs depends on the quality of the data that is collected and documented as
well as on the reports that present the IMA results.
For all types of IMA approaches, it is important to match the effort required from the respondents to
the desired level of detail. Aspects to be ensured are:
— the validity of the underlying assumptions used to build the dataset/database;
— the consistency of responses, through detailed guidance or sufficiently simple and unambiguous
questions;
— the validity of the results, through a sufficient number of responses in relation to the size of the
organization.
6 © ISO 2019 – All rights reserved
ISO/TR 56004:2019(E)
Good support for analysis and action planning is based on a well-defined dataset that allows for
filtering, benchmarking and/or correlation analysis in order to:
— analyse data to report strengths, weaknesses and/or capability gaps in the IM;
— compare and contrast assessment data with earlier assessments or with the benchmark;
— compare and contrast assessment data with relevant data from other sources.
When comparing with external databases, the quality of the database can be evaluated by its accuracy,
size, age, confidentiality, and integrity of the data.
The output of the IMA is expected to be a well-structured report highlighting the strengths and
weaknesses of the IM. These insights form the basis for a set of recommendations for improving the IM
and further IMAs. The quality of the report is defined by its relevance to the original objectives of the
IMA, its completeness, statistical validity, clarity of structure and language, and the possibility to use it
as the basis for future action planning.
5.4 Formats of Innovation Management Assessment output(s)
The IMA results can be presented in many different formats, such as radar (spider) diagrams,
histograms, score boards. Examples are provided in Annex B.
Choosing how to communicate the type of output data representation depends on the organization’s
current culture, on the organization’s future innovation requirements, and is expected to be easily
understood at all levels of the organization.
If the assessment provides quantitative responses, the organization can set up a scoreboard or radar
diagram and monitor the degree of improvement of their IM performance over time.
6 The Innovation Management Assessment process
The IMA process is designed to evaluate IM in the organization with the objective to grow value from
opportunities and ideas that are successfully turned into innovations. IM includes innovation strategy,
innovation organization and culture, innovation processes, and innovation-enabling factors such as
resources, or knowledge. Such aspects of IM are interrelated and jointly managed to maximize value.
Hence, the IMA is expected to provide guidance to an organization in how it’s IM is performing in terms
of value creation, as well as in how to improve it.
The IMA can be carried out on all aspects of IM and the effectiveness of their interactions, and on how
the IM leads to enhanced value. The implementation of an IMA is also expected to yield improvements
in the assessment process itself.
There are several success factors that make up a good IMA. It may be helpful to visualize how they
interconnect. See Figure 2.
ISO/TR 56004:2019(E)
Figure 2 — Innovation Management Assessment
An impact-focused preparation is the pre-requisite for a successful IMA. During the preparation for the
IMA, the organization is expected to reach a common understanding of the expected outcome and value
creation of the IMA. Hence, the management will want to define the strategic intent for the IMA (why
an IMA is initiated), the organization’s readiness and ability to change, as well as the scope and the
appropriate level of detail that the IMA is expected to operate at (what to assess). With the launch of an
IMA the organization also commits itself to taking action for further improving their IM's effectiveness
and efficiency.
Once an agreement has been achieved on these issues, the most suitable approach, tools, processes
and the team (in terms of size and expertise) can be defined for the execution of the IMA. A clear
understanding is required of how the selected IMA approach will ensure that the defined objectives
will be achieved.
During the execution of the IMA, the focus is best placed on the specific actions that have a high impact
on the organization’s IM performance. The application of the assessment approach, the tools and
processes, the resources invested are set in relation to the defined objectives.
The IMA produces the best results when it identifies concrete actions to maximize impact, and these
actions are clearly communicated. The IMA is repeated at an appropriate time interval and linked to
continuous improvement activities that will ensure that the IM and the IMA further develop in line with
evolving strategic and/or external priorities affecting the organization.
An IMA is expected to create value at each phase of the process. During the preparation phase the
value results from an agreed understanding of the needs and benefits of the IMA as well as of the
suitable approach. The execution of the IMA delivers value to the organization by creating a common
understanding of the identified gaps (transparency). During the final phase, the potential for additional
value is identified. In this way, recommended actions necessary to eliminate the gaps and capture
additional value can be defined.
8 © ISO 2019 – All rights reserved
ISO/TR 56004:2019(E)
7 Prepare the Innovation Management Assessment
When thinking about starting an IMA, the organization will consider how it integrates into other
organizational activities, and the organization’s future intentions and readiness for the IMA. The
organization will aim at achieving clarity of the:
— IMA’s strategic intent and scope;
— IMA’s design suitable for the organization;
— IMA’s expected results;
— performance metrics for the IMA;
— resources needed (internal and/or external);
— organization’s ability and willingness to change; and
— set-up and implementation of the IMA.
Each step is covered in more detail in the following subclauses.
7.1 The Innovation Management Assessment’s strategic intent and scope
For optimized results, the IMA will be aligned with the organization’s ambition, strategy and goals,
whilst recognizing that in many cases the organization will expect the IMA to provide input in the form
of recommendations and suggestions which could alter the organization’s level of ambition and goals,
and which senior management will have to approve.
It is strongly recommended to gain a full picture of the IM performance. Therefore, the scope of the IMA
aims at a holistic assessment, covering all aspects of IM. This will provide the necessary insights and
the underlying root causes for performance gaps leading to missed opportunities for value creation or
wasted investments in innovation. The IMA could cover objects including:
— innovation strategy;
— innovation organization and culture;
— the innovation (lifecycle) process;
— innovation-enabling factors (such as resources, knowledge, IT, project and portfolio management);
— innovation results.
The IMA approach may be designed to match a specific organizational structure, such as a group
with many units and/or geographical locations calling for multiple assessments to be completed and
compared (benchmarked) rather than a single overall assessment. This will reveal the gaps in the IM.
The following questions might help to define the scope:
— What are the key success factors of the IM and their interlinkages that will be considered in the IMA?
— Which parts of the organization, its suppliers, partners or collaborators will be involved, the entire
organization or just certain subunit(s)? Which people have to be available for surveys, interviews or
other interactions?
— What level of detail will be necessary to meet the strategic intent of the IMA?
— What IMA deliverables and results are expected, e.g. report types, workshop results, benchmarks
based on comparisons with other organizations?
— What level of commitment can the organization sustain, e.g. senior management buy-in, budget,
training?
ISO/TR 56004:2019(E)
This list is not exhaustive.
7.2 Innovation Management Assessment’s design suitable for the organization
As shown in Table 2, there are many different features and options to choose from for the design of the
IMA. The organization has to consider the expected results, required effort, available expertise and
time in performing the IMA, as well as their access to proven IMA tools when designing the next IMA.
7.3 Expected results of the Innovation Management Assessment
An IMA is intended to lead to clear financial benefits or other forms of value creation as a result of a
sober gap analysis, an agreed and implemented actionable roadmap improving the IM performance.
The immediate IMA’s results might reveal an urgent need for improvement of the IM effectiveness and
efficiency. The organization has to be prepared and willing to take these results as a trigger for taking
the necessary actions. Hence in the preparation for the IMA, a clear consensus is expected on:
— Who will receive the results of the IMA: management, staff or wider range of stakeholders?
— What will be done with the IMA results? What are each group’s expectations?
— What does the organization wish to communicate about the IMA?
— What actions will be taken once the organization has received the results of the IMA to ensure
change readiness?
— What happens next? How will any changes identified be reviewed, implemented and resourced?
By examining all results of the IMA, and bringing clarity to all involved parties, the organization is
prepared to start implementing the recommendations that came out of the IMA. The IMA might also
contribute to:
— identify new opportunities such as new markets, alliances, collaborative partnerships, improved
services or sources of investment and funding;
— recommendations on the business efficiency;
— enrich the pipeline of ideas, and innovation portfolio;
— develop and deploy an IMA database;
— raise the staff’s awareness regarding the organization’s strategic view on innovation.
7.4 Performance metrics for the Innovation Management Assessment
Prior to the IMA’s implementation, the performance metrics for the IMA will be defined in order to be
able to determine the IMA’s success. These metrics may include the IMA’s:
— effectiveness such as identified gaps in the IM or identified additional value-creation potential
of the IM;
— efficiency measured, e.g. by the speed in which the IMA is implemented and the resources allocated
to the IMA’s implementation.
10 © ISO 2019 – All rights reserved
ISO/TR 56004:2019(E)
7.5 The resources required (internal and external)
The organization will to take into account the resources required to perform an IMA, considering the
previous strategic intent and defined expected results. For best results, the following aspects are taken
into account for defining the necessary resources, in relation to the foreseen approach for the IMA.
— required human resources internally and externally;
— quantity (man days);
— quality (skills and experience in performing the IMA, knowledge about the organization, its
culture, and the IM);
— the budget for planned expenses;
— infrastructure and necessary methods, tools and systems;
— the parts of the organization, its suppliers or partners that can provide support to the IMA;
— availability of the resources at the time, and for the duration, of the IMA.
The resources necessary to carry out the actions resulting from the IMA will also depend on the
organization’s ability and willingness to change. Therefore, it is necessary to gain a thorough
understanding of the ability, willingness, and the potential resistance to change.
7.6 Organization’s ability and willingness to change
When preparing for an IMA, the organization will assess the ability as well as their willingness to change,
as issues from an IMA are often identified that indicate the need for the organization to improve some
or all IM’s key success factors. This might even result in the need to behave differently and to initiate
change. Therefore, the organization needs to be aware of, and prepared for such significant changes
prior to launching their IMA. The following questions can help to clarify the readiness to change:
— What is the level of commitment that the organization can sustain, for example, senior management
buy-in, budget, and training to drive the required change?
— What level of leadership commitment can be expected during the entire change process resulting
from an IMA?
— What is the level of resistance that is likely to be met considering the organization’s current culture,
enthusiasm, and readiness to change?
— To what degree does the organization have a shared vision that can increase commitment and
engagement for the change?
This preparation of an IMA will set the basis for selecting the most suitable approach for the IMA.
7.7 Prepare for the set-up of the Innovation Management Assessment
In preparation for the IMA set-up, the following critical success factors will be clarified so that the
person or team in charge of the successful IMA implementation has:
— The commitment from the leadership: This commitment is for the execution of the IMA as well as
for the implementation of the necessary improvements. Leadership will declare their commitment
regarding the degree of change that will be supported.
— A common understanding of the trigger and objective for the IM
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