CEN TS 16555-2-2014 Innovation management - Part 2 Strategic intelligence management《创新管理 第2部分 战略情报管理》.pdf

1、BSI Standards PublicationInnovation managementPart 2: Strategic intelligence managementPD CEN/TS 16555-2:2014National forewordThis Published Document is the UK implementation of CEN/TS 16555-2:2014.The UK participation in its preparation was entrusted to TechnicalCommittee IMS/1, Innovation manageme

2、nt.A list of organizations 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 Stand

3、ards Limited 2015ISBN 978 0 580 86327 1ICS 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 sin

4、ce publicationDate Text affectedPUBLISHED DOCUMENTPD CEN/TS 16555-2:2014TECHNICAL SPECIFICATION SPCIFICATION TECHNIQUE TECHNISCHE SPEZIFIKATION CEN/TS 16555-2 December 2014 ICS 03.100.50; 03.100.40 English Version Innovation management - Part 2: Strategic intelligence management Management de linnov

5、ation - Partie 2 : Management de lintelligence stratgique Innovationsmanagement - Teil 2: Management 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 thre

6、e 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 ava

7、ilable 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

8、, 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,

9、Switzerland, Turkey and United Kingdom. EUROPEAN COMMITTEE 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 na

10、tional Members. Ref. No. CEN/TS 16555-2:2014 ECEN/TS 16555-2:2014 (E) 2 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 Gatheri

11、ng the information .7 4.4 Information analysis and valuation8 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

12、.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、 . 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 exploitat

14、ion 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 PD CEN/TS 16555-2:2014CEN/TS 16555-2:2014 (E) 3 Foreword This document (CEN/TS

15、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

16、 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

17、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 follow

18、ing 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, Netherland

19、s, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom. PD CEN/TS 16555-2:2014CEN/TS 16555-2:2014 (E) 4 Introduction Strategic Intelligence (SI) plays a key role in innovation management as it contributes to the articulation of the vision

20、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, whe

21、n launching an innovation strategy or project. PD CEN/TS 16555-2:2014CEN/TS 16555-2:2014 (E) 5 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 Technic

22、al 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 valida

23、tion 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 enabli

24、ng the collection, storage, structuring, processing, transfer and dissemination of data in text, image, sound or coded data format within an organization 3.3 strategy organizations overall objectives and plan of development, describing the effective use of resources in support of the organization in

25、 its future activities which reflects its vision 3.4 strategic information information that contains elements likely to contribute to defining, altering or questioning an organizations strategy 3.5 strategic intelligence SI outcome of the analysis of the strategic information to be used to inform an

26、d 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 PD CEN/TS 16555-2:2014CEN/TS 16555-2:2014 (E) 6 3.7 watch continuous and mainly i

27、terative 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 organ

28、ization 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 int

29、elligence 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

30、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 organ

31、ization 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

32、 a minimum: a) business areas of the innovation projects identified; b) competitors; c) markets; PD CEN/TS 16555-2:2014CEN/TS 16555-2:2014 (E) 7 d) intellectual property and intellectual property rights; e) standards; f) technology; g) regulatory issues. For more information see CEN/TS 165551. 4.3 G

33、athering 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

34、 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, regar

35、dless 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 organizations strategy. This may be obtained from: a) Internal sources, such as: 1) the

36、organizations 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, suppli

37、ers 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

38、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

39、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 PD CEN/TS 16555-2:2014CEN/TS 16555-2:2014 (E) 8 approved by top management, prior to initiating the subsequent process of acquir

40、ing 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 informati

41、on); 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, e

42、stablish 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 Info

43、rmation 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 eco

44、nomics. 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;

45、 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

46、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

47、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

48、use different analysis techniques as appropriate - human-based, automated or both in combination. PD CEN/TS 16555-2:2014CEN/TS 16555-2:2014 (E) 9 NOTE a) Some common human based tools used to analyse strategic information include for example: 1) SWOT (with respect to strengths, weaknesses, opportuni

49、ties and threats). 2) PESTEL (with respect to political, economic, technological, environmental and legal factors). 3) Porters 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 and trends, and/or to provide a visual representation, such as: 1) statistic tools or software. 2) data mining. 3) mapping and visualization tools. 4) cla