1、BSI Standards PublicationPD CEN/TS 16555-6:2014Innovation managementPart 6: Creativity managementPD CEN/TS 16555-6:2014 PUBLISHED DOCUMENTNational forewordThis Published Document is the UK implementation of CEN/TS16555-6:2014.The UK participation in its preparation was entrusted to TechnicalCommitte
2、e IMS/1, Innovation management.A list of organizations represented on this committee can beobtained on request to its secretary.This publication does not purport to include all the necessaryprovisions of a contract. Users are responsible for its correctapplication. The British Standards Institution
3、2015. Published by BSI StandardsLimited 2015ISBN 978 0 580 86324 0ICS 03.100.40; 03.100.50Compliance 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.Amendme
4、nts issued since publicationDate Text affectedPD CEN/TS 16555-6:2014TECHNICAL SPECIFICATION SPCIFICATION TECHNIQUE TECHNISCHE SPEZIFIKATION CEN/TS 16555-6 December 2014 ICS 03.100.40; 03.100.50 English Version Innovation management - Part 6: Creativity management Management de linnovation - Partie 6
5、 : Management de la crativit Innovationsmanagement - Teil 6: KreativittsmanagementThis 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 wi
6、ll 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 approp
7、riate 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 Re
8、public, 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. EUROPE
9、AN 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 national Members. Ref. No. CEN/TS 16555-6:2014 E
10、PD CEN/TS 16555-6:2014CEN/TS 16555-6:2014 (E) 2 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
11、 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 intellect
12、ual 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 PD CEN/TS 16555-6:2014CEN/TS 16555-6:2014 (
13、E) 3 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 C
14、ENELEC 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: Stra
15、tegic 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 s
16、tandards 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, Lith
17、uania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom. PD CEN/TS 16555-6:2014CEN/TS 16555-6:2014 (E) 4 Introduction Innovation is the implementation of a new or significantly improved product, service,
18、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 identif
19、ication 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
20、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
21、 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
22、-3, Innovation management Part 3: Innovation thinking. PD CEN/TS 16555-6:2014CEN/TS 16555-6:2014 (E) 5 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 inclu
23、ding 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 th
24、e 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,
25、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: Innovat
26、ion 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
27、 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
28、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 practi
29、ce that introduces something new to the world Note 1 to entry: Often results in replacing existing technology or methods, for example, the internet. PD CEN/TS 16555-6:2014CEN/TS 16555-6:2014 (E) 6 4 Understanding creativity within an organization CEN/TS 16555-1:2013, 11.6, briefly describes creativi
30、ty 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 organ
31、ization. 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
32、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
33、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
34、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 effe
35、ct. 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 organiza
36、tions policy, sanctioned and supported by the organizations 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; fos
37、tering 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
38、and from where ideas will be sourced. 6 Managing the creative process In line with the organizations 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 prov
39、en 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);
40、 PD CEN/TS 16555-6:2014CEN/TS 16555-6:2014 (E) 7 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 no
41、n-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
42、 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 in
43、volved. 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 g
44、eneral 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 t
45、o 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 organizations personnel ar
46、e 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
47、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
48、observation, novel and unexpected connections can occur. It is advisable therefore to expose people to the widest range of stimuli and information, both inside and outside their areas of expertise. For example subscribing to trade and technical journals/newsletters, attending seminars and conference
49、s in parallel or related spheres of activity. (Stimulus for ideas can be provided by strategic intelligence, which is dealt with in more detail in CEN/TS 16555-2). PD CEN/TS 16555-6:2014CEN/TS 16555-6:2014 (E) 8 7.2 Ideas identifying a need The likelihood of an innovation succeeding is significantly increased if the need for it can be established at the outset. One approach to idea generation is to find previously unknown needs or wants through a variety of techniques, which include: strategic intelligence,
