ISO/DIS 56006 Innovation management — Tools and methods for strategic intelligence management — Guidance

Today, the market environment is unstable, uncertain, complex and ambiguous, which is formed by features such as the expansion of knowledge flow, increasing global competition and high rate of change. Therefore, organizational innovation in such an environment needs to anticipate the process of change, the type of impact and effectiveness of the environment and timely and informed decisions.

To advance in these global environments based on knowledge and information, organizations need leaders with strategic thinking to use this stream of knowledge to develop their organizational strategy and innovation. Leaders’ strategic thinking helps organizations respond to changes in an environment that includes technology, markets, regulations, policies, and so on. To this end, it is necessary to record data and information with high reliability, separately or in combination, and to turn them into strategic knowledge for strategic decisions and taking advantage of opportunities.

Organizational strategic intelligence is the result of a structured process for collecting, processing and transmitting data, information and knowledge to decision makers, which can be used continuously or only in specific projects.

The core of this process in the organization depends on the ability to ensure the objectivity of the scope and criteria, the accuracy of the data and information sources obtained and the transparency of the actions taken (to interpret and transfer knowledge) by it. On the other hand, the strategic intelligence of the organization is the factor of risk reduction and strategic growth and enables the organization to explain its strategic direction and apply its innovation initiatives. Considering the importance of organizational strategic intelligence management in organizational innovation management, ISO 56006 (ISO 56006) introduces the methods and tools of strategic organizational intelligence management.

An organization can use strategic intelligence as a powerful factor in achieving its business goals and implementing innovation initiatives for a wide range of goals. These goals include the following:

Identify new business opportunities
Increase competitive advantage
Risk prediction and uncertainty
Possibility of technology transfer
Predicting technology and trade stimuli
Detection of weak signals to predict change
Overcoming barriers that limit value creation
Implement a systematic approach to problem solving
Principles and rules

Strategic intelligence in the innovation management system follows the following principles:

A) Realization of value

Strategic intelligence affects an organization’s vision, mission, and innovation activities. It must therefore support value creation for all relevant stakeholders. Which includes long-term and short-term value, explicit and implicit value, financial and non-financial value (eg competency growth, technological or competitive advantage, social benefits, improved sustainability, etc.)

B) Leaders focused on the future

When pursuing innovation initiatives, leaders across the organization must cultivate strategic intelligence as a powerful factor in creating long-term value.

C) Strategic direction

The organization must include strategic intelligence management in the definition of its business and innovation strategies.

D) Culture

The organization must strengthen and maintain shared values, beliefs, and behaviors throughout the organization by supporting and promoting the use of strategic intelligence to create long-term value for the organization.

To support and promote the use of strategic intelligence, which is a factor in creating long-term value for the organization, the organization must strengthen and maintain common values, beliefs and behaviors throughout the organization.

E) Exploitation of insights

To create a strategic force to support strategic intelligence, the organization must ensure that it has access to a diverse range of internal and external information, data and knowledge.

C) Uncertainty management

The organization should promote strategic intelligence by supporting the assessment and management of innovation uncertainties and risks.

G) Compatibility

The organization must align the need for strategic intelligence with its vision and mission, and anticipate changes at different time scales in external and internal contexts.

H) Systematic approach

The organization must manage strategic intelligence based on a systematic approach that aims to reduce organizational risks and increase the potential for value creation for the organization.

 

GENERAL INFORMATION

  • Status :  Under development 
  • Edition : 1
    Number of pages : 10

Foreword

ISO (the International Organisation 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 organisations, 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.
 
 
 

Introduction

Organisations operate in a volatile, uncertain, complex and ambiguous environment which is characterised by expanding knowledge flows, increasing global competition and rate of change. This creates the need to anticipate change, influence the environment and make timely and informed decisions regarding innovation.
Global knowledge and information-based environments require strategic-thinking leaders to utilise this knowledge to define their organisational and innovation strategy. This supports organisations in responding to changes in their environment such as technological, market, regulatory, policy, etc.
To this extent, it is necessary to isolate or synthesize data and information with high-confidence and to convert it into knowledge for making strategic decisions, and taking advantage of untapped opportunities.
Strategic intelligence is the outcome of a structured process for collecting, processing and communicating data, information and knowledge to decision-makers, that can be applied continuously or on specific projects to be launched.
The process backbone lies on the capability of ensuring objectiveness of scope and criteria, reliability of data sources and information derived, transparency of the actions performed to interpret and communicate the knowledge. As such, it is both an element of risk reduction as well as strategic growth, and enables organisations to set strategic direction and deploy their innovation initiatives.
An organization can leverage strategic intelligence as an enabling factor to achieve its business objectives and to implement innovation initiatives, for a range of purposes such as:
  •  identifying new business opportunities
  •  increasing competitive advantage
  •  anticipating risk and uncertainty
  •  enabling technology transfer opportunities
  •  forecasting technological and business drivers
  •  spotting out weak signals to anticipate change
  •  overcoming barriers that limit value creation
  •  implementing a structured approach to problem solving
Principles
Strategic intelligence conforms to the following principles, derived from the innovation management system:
  • a) Realisation of value
Strategic intelligence impacts on the vision, mission and innovation activities of an organisation. As such, it should support the creation of value for all relevant stakeholders. This includes long-term and short-term value; explicit and implicit value; financial and non-financial value (as for example competence growth, technological and/or competitive advantage, societal benefit, sustainability improvement, etc.)
  • b) Future-focused leaders
When pursuing innovation initiatives, leaders across the organisation should foster strategic intelligence as an enabling factor for long-term value creation.
  • c) Strategic direction
The organisation should integrate the management of strategic intelligence in the definition of its business and innovation strategies.
  • d) Culture
The organisation should foster and sustain shared values, beliefs, and behaviours across the organisation with a view to support and promote the use of strategic intelligence for long-term value creation for the organisation.
  • e) Exploiting insights
The organisation should ensure to access a diverse range of internal and external data, information and knowledge sources to systematically build expertise in support of strategic intelligence.
  • f) Managing uncertainty
The organisation should foster strategic intelligence in support of evaluating and managing innovation uncertainties and risks.
  • g) Adaptability
The organisation should align the need of strategic intelligence with its vision and mission, addressing and even anticipating changes at different time scale in the external and internal context
  • h) Systematic approach
The organisation should manage strategic intelligence based on a systematic approach (instead of on an ad-hoc basis) with a view to reducing organisational risks and enhancing value creation potential for the organisation.
 
 
 

1   Scope

This standard proposes guidelines for supporting the strategic intelligence within innovation management. It aims at addressing the following areas concerning strategic intelligence at strategic and operational levels:
  •  Creating a strategic intelligence management strategy to support innovation in an organisation;
  •  Establishing strategic intelligence management in the innovation process;
  •  Applying strategic intelligence tools and methods in the innovation process.
Strategic intelligence is transversal and cross-sectorial by nature. It is not limited to innovation activities and can apply to all areas where knowledge is required for strategic action.
This document is not for certification purposes.
This document does not cover data protection.
 
 
 

2   Normative references

There are no normative references in this document.
 
 
 

3   Terms and definitions

3.1   Intelligence

Result of gathering, analysing and interpreting data, information and knowledge.

NOTE Intelligence can be of different kinds, for example (but not limited to) market intelligence, technology intelligence, competitive intelligence, IP intelligence, business intelligence.

 
 
 

3.2   Strategic Intelligence

Intelligence directed to top management with recommendations to make decisions impacting the vision, strategy, policy and objectives as well as innovation activities of the organisation.
For other definitions, refer to the ISO 56000 terms and definitions corpus.
 
  
 

Bibliography

[1]XP CEN/TS 16555-2, Innovation management — Part 2: Strategic intelligence management
[2]UNE 166006:2018 R&D&I Monitoring: Monitoring and intelligence system

A) ISO 56000: Innovation Management System – The proper implementation of a management system or mechanism (such as: quality management system) requires knowledge of the conceptual and operational framework of that system and its appropriate planning for each platform, such as an organization. Hence, this document provides the terms, definitions, concepts and principles of innovation management and its systematic implementation.

B) ISO 56001: Innovation Management System – This document provides the executive requirements and audit of the Innovation Management System in each operating platform (such as: organization, company, factory, workshop, startup, etc.).

C) ISO 56002: Innovation Management System – Innovation Management System – This document serves as a guidance document, the generalities of an efficient and effective innovation management system or mechanism. These generalities include the design, deployment, implementation, maintenance and continuous improvement of the innovation management system that can be exploited in any operating platform (such as: organization, company, factory, workshop, startup, etc.).

D) ISO 56003: This document provides a framework, methods and tools for cooperation and innovation participation as a guidance document. In this document, issues such as: measuring the entry into partnership, challenges of cooperation and partnership and interaction between the parties and different types of cooperation and innovation innovation, regardless of the type and size of the organization, are included.

E) ISO 56004: Innovation Management System – This document presents the concepts, benefits and evaluation framework of innovation management. It also describes how to plan and implement an innovation management evaluation, regardless of the type of innovation (such as: product, service, process, etc.).

C) ISO 56005: Innovation Management System – Effective intellectual property management is the key to supporting innovation processes and in any organization on the one hand is the basis for protection and growth and on the other hand is the driving force of competitiveness. This document serves as a guide to the framework, methods and tools of intellectual property management (strategic and operational) in innovation management.

G) ISO 56006: Innovation Management System – Innovation in the organization is the product of innovative and critical thinking to internal and external conditions. This thinking has a strategic and operational approach that requires appropriate and appropriate intelligence within the innovation management system of any organization. Therefore, this document deals with the framework, tools and methods of managing the strategic intelligence of the organization in innovation management.

H) ISO 56007: Innovation Management System – Idea management is the process of creating ideas and achieving them in an effective and efficient way. Obviously, there are several steps in this process that appropriate methods and tools can help the organization to face fewer challenges. This document provides the framework, methods and tools for idea management in the innovation management system.

G) ISO 56008: Innovation Management System – It is said that “what cannot be measured can not be managed! Therefore, an organization that seeks to create value for its stakeholders through innovation needs integrated innovation management and continuous evaluation and measurement of its innovation management system. This document provides methods and tools for measuring innovation performance and operations.

The ISO 56000 document of the family of this standard introduces and explains all the terms, rules and principles of the documents of this standard family and to the organizations, companies, consultants, instructors and all those who use these documents in some way. Provides the proper use of these documents.

Family Standard ISO 56000 – Innovation Management System
NStandard numberStandard description
1
 ISO 56000

Principles and terms of innovation management system

Innovation Management System – The proper implementation of a management system or mechanism (such as: quality management system) requires knowledge of the conceptual and operational framework of that system and its appropriate planning for each context, such as an organization. Hence, this document provides the terms, definitions, concepts and principles of innovation management and its systematic implementation.
2
 ISO 56001

Implementation requirements and audit of the innovation management system

Innovation Management System – This document provides the executive and audit requirements of the Innovation Management System in any operating platform (such as: organization, company, factory, workshop, startup, etc.).
3
 ISO 56002

Generalities of Innovation Management System

Innovation Management System – Innovation Management System – This document serves as a guide document, the generalities of an efficient and effective innovation management system or mechanism. These generalities include the design, deployment, implementation, maintenance and continuous improvement of the innovation management system that can be exploited in any operating platform (such as: organization, company, factory, workshop, startup, etc.).
4
 ISO 56003

Tools and methods of cooperation in innovation

This document provides a framework, methods and tools for cooperation and innovation innovation. In this document, issues such as: measuring the entry into partnership, challenges of cooperation and partnership and interaction between the parties and different types of cooperation and innovation innovation, regardless of the type and size of the organization, are included.
5
 ISO 56004

Innovation Management System Evaluation Guide

Innovation Management System – This document presents the concepts, benefits and evaluation framework of Innovation Management. It also describes how to plan and implement an innovation management evaluation, regardless of the type of innovation (such as: product, service, process, etc.).
6
 ISO 56005

Intellectual property management tools and methods

Innovation Management System – Effective intellectual property management is the key to supporting innovation processes and in any organization on the one hand is the basis for protection and growth and on the other hand is the driving force of competitiveness. This document serves as a guide to the framework, methods and tools of intellectual property management (strategic and operational) in innovation management.
7
 ISO 56006

Strategic intelligence management tools and methods

Innovation Management System – Innovation in the organization is the product of innovative thinking and critical of internal and external conditions. This thinking has a strategic and operational approach that requires appropriate and appropriate intelligence within the innovation management system of any organization. Therefore, this document deals with the framework, tools and methods of managing the strategic intelligence of the organization in innovation management.
8
 ISO 56007

Idea management tools and methods

Innovation Management System – Idea management is the process of creating ideas and achieving them in an effective and efficient way. Obviously, there are several steps in this process that appropriate methods and tools can help the organization to face fewer challenges. This document provides the framework, methods and tools for idea management in the innovation management system.
9
 ISO 56008

Tools and methods for measuring innovation operations

Innovation Management System – It is said that “what cannot be measured can not be managed! Therefore, an organization that seeks to create value for its stakeholders through innovation needs integrated innovation management and continuous evaluation and measurement of its innovation management system. This document provides methods and tools for measuring innovation performance and operations.