ISO TR 56004:2019 pdf free download – Innovation Management Assessment一Guidance.
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?
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 TM);
— 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.
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.