English version. Standardization of an Innovation Capability Rating for SMEs

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1 CEN WORKSHOP CWA December 2008 AGREEMENT ICS English version Standardization of an Innovation Capability Rating for SMEs This CEN Workshop Agreement has been drafted and approved by a Workshop of representatives of interested parties, the constitution of which is indicated in the foreword of this Workshop Agreement. Dit document mag slechts op een stand-alone PC worden geinstalleerd. Gebruik op een netwerk is alleen. toestaan als een aanvullende licentieovereenkomst voor netwerkgebruik met NEN is afgesloten. This document may only be used on a stand-alone PC. Use in a network is only permitted when a supplementary license agreement for us in a network with NEN has been concluded. The formal process followed by the Workshop in the development of this Workshop Agreement has been endorsed by the National Members of CEN but neither the National Members of CEN nor the CEN Management Centre can be held accountable for the technical content of this CEN Workshop Agreement or possible conflicts with standards or legislation. This CEN Workshop Agreement can in no way be held as being an official standard developed by CEN and its Members. This CEN Workshop Agreement is publicly available as a reference document from the CEN Members National Standard Bodies. CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland and United Kingdom. EUROPEAN COMMITTEE FOR STANDARDIZATION COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG Management Centre: rue de Stassart, 36 B-1050 Brussels 2008 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members. Ref. No.:CWA 15899:2008 D/E/F

2 Content Foreword Scope...6 Normative References...6 Terms Measuring an Enterprise s Innovation Capability and Performance General Assessment of the Innovation Capability General Answering the questionnaire Encoding the answers Calculating the Innovation Capability Score Evaluation of the results Assessment of the innovation management performance General Characteristics of the methodology Method implementation Possibility to apply an external benchmarking

3 Foreword CWA 15899:2008 was prepared by the CEN Workshop 35 - Standardization of an Innovation Capability Rating for Manufacturing SMEs The production of this CWA (CEN Workshop Agreement) was formally accepted at the Workshop's kick-off meeting on 28 June 2007 in Brussels. The final review/endorsement round for this CWA was successfully closed on 21 June The final text of this CWA was submitted to CEN for publication on 10 October 2008 This CEN Workshop Agreement is publicly available as a reference document from the National Members of CEN: AENOR, AFNOR, ASRO, BDS, BSI, CSNI, CYS, DIN, DS, ELOT, EVS, IBN, IPQ, IST, LVS, LST, MSA, MSZT, NEN, NSAI, ON, PKN, SEE, SIS, SIST, SFS, SN, SNV, SUTN and UNI. Comments or suggestions from the users of the CEN Workshop Agreement are welcome and should be addressed to the CEN Management Centre The CEN Worshop members who have supported the document are (in alphabetical order): Association française de normalisation (AFNOR) A.T. Kearney Fraunhofer-Institut für Arbeitswirtschaft und Organisation (IAO) OSEO Innovation WITTENSTEIN AG Innovations are a fundamental measure to guarantee a competitive advantage. Hence for companies the assessment of their innovation capability is an important step to derive options for actions in order to remain competitive. 1 In general, small and medium-sized enterprises (SME) show the greatest development potential. 2 However, much of the innovation potential remains unrealised within many SMEs. To a large extent, this is due to a lacking innovation strategy and an inefficient innovation process, which prevents a rapid and consequent transformation of innovative ideas into marketable products and services. Not being aware of one s own innovation capability is a reason why market opportunities remain unrealised. 3 A promising way for enterprises, which are oriented towards innovation, is to install a process of continuous measuring and evaluating of ones company innovation capabilities and innovation management performance 1 Bullinger, H.-J.; Wagner, K.; Rogowski, T.; Bannert, M.: Innovationen im Unternehmen ermöglichen. In: Information Management und Controlling, Sonderausgabe 2005, S Manufuture: Slama, A.; Spitzley, A.: An approach for measuring and assessing the innovation capability of manufacturing companies. PAS Beuth: Berlin,

4 both internally over time and in comparison to other businesses in order to strengthen the innovative capabilities of the company. Further to the goal to improve innovation capabilities and innovation management performance, the ability to finance innovation projects is a basic requirement. Very often SMEs only show a low equity ratio, a fact that complicates the financing of innovations with own funds. Therefore, in most cases access to external capital is an inevitable must for SMEs. 4 Currently a rating system on innovation capability and innovation management performance is not available. Further, such a system could clearly help to support communication internally and with third parties such as customers and could enable enterprises to develop future innovations as well as to ensure a greater transparency on the strengths and weaknesses of the enterprise and its potential to sustainably innovate. Therefore, this document aims for a definition of a systematic and consistent method to measure and evaluate the capability and performance of SMEs in innovation management. This CWA focuses on self-assessment based on a holistic approach to innovation capability and innovation management. To cater for the different needs and maturity levels of small and medium-sized enterprises this CWA comprises two parts, integrating two complementary methodologies for evaluating the innovation capability and performance (Figure 1). Assessment of the innovation capability Starter assessment: No prior knowledge required Quick-check Autonomous and independent assessment Easy to apply evaluation methodology with high aggregation level Complementary methodologies Assessment of the innovation management performance Specialist assessment: Basic business knowledge required In-depth analysis with higher detail Independent assessment which can be complemented by expert insights Evaluation on a detailed level; ideally interpreted by an expert Figure 1: Complementary methodologies for evaluating innovation capability and innovation management performance The assessment of the innovation capability focuses rather on soft factors, that is throughput factors, enabling the enterprise to innovate. In the following, innovation capability refers to these enabling factors and does not claim to assess other aspects of the an organisational s capability of an organisation such as the capabilities of individuals or the value of R&D investment. The assessment of the innovation management performance puts a stronger focus on the results and the output of a company s innovation management activities. If a benchmark is possible the innovation management activities may be linked to profitable growth. 4 Spath, D.; Aslanidis, S.; Rogowski, T.; Ardilio, A.; Wagner, K.; Bannert, M.; Paukert, M.: Die Innovationsfähigkeit des Unternehmens gezielt steigern. In: Fokus Innovation, Kräfte bündeln; Prozesse beschleunigen. Hrsg.: Bullinger, H.-J.; Carl Hanser: München Wien, 2006, p

5 The underlying models consider the most important and most significant success factors 5 throughout the innovation process. Indicators of these success factors provide information about SMEs strengths and weaknesses. 6 Both models have been proven in practice. Benefits for SMEs applying the assessment of the innovation capability: 1. Innovation capability is shown as aggregated numeric scores. 2. Predefined set of the most important success factors and indicators that have major impact on the innovation capability. 3. Comparability of the innovation capability by a specified calculating scheme and a predefined set of indicators the calculated score for one enterprise can be compared to the scores of other enterprises. 4. Transparency on strengths and weaknesses of the innovation capability based on a hierarchical model of indicators, success factors and the nine Fields of Design the changes of several scores over a period of time gives information about an overall development of the innovation capabilities, both for the overall company as well as in the particular areas. 5. Improved communication internally and the possibility to use the results when communicating with third parties like customers, partners, investors or media. 6. Benchmarking against internal reference points or against reference points from other companies (in case data is available). Benefits for SMEs applying the assessment of the innovation management performance: a) Innovation management performance is evaluated in a very detailed way. b) Transparency on strengths and weaknesses in innovation management performance based on a holistic innovation management concept with five key dimensions of innovation management. c) In-depth insights into the success factors and indicators that have a significant impact on the innovation management performance and the overall business impact. d) A systematic and sophisticated calculating scheme and a predefined set of quantitative indicators offering increased accuracy of data. e) Improved communication with third parties like customers, partners, investors or media as the detailed results enable to demonstrate the superior innovation management performance and the potential to sustainable innovation. f) Benchmarking against internal reference points in the past or against a reference point from other companies (if data available) at a given point of time. A descriptive evaluation of the enterprises perfomance relative to other companies provides a clear picture on the competitive position. 5 Kirner, E.; Maloca, S.; Rogowski, T.; Slama, A.; Som, O.; Spitzley, A.; Wagner, K.: Kritische Erfolgsfaktoren zur Steigerung der Innovationsfähigkeit. Empirische Studie bei produzierenden KMU. 2. Auflage, Fraunhofer IRB: Stuttgart, Diedrichs, E.; Engel, K.; Wagner, K.: European Innovation Management landscape Assessment of current practices in Innovation Management Consulting. Approaches and Self-Assessment Tools in Europe to define the requirements for future best practices,

6 1 Scope The method of measuring and benchmarking an enterprise s innovation capability and performance as well as the underlying critical success factors and indicators addresses small and medium-sized enterprises with less than 500 employees manufacturing products and/or rendering services. It is basically applicable across all industries. These SMEs seeking transparency on their innovation capability and performance can use the method by themselves. The numerical scores resulting from a standardised calculation can be used to demonstrate the innovation capability and performance internally as well as externally e.g. by creditors during credit assessments or by customers convincing them. 2 Normative References This CWA contains definitions from other publications, with dated or undated links. These normative links are quoted at the particular place, the publications themselves are listed below. With dated links, later changes or revisions of the publications are only part of this CWA, if they are included by changes or revisions. For undated links, the last issue of the referred publication (including changes) applies. DIN 69904, Project business Project management systems Elements and structures EN , Products and systems for the protection and repair of concrete structures Definitions, requirements, quality control and evaluation of conformity Part 1: Definitions EN ISO 9000:2005, Quality management systems Fundamentals and vocabulary (ISO 9000:2005) PAS 1062, Implementing knowledge management in small to medium-sized enterprises PAS 1063, Implementing knowledge management in networks of small to medium-sized enterprises PAS 1073, An approach for measuring and assessing the innovation capability of manufacturing companies 3 Terms The following terms are to be considered when using this CWA (in alphabetic order). 3.1 Benchmarking class The benchmarking class is the sample an enterprise wants to compare itself with Business model A business model describes how an enterprise creates, sells, and delivers value to its customers. There are three main areas where the business model can drive innovation: Value proposition what is sold how it is created and sold and the target customer to whom it is delivered. 7 Brunswicker,S.; Diedrichs, E.: Information on IMP³rove for Innovation Management Professionals V 1.3; Information Package IMP³rove,

7 3.3 Business performance The business performance defines the level of business success in terms of income from sales, operational margin, as well as in terms of effectiveness and efficiency of an organization. 3.4 Competence and Knowledge Knowledge is the entity on proficiency and skills that a person uses to solve problems. Knowledge relies on data and information, although it is furthermore, unlike data and information, bound to particular people. 8 Competence is the aptitude to use knowledge and skills Dimension of innovation management A dimension integrates a set of success factors and indicators within a holistic innovation management framework. There are five key dimensions to be addressed in a holistic and coherent innovation management framework: Innovation strategy, innovation organisation and culture, innovation life cycle processes, enabling factors and innovation results. These dimensions are inter-linked Enabling factors The enabling factors involve a variety of factors such as IT, project management, intellectual property rights or human resource management that can be leveraged for increasing the business impact of innovation activities Field of Design A Field of Design combines success factors and indicators similar in content to a superior aspect. The following nine Fields of Design as key constituencies of most enterprises form the basis: 12 Innovation Culture, Strategy, Competence and Knowledge, Technology, Product and Service, Process, Structure and Network, Market, Project Management Incremental innovations Incremental innovations lead to small improvements to existing products, services, process, organisations and business models. It often is an exercise in problem-solving where the goal is clear, however, the means how to get there needs to be solved. Usually, tasks of incremental innovation projects are relatively low in uncertainty and complexity, and therefore in risk. 8 PAS Slama, A.; Spitzley, A., Bullinger, H.-J.; Engel, K.: Best Innovator Erfolgsstrategien von Innovationsführern. 2. Auflage. München: Finanzbuch, Engel, K.; Nippa, M. (Hrsg.): Innovationsmanagement. Von der Idee zum erfolgreichen Produkt. Heidelberg New York, Bullinger, H.-J.; Engel, K., Spath, D. et al., Slama, A.; Spitzley, A.,

8 3.9 Indicator An indicator is a significant and measurable factor that gives an indication of the current state of each success factor Innovation Innovation is useful problem solving through a new approach. It can refer to new or improved products, services, methods, forms of organisation, markets et al. It comprises the entire process reaching from the idea itself, over development and production, to the market launch and realization Innovation Capability The innovation capability shows to which extent people, enterprises and organisations can realise the success factors for innovations Innovation Capability Score The Innovation Capability Score is a numeric score reflecting the innovation capability. It indicates in how far the requirements of the success factors are met in each field and throughout the innovation process Innovation Culture The innovation culture describes standards, scores and behaviours existing in the enterprise that have a positive or negative affect on the working atmosphere, generating ideas, motivation, communication, being open for the new ventures, trust and the innovation activities Innovation life cycle processes The innovation life cycle processes covering the integration and the management of innovation life cycle processes including idea management, product/process/service and business model development, launch and continuous improvement Innovation organisation and culture Innovation organisation and culture links all functions that are contributing to successful innovation to implement the innovation strategy and to ensure a seamless innovation management process. This seamless innovation process integrates in the organizational structures also external partners such as customers, suppliers, R&D providers etc. The innovation culture fully embeds innovation into norms and values in the corporate culture focusing on a continuous flow of innovation. It balances both freedom for innovation and focus on value capture. 14 Slama, A.; Spitzley, A., Bullinger, H.-J.; Schlick, G. H.: Wissenspool Innovation. Kompendium für Zukunftsgestalter. Frankfurt/Main: Frankfurter Allgemeine Buch, Slama, A.; Spitzley, A., Slama, A.; Spitzley, A.,

9 3.16 Innovation Process The innovation process includes all activities including planning as well as internal and external operations in order to implement an innovation Innovation Rating Innovation Rating 19 is a method to measure and evaluate the enterprise s capability to create future innovations. This capability is shown by the Innovation Capability Score or by the performance level achieved by the company in innovation management Innovation strategy The innovation strategy identifies the most promising areas where the SME can achieve superior profit growth rates either with new products/services/processes or business models in existing or new markets or with existing products/service/processes or business models in new markets Market The market consists of one or more customers respectively groups of customers, which are locally concentrated or widely spread. The market takes up products/service or business models Organisational innovation Organisational innovations address changes within the organisational structure of a company. These changes include e.g. the shift from a functional organisation to a project-driven organisation. It may also involve organisational changes in the integration of external partners in alliances and networks Process A process is a set of correlating or interacting activities. Processes transform inputs into results Process innovations Process innovations address changes in the core processes of a company. Often these result from changes in the process technologies used by the company. Usually theses processes are invisible to the consumer but often vital to a product s or service s competitive positioning Product and Service 18 Slama, A.; Spitzley, A., Slama, A.; Spitzley, A., Bullinger, H.-J.; Engel, K., Slama, A.; Spitzley, A., 2008; Bullinger, H.-J.; Engel, K., DIN EN ISO 9000:2005 9

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