R&D Innovation
A scientifically grounded approach to innovation has now been developed and is being adopted by an increasing number of companies and institutions. Moreover, the Government of Dubai, which has declared its ambition to become one of the world’s most innovative economies within seven years, has introduced the application of the ISO 56000 family of standards at a national level. Based on scientific principles, these standards establish a common language and a shared body of knowledge, while supporting innovation assessment and benchmarking. Their application can also facilitate access to funding opportunities, successful participation in public procurement procedures, and the development of partnerships. Organisations that fail to prepare in time to adopt methods based on this common language and shared knowledge risk falling behind and missing out on a wide range of opportunities.
In fact, around the world—including in Hungary—more and more companies are deciding to learn about the science of innovation, teach it to their employees, and then integrate it into their business operations in order to increase their competitiveness. In fact, companies that integrate the science of innovation into their strategic planning, budgeting, and resource allocation are SIX TIMES more likely to achieve their desired financial goals.
The greatest challenge is how to capture, organise, and preserve this knowledge—especially the valuable knowledge held by individuals—and how to unlock people’s creativity, expertise, and innovative potential to achieve shared goals.
Although the importance of innovation has been recognised for decades, a wide variety of methods have been used to introduce and manage innovation. These approaches have sometimes been contradictory and often ad hoc. The expected results frequently failed to materialise because too few practical and usable ideas were generated, and insufficient attention was paid to successfully carrying the innovation process through to completion. As a result of many years of experience and extensive scientific research and development, the European CEN/TS 16555 “Innovation Management” standard was introduced in 2010, providing a structured, learnable and practically applicable approach to innovation. It later served as a foundation for the ISO 56000 family of standards currently in use.
The purpose of the standard is to provide guidance for organisations in establishing, developing, and maintaining systematic innovation management practices and an effective Innovation Management System (IMS). In essence, it serves as both a practical framework and a comprehensive checklist, enabling organisations to benefit from a structured, science-based approach to innovation.
Although the importance of innovation has been recognised for decades, a wide variety of methods have been used to introduce and manage innovation. These approaches have sometimes been contradictory and often ad hoc. The expected results frequently failed to materialise because too few practical and usable ideas were generated, and insufficient attention was paid to successfully carrying the innovation process through to completion. As a result of many years of experience and extensive scientific research and development, the European CEN/TS 16555 “Innovation Management” standard was introduced in 2010, providing a structured, learnable and practically applicable approach to innovation. It later served as a foundation for the ISO 56000 family of standards currently in use.
The purpose of the standard is to provide guidance for organisations in establishing, developing, and maintaining systematic innovation management practices and an effective Innovation Management System (IMS). In essence, it serves as both a practical framework and a comprehensive checklist, enabling organisations to benefit from a structured, science-based approach to innovation.
Elements of the ISO 56000 Family of Standards:
Some companies in Hungary have already begun implementing the standard or preparing for its introduction, with the aim of establishing an innovation management system in accordance with the standard and thereby enhancing their future competitiveness. Establishing an innovation management system in line with the standard not only improves the efficiency of innovation activities but also significantly enhances an organisation’s ability to collaborate with partners. By adopting a common innovation management framework, organisations become more compatible with others using the same standard, enabling them to share a common language and work more effectively in joint innovation and development projects. This trend is contributing to higher levels of innovation and increased value creation across the Hungarian economy.
One of the most effective ways to achieve this is by strengthening innovation capability. Increasingly, manufacturers of complex products—such as automotive companies—expect their suppliers not only to deliver components but also to contribute actively to the development of new prototypes and manufacturing technologies within their areas of expertise. Such collaboration can only be truly effective when partners operate compatible Innovation Management Systems (IMS) and share a common innovation language. The CEN/TS 16555 Innovation Management standard provides this common framework, enabling organisations to transform documented knowledge and employees’ expertise into business value by unlocking creativity, innovation, and intellectual capital.
Since establishing and implementing an Innovation Management System (IMS) in accordance with the standard typically takes several years, organisations are encouraged to begin the process as early as possible. Early adoption enables companies to identify and seize new business opportunities more quickly, strengthen their competitive position, and participate successfully in strategic partnerships and funding opportunities rather than falling behind their competitors.
Since establishing and implementing an Innovation Management System (IMS) in accordance with the standard typically takes several years, organisations are encouraged to begin the process as early as possible. Early adoption enables companies to identify and seize new business opportunities more quickly, strengthen their competitive position, and participate successfully in strategic partnerships and funding opportunities rather than falling behind their competitors.
Trebag Intellectual Property- and Project Management Ltd. has extensive experience in supporting the implementation of Innovation Management Systems (IMS).
With Trebag’s support, the implementation of the CEN/TS 16555 Innovation Management standard was launched at the Hungarian manufacturing site of a major international company. Even during the initial phase of implementation, the collaboration resulted in the development of a research and innovation programme that led to the establishment of a consortium, which successfully secured several billion Hungarian forints in funding under the GINOP “R&D Competitiveness and Excellence Collaborations” programme.
In addition, Trebag has delivered Innovation Management training for 40 companies and has carried out the preparatory work required for the implementation of Innovation Management Systems in 40 organisations.
In addition, Trebag has delivered Innovation Management training for 40 companies and has carried out the preparatory work required for the implementation of Innovation Management Systems in 40 organisations.
Trebag Ltd.’s services to support the implementation of the standard:
The key to change is within your reach. We are ready to support your organisation in taking the next step towards a future driven by innovation, growth, and business success.
This guide is based on a publication by Magnus Karlsson (Director, New Business Development & Innovation, Ericsson) released by the Swedish Standards Institute in April 2016, as well as on the research and experience of Trebag Intellectual Property- and Project Management Ltd.
In his publication, Magnus Karlsson also drew on publications by the following renowned institutions and individuals: Gartner Research (2010) / SKL (2014) / McKinsey (2013) / Geoffrey Moore / Govindarajan & Desai and The Innovator’s DNA / Study of Ericsson managers & employees (2014) / Capozzi & Kellen, McKinsey (2012) / Gartner (2014).
In his publication, Magnus Karlsson also drew on publications by the following renowned institutions and individuals: Gartner Research (2010) / SKL (2014) / McKinsey (2013) / Geoffrey Moore / Govindarajan & Desai and The Innovator’s DNA / Study of Ericsson managers & employees (2014) / Capozzi & Kellen, McKinsey (2012) / Gartner (2014).