BS ISO 56006:2021 pdf download – Innovation management — Tools and methods for strategic intelligence management — Guidance 5.5 Interpretation 5.5.1 General This is the step where knowledge is generated by interpreting information in accordance with the context of the organization. Information generated under various contexts, i.e. market, government, social, may be brought in to know the “how and why behind changes”. 5.5.2 Outcome of interpretation — Knowledge (interpreted information) This is the actual knowledge valuable for the strategic decision maker, i.e. information that is useful to make a strategic decision. Examples can include: mapping of competitors’ activities and highlight of weak signals; identification of priorities for technical development and roadmap towards implementation. The interpretation involves a range of different competencies. This can include aspects, e.g.: — integration of data from different sources in order to achieve synergies, in which the combination of information from different sources constitutes a whole with a greater relevance and scope than the individual pieces of information; — interpretation of the information, with the objective of determining what is valid and what is relevant for decision-making including, e.g. the understanding of the analysed information or a forecast of its consequences and foreseeable evolution; — verification of the meaning of the information which has been analysed, e.g. concerning the technical content and the market/commercial relevance, and of their likely consequences for the organization; Feedback and iterations between interpretation and data gathering/analysis can happen depending on the specific case, e.g. to add or modify a dataset, apply different analytics tools, and to avoid any possible misinterpretation. NOTE Some common outputs can be in the form of a “what if” type of analysis presenting choices (case analysis) for, e.g. direction, cause and effect relations, intellectual simulations, management, scenario modelling. Knowledge can be verified through, e.g. reverse framing of scenario, cause-effect analysis. 5.6 Recommendation 5.6.1 General This final step communicates intelligence to top management with recommendations relevant to the scope of strategic intelligence application, to support and inform decision-making. 5.6.2 Outcome of recommendation — Intelligence (communicated knowledge) Communication tools are used to transfer intelligence to the management functions responsible for strategic decision-making, e.g. top management, senior managers, general managers, heads of strategy/innovation functions, research and development directors. They should be open to the recommendations and available to implement bidirectional communication on subsequent actions. Some examples can be: — prospective planning: proposals for actions in response to changes, or expectations...
Download Address
Download