ContentsPage
4 Context of the organization
4.1 Understanding the organization and its context
4.2 Understanding the needs and expectations of interested parties
4.3 Determining the scope of the innovation management system
4.3.1 Innovation intent
4.3.2 Scope of the innovation management system
4.4 Innovation management system
5 Leadership
5.1 Leadership and commitment
5.1.1 General
5.1.2 Focus on value realization
5.1.3 Change management
5.2 Innovation policy
5.2.1 Establishing the innovation policy
5.2.2 Communicating the innovation policy
5.3 Innovation strategy
5.3.1 Establishing the innovation strategy
5.3.2 Communicating the innovation strategy
5.4 Innovation culture
5.5 Roles, responsibilities and authorities
6 Planning
6.1 Actions to address risks and opportunities
6.1.1 General
6.1.2 Planning actions
6.2 Innovation objectives and planning to achieve them
6.2.1 Innovation objectives
6.2.2 Planning to achieve objectives
6.3 Planning of changes
6.4 Innovation portfolio
6.5 Organizational structures
6.6 Collaboration
7 Support
7.1 Resources
7.1.1 General
7.1.2 People
7.1.3 Time
7.1.4 Finance
7.1.5 Infrastructure
7.1.6 Knowledge
7.1.7 Intellectual property
7.1.8 Tools and methods
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating documented information
7.5.3 Control of documented information
8 Operation
8.1 Operational planning and control
8.2 Innovation initiatives
8.3 Innovation processes
8.3.1 General
8.3.2 Identify opportunities
8.3.3 Create concepts
8.3.4 Validate concepts
8.3.5 Develop solutions
8.3.6 Deploy solutions
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General
9.1.2 Analysis and evaluation
9.2 Internal audit
9.2.1 General
9.2.2 Internal audit programme
9.3 Management review
9.3.1 General
9.3.2 Management review inputs
9.3.3 Management review results
10 Improvement
10.1 Continual improvement
10.2 Nonconformity and corrective action
Annex A (informative) Other standards on innovation management developed by ISO/TC 279
Foreword
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This document was prepared by Technical Committee ISO/TC 279, Innovation management, in collaboration with the European Committee for Standardization (CEN) Technical Committee CEN/TC 389, Innovation Management, in accordance with the Agreement on technical cooperation between ISO and CEN (Vienna Agreement).
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Introduction
0.1 General
The ability of organizations to innovate is recognized as a critical factor for their viability, competitiveness, resilience and renewal, and for the sustainable development of society.
Adopting an innovation management system by an organization aims to improve its innovation performance and ability to adapt to changes. A systems approach can reduce the level of uncertainty and increase the feasibility of achieving desired results of innovation initiatives.
The benefits of implementing an innovation management system can be:
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increased realization of value from new products, services, processes, models, methods, etc. for the organization and interested parties;
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enhanced innovation performance through the systematic management of innovation activities under conditions of uncertainty;
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sustained build-up of innovation capabilities;
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enhanced reputation to attract users, customers, employees and partners;
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enhanced capability to collaborate (e.g. in a value chain or an innovation ecosystem);
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improved ability to attract funding;
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increased resilience and ability to evolve in a dynamic and uncertain environment.
This document provides a common language and framework for organizations to establish and implement an innovation management system. It can also be used by:
a)
collaborating organizations seeking a shared framework for innovating together;
b)
organizations seeking confidence in the innovation capability of current and potential partners, suppliers or other interested parties;
c)
funders, donors and investors seeking confidence in the innovation capability of a funding applicant or partner organization;
d)
policy-makers and government authorities aiming to promote innovation activities at local, regional and national levels.
The requirements in this document are not always an effective basis for the evaluation of newly formed organizations.
0.2 Innovation management principles
This document references the eight innovation management principles, described in ISO 56000, that are the foundation of the innovation management system. The principles are as follows:
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Realization of value: Value, financial or non-financial, is realized from the deployment, adoption and impact of new or changed solutions for interested parties.
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Future-focused leaders: Leaders at all levels, driven by curiosity and courage, challenge the status quo by building an inspiring vision and purpose, and by continuously engaging people to achieve those aims.
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Strategic direction: The direction for innovation activities is based on aligned and shared objectives and a relevant ambition level, supported by the necessary people and other resources.
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Culture: Shared values, beliefs and behaviours, supporting openness to change, risk-taking and collaboration, enable the coexistence of creativity and effective execution.
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Exploiting insights: A diverse range of internal and external sources are used to systematically build insightful knowledge, and to exploit stated and unstated needs.
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Managing uncertainty: Uncertainties and risks are evaluated, leveraged and then managed, by learning from systematic experimentation and iterative processes, within a portfolio of opportunities.
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Adaptability: Changes in the context of the organization are addressed by the timely adaptation of structures, processes, competences and value realization models to maximize innovation capabilities.
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Systems approach: Innovation management is based on a systems approach with interrelated and interacting elements, and regular performance evaluation and improvements of the system.
0.3 Innovation management system
0.3.1 General
An innovation management system is a set of interrelated and interacting elements with the purpose of realizing value, both financial and non-financial. Value is realized by systematic and iterative innovation processes to identify opportunities, create and validate concepts, and develop and deploy solutions for users, customers and other interested parties. Opportunities can, for example, be based on current or future, stated or unstated needs. The system can be applied to exploring and exploiting both new and existing opportunities.
The management system elements are described under the main clauses in this document: context of the organization (see Clause 4), leadership (see Clause 5), planning (see Clause 6), support (see Clause 7), operation (see Clause 8), performance evaluation (see Clause 9) and improvement (see Clause 10), see
Figure 1.
Figure 1 — Representation of the innovation management system with references to the clauses in this document |
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The management system elements can be gradually adopted to implement the system according to the context and maturity of the organization.
Ultimately, the effective implementation of the innovation management system relies on the leadership and commitment by top management and other leaders at all levels in the organization.
The innovation management system is founded on the concept of Plan-Do-Check-Act (PDCA). The PDCA model provides an iterative process for the organization to achieve continual improvement of the system.
The clauses of this document are grouped in relation to the PDCA cycle as follows: Plan (see Clause 6), Do (see Clauses 7 and 8), Check (see Clause 9) and Act (see Clause 10).
0.3.2 Managing uncertainty and risk
Innovation initiatives include different degrees of variation and uncertainty. Uncertainties can be related to, for example, user acceptance, technical feasibility, manufacturing constraints, regulatory conditions, market potential and organizational constraints.
Innovation processes are characterized by experimentation and learning. As the processes progress, new knowledge and insights are gained, and uncertainty is reduced. Innovation processes are flexible and adaptable to the types of innovations the organization seeks to achieve.
Innovation initiatives involve risk and not all initiatives will achieve successful innovations. However, discontinued initiatives are an integral part of the innovation processes and sources of learning as input to future innovation activities.
The acceptable level of risk is dependent on the innovation ambition and strategy, the organization’s capability, and the types of innovation addressed by the organization.
The management of uncertainty and risk can be addressed by different approaches (e.g. iterative processes, systematic experimentation, partnering, innovation portfolio diversification). By applying a systems approach, interdependencies and uncertainties can be better understood, measured and managed.
Organizations can also address the balance between pursuing opportunities and the related risks, including the risk of innovating versus the risk of not innovating.
0.3.3 Management levels
An innovation management system operates across strategic, tactical and operational levels.
The relationships among the different levels (see
Figure 2) can be described as follows:
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The innovation intent (see Clause 4) at the strategic level helps to determine the scope of the innovation management system and forms the basis for establishing the innovation strategy.
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The scope (see Clause 4) sets the boundaries and applicability of the innovation management system.
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The innovation policy (see Clause 5) provides a framework for setting the innovation strategy and objectives. The innovation policy can complement other management system policies in the organization.
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The innovation strategy (see Clause 5), including strategic innovation objectives, is based on the innovation intent, is aligned with the innovation policy, and provides a framework for setting tactical innovation objectives and establishing innovation portfolios.
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The innovation objectives (see Clause 6) at the tactical level are consistent with the innovation policy and strategy.
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The innovation portfolios (see Clause 6) are aligned with the innovation strategy and objectives and consist of a set of innovation initiatives.
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The innovation initiatives (see Clause 8) are established at the operational level.
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The innovation processes (see Clause 8) are also established at the operational level to pursue innovation initiatives. They are flexible and adaptable to each individual initiative.
Figure 2 — Representation of the management levels and their relationships with references to the clauses in this document |
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determines |
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relationship or input across levels |
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0.4 Relationship with other management system standards
Management system standards (MSS) complement each other but can also be used independently. The innovation management system can be implemented together with other management system disciplines, helping organizations to balance the exploitation of existing offerings and operations, with the exploration and introduction of new offerings and ways of working.
This document applies the ISO/IEC Directives, Part 1, Consolidated ISO Supplement Annex SL, Appendix 2 harmonized structure for MSS. The harmonized structure provides identical clause numbers, clause titles, text, and common terms and core definitions to be used by all MSS within the ISO portfolio. This structure enables an organization to align or integrate its innovation management system with the requirements of other MSS.
Other standards on innovation management developed by ISO/TC 279 provide additional support and guidance for organizations. Summaries of these standards are described in Annex A.
0.5 Contents of this document
This document contains the requirements used to evaluate conformity. Conformity to this document can only be claimed when all its requirements are implemented and fulfilled by the organization.
An organization is not expected to structure its innovation management system or documented information to be aligned with the clause structure of this document.
In this document, the following terms are used:
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“shall” indicates a requirement;
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“consider” indicates reflecting upon possible actions before making a decision;
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“can” indicates a possibility.
A “NOTE” is used for information, clarifying the associated requirement.