SIST EN ISO 56002:2021
(Main)Innovation management - Innovation management system - Guidance (ISO 56002:2019)
Innovation management - Innovation management system - Guidance (ISO 56002:2019)
1.1 This document provides guidance for the establishment, implementation, maintenance, and continual improvement of an innovation management system for use in all established organizations. It is applicable to:
a) organizations seeking sustained success by developing and demonstrating their ability to effectively manage innovation activities to achieve the intended outcomes;
b) users, customers, and other interested parties, seeking confidence in the innovation capabilities of an organization;
c) organizations and interested parties seeking to improve communication through a common understanding of what constitutes an innovation management system;
d) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems;
e) policy makers, aiming for higher effectiveness of support programs targeting the innovation capabilities and competitiveness of organizations and the development of society.
1.2 All the guidance within this document is generic and intended to be applicable to:
a) all types of organizations, regardless of type, sector, or size. The focus is on established organizations, with the understanding that both temporary organizations and start-ups can also benefit by applying these guidelines in all or in part;
b) all types of innovations, e.g. product, service, process, model, and method, ranging from incremental to radical;
c) all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-driven innovation activities.
It does not describe detailed activities within the organization, but rather provides guidance at a general level. It does not prescribe any requirements or specific tools or methods for innovation activities.
Innovationsmanagement - Innovationsmanagementsystem - Leitfaden (ISO 56002:2019)
1.1 Dieses Dokument enthält einen Leitfaden für den Aufbau, die Verwirklichung, Aufrechterhaltung und fortlaufende Verbesserung eines Innovationsmanagementsystems zur Anwendung in allen bestehenden Organisationen. Es gilt für:
a) Organisationen, die nachhaltigen Erfolg durch Entwicklung und Nachweis ihrer Fähigkeit zum wirksamen Führen und Steuern von Innovationsaktivitäten anstreben, um die beabsichtigten Ziele zu erreichen;
b) Nutzer, Kunden und andere interessierte Parteien, die Vertrauen in die Innovationsfähigkeiten einer Organisation suchen;
c) Organisationen und interessierte Parteien, die danach streben, durch ein gemeinsames Verständnis für das, was ein Innovationsmanagementsystem ausmacht, die Kommunikation zu verbessern;
d) Anbieter von Schulungen zu, Beurteilung von oder Beratung zu Innovationsmanagement und Innovationsmanagementsystemen;
e) Entscheidungsträger zur Politik, die eine höhere Wirksamkeit von Unterstützungsprogrammen anstreben, die die Innovationsfähigkeiten und Wettbewerbsfähigkeit von Organisationen und die Entwicklung der Gesellschaft zum Ziel haben.
1.2 Sämtliche Leitfäden in diesem Dokument sind allgemeiner Art und sollen anwendbar sein auf:
a) alle Arten von Organisationen, ungeachtet der Art, Branche oder Größe. Der Schwerpunkt liegt auf bestehenden Organisationen, wobei verstanden wird, dass sowohl temporäre Organisationen als auch Neugründungen von der vollständigen oder teilweisen Anwendung dieser Leitlinien auch profitieren können;
b) alle Arten von Innovation, z. B. Produkt, Dienstleistung, Prozess, Modell und Verfahren, die von inkrementell bis radikal reichen;
c) alle Arten von Ansätzen, z. B. interne und offene Innovation, nutzer-, markt-, technologie- oder gestaltungsgetriebene Innovationsaktivitäten.
Es beschreibt keine detaillierten Aktivitäten in der Organisation, sondern bietet stattdessen einen Leitfaden auf allgemeiner Ebene. Es schreibt keine Anforderungen oder spezifische Instrumente oder Verfahren für Innovationsaktivitäten vor.
Management de l’innovation - Système de management de l’innovation - Recommandations (ISO 56002:2019)
1.1 Le présent document fournit des recommandations pour l'établissement, la mise en œuvre, la tenue à jour et l'amélioration continue d'un système de management de l'innovation destiné à être utilisé dans tous les organismes établis. Il s'adresse:
a) aux organismes qui cherchent à pérenniser leurs performances en développant et démontrant leur capacité à gérer efficacement leurs activités d'innovation et à obtenir les résultats escomptés;
b) aux utilisateurs, clients et autres parties intéressées cherchant à s'assurer de la capacité d'innovation d'un organisme;
c) aux organismes et parties intéressées qui cherchent à améliorer la communication, par une compréhension mutuelle de ce qui constitue un système de management de l'innovation;
d) aux prestataires de services de formation, d'évaluation ou de conseil en management de l'innovation et en système de management de l'innovation;
e) aux décideurs politiques, dans l'optique d'accroître l'efficacité des programmes de soutien axés sur la capacité d'innovation et la compétitivité des organismes et le développement de la société.
1.2 Toutes les recommandations données dans le présent document sont génériques et destinées à s'appliquer à:
a) toutes catégories d'organismes, quels qu'en soient la forme juridique, le secteur ou la taille. L'accent est mis sur les organismes bien établis, étant entendu que tant les organismes temporaires que les organismes naissants peuvent également bénéficier de l'application totale ou partielle de ces lignes directrices;
b) tous les types d'innovation concernant, par exemple, un produit, un service, un processus, un modèle et une méthode, allant de l'innovation incrémentale jusqu'à l'innovation radicale;
c) tous les degrés d'innovation, par exemple l'innovation interne, l'innovation ouverte et les activités d'innovation induites par les usages, le marché, la technologie et les attentes fondamentales de l'utilisateur final (design-driven).
Il ne décrit pas dans le détail les activités au sein de l'organisme, mais il fournit plutôt un cadre général de recommandations. Pour les activités d'innovation, il ne spécifie donc aucune exigence ni aucun outil ou méthode spécifique.
Upravljanje inovacij - Sistem upravljanja inovacij - Navodilo (ISO 56002:2019)
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
SIST EN ISO 56002:2021
01-marec-2021
Nadomešča:
SIST-TS CEN/TS 16555-1:2014
Upravljanje inovacij - Sistem upravljanja inovacij - Navodilo (ISO 56002:2019)
Innovation management - Innovation management system - Guidance (ISO 56002:2019)
Innovationsmanagement - Innovationsmanagementsystem - Leitfaden (ISO 56002:2019)
Management de l’innovation - Système de management de l’innovation -
Recommandations (ISO 56002:2019)
Ta slovenski standard je istoveten z: EN ISO 56002:2021
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
SIST EN ISO 56002:2021 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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SIST EN ISO 56002:2021
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SIST EN ISO 56002:2021
EN ISO 56002
EUROPEAN STANDARD
NORME EUROPÉENNE
January 2021
EUROPÄISCHE NORM
ICS 03.100.01; 03.100.40; 03.100.70 Supersedes CEN/TS 16555-1:2013
English Version
Innovation management - Innovation management system
- Guidance (ISO 56002:2019)
Management de l'innovation - Système de management Innovationsmanagement -
de l'innovation - Recommandations (ISO 56002:2019) Innovationsmanagementsystem - Leitfaden (ISO
56002:2019)
This European Standard was approved by CEN on 13 December 2020.
CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2021 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 56002:2021 E
worldwide for CEN national Members.
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SIST EN ISO 56002:2021
EN ISO 56002:2021 (E)
Contents Page
European foreword . 3
2
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SIST EN ISO 56002:2021
EN ISO 56002:2021 (E)
European foreword
The text of ISO 56002:2019 has been prepared by Technical Committee ISO/TC 279 "Innovation
management” of the International Organization for Standardization (ISO) and has been taken over as
EN ISO 56002:2021 by Technical Committee CEN/TC 389 “Innovation Management” the secretariat of
which is held by UNE.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by July 2021, and conflicting national standards shall be
withdrawn at the latest by July 2021.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
This document supersedes CEN/TS 16555-1:2013.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland,
Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of
North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the
United Kingdom.
Endorsement notice
The text of ISO 56002:2019 has been approved by CEN as EN ISO 56002:2021 without any modification.
3
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SIST EN ISO 56002:2021
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SIST EN ISO 56002:2021
INTERNATIONAL ISO
STANDARD 56002
First edition
2019-07
Innovation management — Innovation
management system — Guidance
Management de l’innovation — Système de management de
l’innovation — Recommandations
Reference number
ISO 56002:2019(E)
©
ISO 2019
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SIST EN ISO 56002:2021
ISO 56002:2019(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2019
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2019 – All rights reserved
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SIST EN ISO 56002:2021
ISO 56002:2019(E)
Contents Page
Foreword .v
0 Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 2
4.1 Understanding the organization and its context . 2
4.1.1 General. 2
4.1.2 External issues . 2
4.1.3 Internal issues . 2
4.2 Understanding the needs and expectations of interested parties . 3
4.3 Determining the scope of the innovation management system . 3
4.4 Establishing the innovation management system . 4
4.4.1 General. 4
4.4.2 Culture . 4
4.4.3 Collaboration . 5
5 Leadership . 5
5.1 Leadership and commitment . 5
5.1.1 General. 5
5.1.2 Focus on value realization . 6
5.1.3 Innovation vision . 6
5.1.4 Innovation strategy . . 6
5.2 Innovation policy . 7
5.2.1 Establishing the innovation policy . 7
5.2.2 Communicating the innovation policy . 7
5.3 Organizational roles, responsibilities, and authorities . 7
6 Planning . 8
6.1 Actions to address opportunities and risks . 8
6.2 Innovation objectives and planning to achieve them . 8
6.2.1 Innovation objectives . 8
6.2.2 Planning to achieve objectives . 9
6.3 Organizational structures . 9
6.4 Innovation portfolios .10
7 Support .10
7.1 Resources .10
7.1.1 General.10
7.1.2 People .10
7.1.3 Time .11
7.1.4 Knowledge .11
7.1.5 Finance .11
7.1.6 Infrastructure .12
7.2 Competence .12
7.3 Awareness .13
7.4 Communication .14
7.5 Documented information .14
7.5.1 General.14
7.5.2 Creating and updating .14
7.5.3 Control of documented information .14
7.6 Tools and methods .15
7.7 Strategic intelligence management .15
7.8 Intellectual property management .16
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SIST EN ISO 56002:2021
ISO 56002:2019(E)
8 Operation .16
8.1 Operational planning and control .16
8.2 Innovation initiatives .17
8.3 Innovation processes .18
8.3.1 General.18
8.3.2 Identify opportunities .18
8.3.3 Create concepts .19
8.3.4 Validate concepts .19
8.3.5 Develop solutions .20
8.3.6 Deploy solutions .20
9 Performance evaluation .21
9.1 Monitoring, measurement, analysis, and evaluation.21
9.1.1 General.21
9.1.2 Analysis and evaluation .22
9.2 Internal audit .22
9.3 Management review .23
9.3.1 General.23
9.3.2 Management review inputs .23
9.3.3 Management review outputs .24
10 Improvement .24
10.1 General .24
10.2 Deviation, nonconformity, and corrective action .24
10.3 Continual improvement .25
Bibliography .26
iv © ISO 2019 – All rights reserved
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SIST EN ISO 56002:2021
ISO 56002:2019(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to
conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL:
www .iso .org/iso/foreword .html.
The committee responsible for this document is ISO/TC 279, Innovation management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/members .html.
© ISO 2019 – All rights reserved v
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SIST EN ISO 56002:2021
ISO 56002:2019(E)
0 Introduction
0.1 General
An organization’s ability to innovate is recognized as a key factor for sustained growth, economic
viability, increased well-being, and the development of society.
The innovation capabilities of an organization include the ability to understand and respond to changing
conditions of its context, to pursue new opportunities, and to leverage the knowledge and creativity of
people within the organization, and in collaboration with external interested parties.
An organization can innovate more effectively and efficiently if all necessary activities and other
interrelated or interacting elements are managed as a system.
An innovation management system guides the organization to determine its innovation vision, strategy,
policy, and objectives, and to establish the support and processes needed to achieve the intended
outcomes.
The potential benefits of implementing an innovation management system in accordance with this
document are:
a) increased ability to manage uncertainty;
b) increased growth, revenues, profitability, and competitiveness;
c) reduced costs and waste, and increased productivity and resource efficiency;
d) improved sustainability and resilience;
e) increased satisfaction of users, customers, citizens, and other interested parties;
f) sustained renewal of the portfolio of offerings;
g) engaged and empowered people in the organization;
h) increased ability to attract partners, collaborators, and funding;
i) enhanced reputation and valuation of the organization;
j) facilitated compliance with regulations and other relevant requirements.
0.2 Innovation management principles
This document is based on innovation management principles. An innovation management principle
includes a statement of the principle, a rationale of why the principle is important for the organization,
some examples of benefits associated with the principle, and finally examples of actions the organization
can take to improve performance when applying the principle.
The following principles are the foundation of the innovation management system:
a) realization of value;
b) future-focused leaders;
c) strategic direction;
d) culture;
e) exploiting insights;
f) managing uncertainty;
g) adaptability;
vi © ISO 2019 – All rights reserved
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SIST EN ISO 56002:2021
ISO 56002:2019(E)
h) systems approach.
The principles can be considered as an open set to be integrated and adapted within the organization.
0.3 Innovation management system
0.3.1 General
An innovation management system is a set of interrelated and interacting elements, aiming for the
realization of value. It provides a common framework to develop and deploy innovation capabilities,
evaluate performance, and achieve intended outcomes.
The elements can be gradually adopted to implement the system according to the particular context and
circumstances of the organization. Full benefits can be gained when all the elements of the innovation
management system, are adopted by the organization.
Ultimately, the effective implementation of the innovation management system relies on the
commitment by top management and the ability of leaders to promote innovation capabilities and a
culture supporting innovation activities.
0.3.2 Plan-Do-Check-Act cycle
The Plan-Do-Check-Act (PDCA) cycle enables continual improvement of the innovation management
system to ensure that the innovation initiatives and processes are adequately supported, resourced,
and managed, and that opportunities and risks are identified and addressed by the organization.
The PDCA cycle can be applied to the innovation management system as a whole or its parts. Figure 1
illustrates how Clauses 4 to 10 can be grouped in relation to the PDCA cycle. The cycle is informed and
directed by the context of the organization (Clause 4) and its leadership (Clause 5).
Figure 1 — Representation of the framework of the innovation management system with
references to the clauses of this document
The cycle can be briefly described as follows:
a) Plan: Establish the objectives and determine the actions needed to address opportunities and risks
(Clause 6);
© ISO 2019 – All rights reserved vii
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SIST EN ISO 56002:2021
ISO 56002:2019(E)
b) Do: Implement what is planned in terms of support and operations (Clauses 7 and 8);
c) Check: Monitor and (where applicable) measure results against objectives (Clause 9);
d) Act: Take actions to continually improve the performance of the innovation management system
(Clause 10).
0.3.3 Managing uncertainty and risk
Innovation activities need to address high degrees of variation and uncertainty, particularly during the
early creative phases. They are explorative and characterized by search, experimentation, and learning.
As the process progresses, knowledge is gained and uncertainty is reduced.
Innovation initiatives involve risk-taking and not all of these will result in innovation. Discontinued
initiatives are an integral part of the processes and sources of learning as input to future innovation
initiatives.
The acceptable degree of risk is dependent on the innovation ambition, the organization’s capabilities
and the types of innovations addressed by the organization. Managing risk can be addressed by
different approaches, e.g. iterative learning, partnering, or portfolio diversification with different risk
levels. A systems approach is critical for understanding interdependencies and managing uncertainties.
Innovation initiatives can be implemented by processes that identify opportunities, create and validate
concepts, and develop and deploy solutions. These innovation processes are implemented iteratively
and often in a non-linear sequence. They need to be flexible and adaptable to the types of innovations
the organization seeks to achieve.
Organizations can establish unified or separate structures, to implement innovation activities. These
may require different leadership styles, competencies, and cultures. Implementing an innovation
management system can encourage the organization to challenge the status quo and established
organizational assumptions and structures. This can help the organization to manage uncertainties
and risks more effectively.
0.4 Relationship with other management system standards
This document applies the framework developed by ISO to improve alignment among its International
Standards for management systems (see ISO/IEC Directives, Part 1, Consolidated ISO Supplement,
Annex SL). This framework enables an organization to align or integrate its innovation management
system with the guidance or requirements of other management system standards.
This document relates to the ISO 56000 family of standards, developed by ISO/TC 279, as follows:
1)
a) ISO 56000 Innovation management — Fundamentals and vocabulary provides essential background
for the proper understanding and implementation of this document;
b) ISO TR 56004 Innovation management assessment — Guidance provides guidance for organizations
to plan, implement and follow-up on an innovation management assessment;
c) ISO 560
...
SLOVENSKI STANDARD
oSIST prEN ISO 56002:2020
01-oktober-2020
Upravljanje inovacij - Sistem upravljanja inovacij - Navodilo (ISO 56002:2019)
Innovation management - Innovation management system - Guidance (ISO 56002:2019)
Innovationsmanagement - Innovationsmanagementsystem - Leitfaden (ISO 56002:2019)
Management de l’innovation - Système de management de l’innovation -
Recommandations (ISO 56002:2019)
Ta slovenski standard je istoveten z: prEN ISO 56002
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
oSIST prEN ISO 56002:2020 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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oSIST prEN ISO 56002:2020
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oSIST prEN ISO 56002:2020
INTERNATIONAL ISO
STANDARD 56002
First edition
2019-07
Innovation management — Innovation
management system — Guidance
Management de l’innovation — Système de management de
l’innovation — Recommandations
Reference number
ISO 56002:2019(E)
©
ISO 2019
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oSIST prEN ISO 56002:2020
ISO 56002:2019(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2019
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2019 – All rights reserved
---------------------- Page: 4 ----------------------
oSIST prEN ISO 56002:2020
ISO 56002:2019(E)
Contents Page
Foreword .v
0 Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 2
4.1 Understanding the organization and its context . 2
4.1.1 General. 2
4.1.2 External issues . 2
4.1.3 Internal issues . 2
4.2 Understanding the needs and expectations of interested parties . 3
4.3 Determining the scope of the innovation management system . 3
4.4 Establishing the innovation management system . 4
4.4.1 General. 4
4.4.2 Culture . 4
4.4.3 Collaboration . 5
5 Leadership . 5
5.1 Leadership and commitment . 5
5.1.1 General. 5
5.1.2 Focus on value realization . 6
5.1.3 Innovation vision . 6
5.1.4 Innovation strategy . . 6
5.2 Innovation policy . 7
5.2.1 Establishing the innovation policy . 7
5.2.2 Communicating the innovation policy . 7
5.3 Organizational roles, responsibilities, and authorities . 7
6 Planning . 8
6.1 Actions to address opportunities and risks . 8
6.2 Innovation objectives and planning to achieve them . 8
6.2.1 Innovation objectives . 8
6.2.2 Planning to achieve objectives . 9
6.3 Organizational structures . 9
6.4 Innovation portfolios .10
7 Support .10
7.1 Resources .10
7.1.1 General.10
7.1.2 People .10
7.1.3 Time .11
7.1.4 Knowledge .11
7.1.5 Finance .11
7.1.6 Infrastructure .12
7.2 Competence .12
7.3 Awareness .13
7.4 Communication .14
7.5 Documented information .14
7.5.1 General.14
7.5.2 Creating and updating .14
7.5.3 Control of documented information .14
7.6 Tools and methods .15
7.7 Strategic intelligence management .15
7.8 Intellectual property management .16
© ISO 2019 – All rights reserved iii
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oSIST prEN ISO 56002:2020
ISO 56002:2019(E)
8 Operation .16
8.1 Operational planning and control .16
8.2 Innovation initiatives .17
8.3 Innovation processes .18
8.3.1 General.18
8.3.2 Identify opportunities .18
8.3.3 Create concepts .19
8.3.4 Validate concepts .19
8.3.5 Develop solutions .20
8.3.6 Deploy solutions .20
9 Performance evaluation .21
9.1 Monitoring, measurement, analysis, and evaluation.21
9.1.1 General.21
9.1.2 Analysis and evaluation .22
9.2 Internal audit .22
9.3 Management review .23
9.3.1 General.23
9.3.2 Management review inputs .23
9.3.3 Management review outputs .24
10 Improvement .24
10.1 General .24
10.2 Deviation, nonconformity, and corrective action .24
10.3 Continual improvement .25
Bibliography .26
iv © ISO 2019 – All rights reserved
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oSIST prEN ISO 56002:2020
ISO 56002:2019(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to
conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL:
www .iso .org/iso/foreword .html.
The committee responsible for this document is ISO/TC 279, Innovation management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/members .html.
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0 Introduction
0.1 General
An organization’s ability to innovate is recognized as a key factor for sustained growth, economic
viability, increased well-being, and the development of society.
The innovation capabilities of an organization include the ability to understand and respond to changing
conditions of its context, to pursue new opportunities, and to leverage the knowledge and creativity of
people within the organization, and in collaboration with external interested parties.
An organization can innovate more effectively and efficiently if all necessary activities and other
interrelated or interacting elements are managed as a system.
An innovation management system guides the organization to determine its innovation vision, strategy,
policy, and objectives, and to establish the support and processes needed to achieve the intended
outcomes.
The potential benefits of implementing an innovation management system in accordance with this
document are:
a) increased ability to manage uncertainty;
b) increased growth, revenues, profitability, and competitiveness;
c) reduced costs and waste, and increased productivity and resource efficiency;
d) improved sustainability and resilience;
e) increased satisfaction of users, customers, citizens, and other interested parties;
f) sustained renewal of the portfolio of offerings;
g) engaged and empowered people in the organization;
h) increased ability to attract partners, collaborators, and funding;
i) enhanced reputation and valuation of the organization;
j) facilitated compliance with regulations and other relevant requirements.
0.2 Innovation management principles
This document is based on innovation management principles. An innovation management principle
includes a statement of the principle, a rationale of why the principle is important for the organization,
some examples of benefits associated with the principle, and finally examples of actions the organization
can take to improve performance when applying the principle.
The following principles are the foundation of the innovation management system:
a) realization of value;
b) future-focused leaders;
c) strategic direction;
d) culture;
e) exploiting insights;
f) managing uncertainty;
g) adaptability;
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h) systems approach.
The principles can be considered as an open set to be integrated and adapted within the organization.
0.3 Innovation management system
0.3.1 General
An innovation management system is a set of interrelated and interacting elements, aiming for the
realization of value. It provides a common framework to develop and deploy innovation capabilities,
evaluate performance, and achieve intended outcomes.
The elements can be gradually adopted to implement the system according to the particular context and
circumstances of the organization. Full benefits can be gained when all the elements of the innovation
management system, are adopted by the organization.
Ultimately, the effective implementation of the innovation management system relies on the
commitment by top management and the ability of leaders to promote innovation capabilities and a
culture supporting innovation activities.
0.3.2 Plan-Do-Check-Act cycle
The Plan-Do-Check-Act (PDCA) cycle enables continual improvement of the innovation management
system to ensure that the innovation initiatives and processes are adequately supported, resourced,
and managed, and that opportunities and risks are identified and addressed by the organization.
The PDCA cycle can be applied to the innovation management system as a whole or its parts. Figure 1
illustrates how Clauses 4 to 10 can be grouped in relation to the PDCA cycle. The cycle is informed and
directed by the context of the organization (Clause 4) and its leadership (Clause 5).
Figure 1 — Representation of the framework of the innovation management system with
references to the clauses of this document
The cycle can be briefly described as follows:
a) Plan: Establish the objectives and determine the actions needed to address opportunities and risks
(Clause 6);
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b) Do: Implement what is planned in terms of support and operations (Clauses 7 and 8);
c) Check: Monitor and (where applicable) measure results against objectives (Clause 9);
d) Act: Take actions to continually improve the performance of the innovation management system
(Clause 10).
0.3.3 Managing uncertainty and risk
Innovation activities need to address high degrees of variation and uncertainty, particularly during the
early creative phases. They are explorative and characterized by search, experimentation, and learning.
As the process progresses, knowledge is gained and uncertainty is reduced.
Innovation initiatives involve risk-taking and not all of these will result in innovation. Discontinued
initiatives are an integral part of the processes and sources of learning as input to future innovation
initiatives.
The acceptable degree of risk is dependent on the innovation ambition, the organization’s capabilities
and the types of innovations addressed by the organization. Managing risk can be addressed by
different approaches, e.g. iterative learning, partnering, or portfolio diversification with different risk
levels. A systems approach is critical for understanding interdependencies and managing uncertainties.
Innovation initiatives can be implemented by processes that identify opportunities, create and validate
concepts, and develop and deploy solutions. These innovation processes are implemented iteratively
and often in a non-linear sequence. They need to be flexible and adaptable to the types of innovations
the organization seeks to achieve.
Organizations can establish unified or separate structures, to implement innovation activities. These
may require different leadership styles, competencies, and cultures. Implementing an innovation
management system can encourage the organization to challenge the status quo and established
organizational assumptions and structures. This can help the organization to manage uncertainties
and risks more effectively.
0.4 Relationship with other management system standards
This document applies the framework developed by ISO to improve alignment among its International
Standards for management systems (see ISO/IEC Directives, Part 1, Consolidated ISO Supplement,
Annex SL). This framework enables an organization to align or integrate its innovation management
system with the guidance or requirements of other management system standards.
This document relates to the ISO 56000 family of standards, developed by ISO/TC 279, as follows:
1)
a) ISO 56000 Innovation management — Fundamentals and vocabulary provides essential background
for the proper understanding and implementation of this document;
b) ISO TR 56004 Innovation management assessment — Guidance provides guidance for organizations
to plan, implement and follow-up on an innovation management assessment;
c) ISO 56003 Innovation management — Tools and methods for innovation partnership — Guidance;
d) and subsequent standards provide guidance on tools and methods to support the implementation
of the innovation management system.
The implementation of an effective and efficient innovation management system can have impact on, or
be impacted by, other management systems and can require integration at several levels.
Management system standards complement each other but can also be used independently. This
document can be implemented together with other management system standards, helping
organizations to balance the exploitation of existing offerings and operations, with the exploration
1) Under preparation. Stage at the time of publication: ISO/DIS 56000.
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and introduction of new offerings. Organizations can find a balance between innovation management
guidance and other management system standards.
Organizations that have not adopted other management system standards can adopt this document as
stand-alone guidance within their organization.
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INTERNATIONAL STANDARD ISO 56002:2019(E)
Innovation management — Innovation management
system — Guidance
1 Scope
1.1 This document provides guidance for the establishment, implementation, maintenance, and
continual improvement of an innovation management system for use in all established organizations. It
is applicable to:
a) organizations seeking sustained success by developing and demonstrating their ability to
effectively manage innovation activities to achieve the intended outcomes;
b) users, customers, and other interested parties, seeking confidence in the innovation capabilities of
an organization;
c) organizations and interested parties seeking to improve communication through a common
understanding of what constitutes an innovation management system;
d) providers of training in, assessment of, or consultancy for, innovation management and innovation
management systems;
e) policy makers, aiming for higher effectiveness of support programs targeting the innovation
capabilities and competitiveness of organizations and the development of society.
1.2 All the guidance within this document is generic and intended to be applicable to:
a) all types of organizations, regardless of type, sector, or size. The focus is on established
organizations, with the understanding that both temporary organizations and start-ups can also
benefit by applying these guidelines in all or in part;
b) all types of innovations, e.g. product, service, process, model, and method, ranging from incremental
to radical;
c) all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-
driven innovation activities.
It does not describe detailed activities within the organization, but rather provides guidance at a general
level. It does not prescribe any requirements or specific tools or methods for innovation activities.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 56000, Innovation management — Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 56000 apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
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