EN ISO 56007:2023
(Main)Innovation management - Tools and methods for managing opportunities and ideas - Guidance (ISO 56007:2023)
Innovation management - Tools and methods for managing opportunities and ideas - Guidance (ISO 56007:2023)
This document provides guidance on managing opportunities and ideas by:
— explaining the reasons for and the value of managing ideas effectively;
— describing how to prepare for front end innovation activities;
— addressing people and organization issues, including innovation leadership, culture and strategy;
— detailing innovation activities and their interrelationships;
— outlining activity and process evaluation considerations that are important for innovation success.
A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating concepts, and validating them. The activities within these processes, when managed together, bring forward viable innovation concepts for development. Developing these innovation concepts into solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this guidance document.
This document provides guidance for any innovation type along the continuum from incremental to radical innovation, as defined in ISO 56000.
This guidance is intended for:
— any user involved in innovation, whether for an organization or individual;
— any organization type or scale;
— any understanding of value creation and realization, whether for profit, social impact, changes in strategic direction, or any other purpose.
This document can help organizations to systematically manage their opportunities and ideas to realize greater value from front end innovation activities to arrive at go/no–go decisions for development. There is no one method or set of tools for use in all situations. Choice is impacted by a range of related considerations to be addressed in this document.
Innovationsmanagement - Tools und Verfahren für Chancen und Ideen - Leitfaden (ISO 56007:2023)
Dieses Dokument enthält Leitlinien für das Chancen- und Ideenmanagement:
Erläuterung der Gründe für ein wirksames Ideenmanagement und dessen Wert;
Beschreibung der vorbereitenden Maßnahmen für Front-End-Innovationsaktivitäten;
Behandlung von personenbezogenen und organisatorischen Anliegen, einschließlich der Innovationsführung, der kulturellen sowie strategischen Aspekte;
ausführliche Beschreibung von Innovationsaktivitäten und deren Beziehungen untereinander;
Zusammenfassen von Überlegungen zur Bewertung von Aktivitäten und Prozessen, die für den Innovationserfolg wichtig sind.
Ein Teil der Prozesse wird wie in ISO 56002 beschrieben behandelt, d. h. Identifizierung von Chancen, Erstellung von Konzepten und deren Validierung. Die Aktivitäten im Rahmen dieser Prozesse bringen, wenn sie gemeinsam gesteuert werden, tragfähige Innovationskonzepte für die Entwicklung hervor. Die Entwicklung dieser Innovationskonzepte hin zu Lösungen und das Bereitstellen dieser Lösungen wird von ISO 56002 behandelt und liegt nicht im Anwendungsbereich dieses Leitfadens.
Dieses Dokument enthält Leitlinien für die komplette Palette an Innovationsarten von inkrementeller bis radikaler Innovation, wie in ISO 56000 definiert.
Dieser Leitfaden ist vorgesehen für:
jeden Anwender, der an der Innovation beteiligt ist, egal ob es sich dabei um eine Organisation oder um eine einzelne Person handelt;
jede Organisation, egal welcher Art oder Größe;
jedes Verständnis der Wertschöpfung und Wertrealisierung, sei es für Gewinn, gesellschaftliche Auswirkungen, Änderungen der strategischen Ausrichtung oder andere Zwecke.
Dieses Dokument kann Organisationen dabei helfen, ihre Chancen und Ideen systematisch zu verwalten, um einen größeren Wert aus den Front-End-Innovationsaktivitäten zu ziehen und Entscheidungen für oder gegen die Weiterentwicklung zu treffen. Es gibt nicht die eine Methode oder den einen Satz von Instrumenten, die für alle Situationen geeignet sind. Die Auswahl wird durch eine Reihe zusammenhängender Überlegungen beeinflusst, die in diesem Dokument behandelt werden.
Management de l’innovation - Outils et méthodes de management des opportunités et des idées - Recommandations (ISO 56007:2023)
Upravljanje inovacij - Orodja in metode za upravljanje idej - Navodila (ISO/FDIS 56007:2023)
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
oSIST prEN ISO 56007:2022
01-junij-2022
Upravljanje inovacij - Orodja in metode za upravljanje idej - Navodila (ISO/DIS
56007:2022)
Innovation management - Tools and methods for idea management - Guidance (ISO/DIS
56007:2022)
Innovationsmanagement – Tools und Verfahren für das Ideenmanagement – Leitfaden
(ISO/DIS 56007:2022)
Management de l’innovation - Outils et méthodes de management des idées -
Recommandations (ISO/DIS 56007:2022)
Ta slovenski standard je istoveten z: prEN ISO 56007
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
oSIST prEN ISO 56007:2022 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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oSIST prEN ISO 56007:2022
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oSIST prEN ISO 56007:2022
DRAFT INTERNATIONAL STANDARD
ISO/DIS 56007
ISO/TC 279 Secretariat: AFNOR
Voting begins on: Voting terminates on:
2022-04-08 2022-07-01
Innovation management — Tools and methods for idea
management — Guidance
ICS: 03.100.40; 03.100.01
This document is circulated as received from the committee secretariat.
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENT AND APPROVAL. IT IS
ISO/CEN PARALLEL PROCESSING
THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
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NATIONAL REGULATIONS.
ISO/DIS 56007:2022(E)
RECIPIENTS OF THIS DRAFT ARE INVITED
TO SUBMIT, WITH THEIR COMMENTS,
NOTIFICATION OF ANY RELEVANT PATENT
RIGHTS OF WHICH THEY ARE AWARE AND TO
PROVIDE SUPPORTING DOCUMENTATION. © ISO 2022
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oSIST prEN ISO 56007:2022
ISO/DIS 56007:2022(E)
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© ISO 2022
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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Contents
Foreword . v
0 Introduction . vi
0.1 General . vi
0.2 Guidance . vi
0.3 Framework . vii
0.4 Relationship to other innovation management standards . vii
1 Scope . 1
2 Normative references . 1
3 Terms and definitions. 2
4 Preparing for idea management . 2
4.1 General . 2
4.2 Key concepts for idea management . 2
4.3 Uncertainty . 4
4.4 Fundamental questions and principles . 5
4.5 Idea generation and progression . 6
4.6 Idea management considerations . 7
4.7 Idea management methods . 8
5 People and organization . 11
5.1 General . 11
5.2 Leadership . 11
5.3 Culture . 12
5.4 Strategy . 12
5.5 Governance . 13
5.6 Idea management portfolio . 13
5.7 Enabling factors – resources . 14
5.8 Enabling factors – organizational support . 15
6 Idea management processes and activities . 17
6.1 General . 17
6.2 Identification. 18
6.2.1 Selecting the right path . 18
6.2.2 Inspiring ideas . 18
6.2.3 Sourcing ideas . 19
6.2.4 Generating and capturing ideas . 20
6.2.5 Scoping ideas . 20
6.3 Concept Creation . 21
6.3.1 What is an innovation concept? . 21
6.3.2 Clustering/theming . 21
6.3.3 Concept generation . 22
6.3.4 Cataloguing innovation concept uncertainties . 23
6.3.5 Selecting concepts . 23
6.4 Validation . 23
6.5 Testing . 24
6.5.1 What is testing? . 24
6.5.2 Why do it? . 24
6.5.3 When to do it? . 24
6.5.4 Who does it? . 25
6.5.5 What is the process? . 25
6.6 Selection. 26
6.6.1 What is selection? . 26
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6.6.2 Why do it? . 26
6.6.3 When to do it? . 26
6.6.4 Who does it? . 26
6.6.5 How does this work? . 27
6.6.6 Proposition document . 29
6.6.7 In the case of transition after selection . 30
7 Evaluation . 30
7.1 General . 30
7.2 Inputs . 31
7.3 Activities . 31
7.4 Outputs . 32
Annex A (informative) Clause 4 – Idea Management Progression and Methods . 33
A.1 General . 33
A.2 Progression of ideas and opportunities . 33
A.3 Types of innovation . 33
A.4 Idea management methods and tools . 35
A.5 Idea Management Method Description Examples . 36
Annex B (informative) Clause 5 - People and organization . 41
B.1 General . 41
B.2 Uncertainty categories and levels . 41
B.3 Example of uncertainty level screening tool by category . 42
B.4 Example of such as questions by category of uncertainty . 43
Annex C (informative) Clause 6 - Idea management processes and activities . 45
C.1 General . 45
C.2 Inspiration for ideas . 45
C.3 Selection criteria recommended in 6.6.5.3 . 48
C.4 Example of a decision tree for go/no go selection - see 6.6.5.3 . 52
C.5 Writing a proposition . 54
Bibliography . 57
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oSIST prEN ISO 56007:2022
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1 Foreword
2 ISO (the International Organization for Standardization) is a worldwide federation of national standards
3 bodies (ISO member bodies). The work of preparing International Standards is normally carried out
4 through ISO technical committees. Each member body interested in a subject for which a technical
5 committee has been established has the right to be represented on that committee. International
6 organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO
7 collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
8 electrotechnical standardization.
9 The procedures used to develop this document and those intended for its further maintenance are
10 described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
11 different types of ISO documents should be noted. This document was drafted in accordance with the
12 editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
13 Attention is drawn to the possibility that some of the elements of this document may be the subject of
14 patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any
15 patent rights identified during the development of the document will be in the Introduction and/or on
16 the ISO list of patent declarations received (see www.iso.org/patents).
17 Any trade name used in this document is information given for the convenience of users and does not
18 constitute an endorsement.
19 For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and
20 expressions related to conformity assessment, as well as information about ISO's adherence to the World
21 Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL:
22 www.iso.org/iso/foreword.html.
23 This document was prepared by Technical Committee ISO/TC 279, Innovation Management, Working
24 Group WG 3, Tools and Methods, Task Force 56007.
25 A list of all parts in the ISO 56000 series can be found on the ISO website.
26 Any feedback or questions on this document should be directed to the user’s national standards body. A
27 complete listing of these bodies can be found at www.iso.org/members.html.
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28 0 Introduction
29 0.1 General
30 The ability to innovate is central to any organization’s growth, viability, and impact within society. Idea
31 management is a process for managing ideas. This standard focuses on early-stage ideas in the front end
32 of innovation, utilizing tools and methods for identifying opportunities, creating concepts, and validating
33 concepts to be considered for development and deployment. It does not address ideas that result from
34 development and deployment activities.
35 Any organization wishing to innovate needs to bring good ideas and opportunities through to realization
36 to provide a stream of potential innovations. This idea management standard guides activities from
37 intention through to selection for development.
38 0.2 Guidance
39 This standard guides people and organizations to realize value from their ideas and opportunities at
40 strategic and operational levels.
41 Ideas and opportunities can come from anywhere, e.g., top down, bottom up, inside or outside the
42 organization. They can span the continuum of innovation types from incremental to radical.
43 Organizations will need to manage their efforts at different levels of sophistication and complexity,
44 depending on their size, maturity, context, and ambition.
45 This standard supports these different levels according to type of organization and innovation ambitions.
46 It also can help users select and adapt methods and tools that are appropriate to their specific
47 circumstances.
48 Types of organizations and users of this Standard include, for example:
49 a) established, large organizations (for profit and social value) desiring to be more systematic about their
50 idea and opportunity management activities;
51 b) small and Medium Enterprises (SMEs) looking to bring more structure to their innovation activities;
52 c) start-ups/Venture Capitalists considering how to evaluate ideas and opportunities more
53 systematically;
54 d) non-profit organizations seeking to leverage idea management activities to build a more innovative
55 organization for the benefit of their interested parties;
56 e) Non-governmental organizations (NGOs) aiming to transform innovation ecosystems through more
57 effective and efficient idea management activities;
58 f) Individuals inside or outside of an organization looking for a framework for managing ideas and
59 opportunities; and
60 g) Universities and research institutions exploring new ways to create value by addressing the needs and
61 expectations of the organization and interested parties.
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62 0.3 Framework
63 Figure 1 presents idea management as one element of an innovation management system. Idea
64 management covers the front end of innovation and includes those activities within the dashed circle.
65 The Figure emphasizes the iterative nature of idea management, with learning cycles that reduce
66 uncertainty and lead toward realizing value.
67
68 Figure 1 — Idea management framework in relation to ISO 56002 IMS Operation processes
69 The main clauses of this standard provide information and guidance as follows:
70 — Clause 4 focuses on preparing for idea management, including key terms of reference, fundamental
71 questions to ask, the progression of ideas, innovation drivers to consider, and different methods that
72 can apply;
73 — Clause 5 focuses on people and organizational considerations and how they could affect idea
74 management;
75 — Clause 6 details idea and opportunity management activities and their interrelationships through
76 identification, concept creation and validation (further refined into testing and selection);
77 — Clause 7 covers review and evaluation of idea management activities and efforts.
78 0.4 Relationship to other innovation management standards
79 This document relates to the ISO 56000 family of standards, developed by ISO/TC 279 as follows:
80 a) ISO 56000, Innovation management — Fundamentals and vocabulary, for understanding the main
81 terms, definitions, concepts, and principles of innovation management.
82 b) ISO 56002, Innovation management — Innovation management system — Guidance, for establishing,
83 implementing, maintaining, and continually improving an innovation management system.
84 c) ISO 56003, Innovation management — Tools and methods for innovation partnership — Guidance, for
85 working together to innovate.
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86 d) ISO/TR 56004, Innovation management assessment — Guidance, for planning, implementing, and
87 acting upon the results of an innovation management assessment.
88 e) ISO 56005, Innovation management — Intellectual property management — Guidance, for
89 establishing and implementing an intellectual property (IP) framework, strategy, and tools for IP
90 management activities.
91 f) ISO 56006 (under development), Innovation management — Tools and methods for strategic
92 intelligence — Guidance, for developing and providing intelligence to enable strategically driven
93 innovation decisions.
94 g) ISO 56008 (under development), Innovation management — Tools and methods for innovation
95 measurement — Guidance, for planning, designing, and selecting indicators and metrics to measure
96 innovation activities and portfolio.
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97 Innovation management — Tools and methods — Guidance for
98 managing ideas and opportunities
99 1 Scope
100 This document provides guidance on managing ideas and opportunities by:
101 — explaining the reasons for and the value of managing ideas effectively;
102 — describing how to prepare for idea management;
103 — addressing people and organization issues, including culture;
104 — detailing idea management activities and their interrelationships;
105 — outlining activity and process evaluation considerations that are important for innovation success.
106 This standard addresses a sub-set of processes as described in ISO 56002 – identifying opportunities,
107 creating concepts, and validating them. The activities within these processes, when managed together,
108 bring forward viable innovation concepts for development. Developing these concepts into solutions and
109 deploying these solutions is outside the scope of this standard and is addressed by ISO 56002.
110 This document provides guidance for any innovation type along the continuum from incremental to
111 radical innovation, as defined in ISO 56000.
112 This document is intended for:
113 — any user involved in innovation, whether for an organization or individual;
114 — any organization type or scale;
115 — any understanding of value realization, whether for profit, social impact, changes in strategic
116 direction, or any other purpose;
117 This standard can help organizations learn how to systematically manage their ideas and opportunities
118 to realize greater value from idea management activities to arrive at go/no–go decisions for development.
119 There is no one method or set of tools for use in all situations. Choice is impacted by a range of related
120 considerations to be addressed in this document.
121 2 Normative references
122 The following documents are referred to in the text in such a way that some or all of their content
123 constitutes requirements of this document. For dated references, only the edition cited applies. For
124 undated references, the latest edition of the referenced document (including any amendments) applies.
125 ISO 56000, Innovation management — Fundamentals and vocabulary
126 ISO 56002, Innovation management — Innovation management system — Guidance
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127 3 Terms and definitions
128 For the purposes of this document, the terms and definitions given in ISO 56000 apply. For those
129 definitions that are not included in ISO 56000, they will be included in the next version of ISO 56000.
130 ISO and IEC maintain terminological databases for use in standardization at the following addresses:
131 — ISO Online browsing platform: available at http://www.iso.org/obp To see only TC 279 definitions
132 select “Terms & Definitions” and for Committees select “ISO/TC 279”
133 — IEC Electropedia: available at http://www.electropedia.org/
134 4 Preparing for idea management
135 4.1 General
136 To prepare successfully for idea management, organizations should:
137 — align on its key terms to create a common language;
138 — ask the right questions at the right time to enable learning;
139 — address organizational considerations that are specific to innovation;
140 — gain a clear view of idea and opportunity progression; and
141 — understand how different methods can be applied.
142 Each of these considerations refers in one way or another to all or parts of three fundamental processes
143 described in ISO 56002: identification, concept creation and validation.
144 The progression idea managers seek is to learn, iteratively, to reduce uncertainty in order to achieve
145 sufficient clarity to make selection decisions as described in 4.3. The intended outcome of idea
146 management activities is to deliver validated innovation concepts that are ready for development. The
147 activities that enable this outcome are detailed in clause 6 of this document.
148 In this standard, validation is further divided into testing and selection. Testing covers all the activities
149 that contribute to reducing uncertainties to achieve an outcome as described in 4.2 and 4.3. Selection
150 covers the decision-making activities that are necessary to identify ideas or opportunities that deserve
151 further attention and ultimately become innovation concepts suitable for development. Selection may
152 also lead to rework or archiving of ideas that are not meeting selection criteria as outlined in 6.6.
153 4.2 Key concepts for idea management
154 The organization should consider the following descriptions of concepts to prepare for managing ideas:
155 — whereas idea management is a process for managing the entire idea lifecycle, this standard focuses
156 on the front end of innovation;
157 — an area of opportunity can address a current strategy or a strategic intent or can emerge due to
158 external and internal changes. It has the potential to sustain, grow or renew an organization;
159 — an idea can be inspired spontaneously or by an area of opportunity. It can address a stated or
160 unstated issue or problem to be solved, need or desire. It can emerge through serendipity or by a
161 direct challenge or brief. It can also lead to opportunities or opportunity areas;
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162 — an opportunity emerges from a set of circumstances that can lead to a potential innovation. It can also
163 lead to ideas or opportunity areas;
164 — an innovation concept is the result of evolving and refining an initial idea or opportunity or
165 integrating related ideas and opportunities;
1)
166 — an uncertainty is a lack of knowledge or understanding across a wide range of considerations that
167 increases the unpredictability of a desired/potential innovation;
2)
168 — a risk is a deviation from the expected arising from uncertain
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