ISO/TS 56010

Innovation management — Illustrative examples of ISO 56000

Management de l’innovation — Exemples illustratifs de l'ISO 56000

General Information

• Status: Not Published
• ICS: 03.100.01 - Company organization and management in general
• ICS: 03.100.40 - Research and development
• Technical Committee: ISO/TC 279 - Innovation management
• Drafting Committee: ISO/TC 279/WG 2 - Terminology, terms and definitions
• Current Stage: 6000 - International Standard under publication
• Completion Date: 15-Jul-2023

Standards Content (Sample)

FINAL
TECHNICAL ISO/DTS
DRAFT
SPECIFICATION 56010
ISO/TC 279
Innovation management — Illustrative
Secretariat: AFNOR
examples of ISO 56000
Voting begins on:
2023-05-19
Management de l’innovation — Exemples illustratifs de l'ISO 56000
Voting terminates on:
2023-07-14
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 SUPPOR TING
DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
Reference number
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
ISO/DTS 56010:2023(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN-
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. © ISO 2023

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ISO/DTS 56010:2023(E)
FINAL
TECHNICAL ISO/DTS
DRAFT
SPECIFICATION 56010
ISO/TC 279
Innovation management — Illustrative
Secretariat: AFNOR
examples of ISO 56000
Voting begins on:
Management de l’innovation — Exemples illustratifs de l'ISO 56000
Voting terminates on:
COPYRIGHT PROTECTED DOCUMENT
© ISO 2023
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.
RECIPIENTS OF THIS DRAFT ARE INVITED TO
ISO copyright office
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
CP 401 • Ch. de Blandonnet 8
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
CH-1214 Vernier, Geneva
DOCUMENTATION.
Phone: [phone]
IN ADDITION TO THEIR EVALUATION AS
Reference number
Email: [e-mail]
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO­
ISO/DTS 56010:2023(E)
Website: www.iso.org
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
Published in Switzerland
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN­
DARDS TO WHICH REFERENCE MAY BE MADE IN
ii
  © ISO 2023 – All rights reserved
NATIONAL REGULATIONS. © ISO 2023

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ISO/DTS 56010:2023(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Descriptions of vocabulary and illustrative examples . 2
4.1 General . 2
4.2 Brief description of terms . 2
4.3 Innovation . 3
4.3.1 Description of innovation . 3
4.3.2 Forms of innovation. 3
4.4 Description of innovation activities . 4
4.5 Description of innovation processes . 4
4.6 Description of innovation management . 4
4.7 Description of innovation management system . 5
4.8 Distinguishing innovation from other related concepts . 5
Annex A (informative) Case studies . 6
Bibliography .15
iii
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ISO/DTS 56010:2023(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 non­governmental, 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 document 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).
ISO draws attention to the possibility that the implementation of this document may involve the use
of (a) patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed
patent rights in respect thereof. As of the date of publication of this document, ISO had not received
notice of (a) patent(s) which may be required to implement this document. However, implementers are
cautioned that this may not represent the latest information, which may be obtained from the patent
database available at www.iso.org/patents. ISO shall not be held responsible for identifying any or all
such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, 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
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee 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.
iv
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ISO/DTS 56010:2023(E)
Introduction
0.1 General
The main purpose of this document is to provide easy to understand descriptions of a limited selection
of the key terms and definitions found in ISO 56000. This document offers simple, fictional examples,
which are intended to illustrate the general concepts which underpin ISO 56000.
This document is designed to be of benefit to parties who are interested in managing innovation, but
who are not yet fully familiar with the working definitions and concepts presented in the ISO 56000
family of standards related to innovation management. It is not intended to serve as a reference on how
to manage innovation, rather it is a guide for the understanding, communication, dissemination, and
adoption of innovation management standards.
0.2 Relationships with other innovation management standards
The following are documents developed by ISO/TC 279 in the ISO 56000 family of standards:
— ISO 56000 provides vocabulary, fundamental concepts and principles of innovation management
and its systematic implementation;
— ISO 56002 provides guidance for organizations to establish, implement, maintain and continually
improve an innovation management system;
— ISO 56003 provides guidance for organizations working together to innovate;
— ISO/TR 56004 provides guidance for organizations to plan, implement and follow­up on an
innovation management assessment;
— ISO 56005 supports the role of intellectual property (IP) within innovation management;
— ISO 56006 provides guidelines for supporting strategic intelligence within innovation management.
v
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TECHNICAL SPECIFICATION ISO/DTS 56010:2023(E)
Innovation management — Illustrative examples of ISO
56000
1 Scope
This document provides descriptions, context, and examples for selected concepts of innovation
management defined in ISO 56000, chosen to provide understanding of the most essential concepts in
innovation management.
This document does not explain “how to” innovate or manage innovation, but it enables understanding
of the language and concepts used in communication related to innovation and innovation management.
Descriptions, examples, and infographics are used throughout this document, both to illustrate concepts
and to differentiate between concepts. The examples have been chosen from a variety of industries and
sectors with a focus on different types of innovations and are non-exhaustive.
The document is intended to be used by:
a) organizations implementing an innovation management system, or performing innovation
management assessments;
b) organizations that need to improve their ability to effectively manage innovation activities;
c) users, customers, and other interested parties (internal and external) seeking to ground and
improve communication through a common understanding of the vocabulary used in innovation
management;
d) providers of training in, assessment of, or consultancy for, innovation management and innovation
management systems;
e) developers of innovation management and related standards.
This document uses examples to make concepts more comprehensible and is intended to be used as:
— An introduction: Interested parties can be onboarded to the documents published as part of the
ISO 56000 family of standards, bridging the gaps between alternative views, beliefs, and conceptions
of innovation and the science and practice of innovation management.
— A guideline: This document presents key technical definitions and concepts in a descriptive format
suited to broad and non­technical audiences and can be used to provide basic understanding to
organizations, academia, media, and other interested parties as the agreed upon standards become
available to the world.
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 56000:2020, Innovation management — Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 56000 apply.
1
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ISO/DTS 56010:2023(E)
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp/
— IEC Electropedia: available at http:// www .electropedia .org/
4 Descriptions of vocabulary and illustrative examples
4.1 General
This document expands on the following selected vocabulary defined in ISO 56000 with the intent of
providing descriptions that combine the notes to entry with the definitions, context, and examples:
— innovation;
— innovation activity;
— innovation process;
— innovation management;
— innovation management system.
Further descriptions and examples for each of the above can be found in the next subclauses, and in
Annex A, including examples of product, process, and service innovations.
The examples and use cases included in this document are fictitious and are intended to give the reader
context for the vocabulary and the attributes used to determine the significance of an innovation. The
illustrative examples, in the form of case studies, have been chosen in such a manner as to show the
varying degrees of the three attributes used to determine the significance of an innovation (value,
change/newness, impact) with the understanding that the degrees are relative to and determined by
the organization and other interested parties. The examples are not intended to be exhaustive.
4.2 Brief description of terms
— An "innovation" is a new or changed product, process, or service that creates value. It is not an
activity that creates the outcome, it is the outcome itself.
— An "innovation activity" is an activity that generally contributes to innovation.
— An "innovation process" is a combination or sequence of activities that aims to deliver an innovation.
— "innovation management" is the structuring and carrying out of innovation processes and business
processes designed to lead to innovation.
— "innovation initiative" see example in A.2.4.3 Case Study 1
— "innovation portfolio" see example in A.5.4.4 Case Study 4
— An "innovation management system" is the way an organization has organized policies, strategies,
processes and various other interacting elements and interrelated elements to accomplish its
innovation objectives, including delivering innovation, with greater predictability, and aiming for
the realization of value.
2
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ISO/DTS 56010:2023(E)
4.3 Innovation
4.3.1 Description of innovation
Whether changed or new, an innovation is an outcome that adds value through its adoption,
implementation, commercialization, and/or use. An innovation can be a product, service, process,
model, method, or any other outcome, but must create value in order to be considered an innovation.
The significance of an innovation is often determined by the intersection of some combination or
permutation of the degrees of value, change/newness, and impact:
— Degree of value
The degree of value can be either financial or non-financial, or both, and can affect individuals,
groups, organizations, or societies.
EXAMPLE A process for creating and/or delivering more value­producing advertising, marketing, and/
or logistics channels can be considered an innovation. The introduction of that type of innovation can result
in loss of value for another organization.
— Degree of change/newness
The degree of change/newness is generally considered to exist on a continuum ranging from
incremental to radical/breakthrough. The degree of change/newness can be also explicitly
expressed as the degree of shift from the current method of achieving an outcome to the new
method.
EXAMPLE Innovations that an organization might create can range from an additional point of
configuration for a current solution (incremental change), to having the option for a fully customizable
solution, to the offering of an entirely new solution (radical/breakthrough change) for improving customers’/
users’ experiences.
— Degree of impact
The degree of impact is the effect an innovation can have on any or all interested parties. It may
be expressed as the outcomes of the shift generated by an innovation. Impact can be (e.g. direct/
indirect, short/long term, positive/negative, local/global).
EXAMPLE When large organizations close or expand due to a disruptive innovation gaining significant
market share (i.e. a simpler offering that has been adopted by a significant number of users), economic
development agencies can calculate the ripple effect(s) on the jobs lost or created, but can struggle to
calculate the full, long-term, complex, or more indirect impacts on society or the environment.
4.3.2 Forms of innovation
Three commonly referred to forms of innovation as defined in ISO 56000 are incremental, radical/
breakthrough, and disruptive, described below and illustrated in Figure 1.
"Incremental innovation" and "radical/breakthrough innovation" relate to the degree of change
introduced by the innovation as compared to prior art. As illustrated in the previous examples,
incremental and radical/breakthrough innovation form two ends of a continuum, with incremental
representing the least amount of change or newness and radical/breakthrough representing the most
amount of change or newness.
"Disruptive innovation" relates to the impact of the innovation. Innovations that address less demanding
needs by pursuing cost efficiency through more banal offerings become disruptive when they are
adopted by a significant number of users as a replacement for a previously established offering.
3
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ISO/DTS 56010:2023(E)
a) Incremental innovation b) Breakthrough/radical inno- c) Disruptive innovation
vation
Key
a
Degree of value.
b
Degree of impact.
c
Degree of change/newness.
NOTE The values attributed in these examples are arbitrary and for illustration purposes only. The forms of
innovations are represented by planes in grey colour.
Figure 1 — Forms of innovation
4.4 Description of innovation activities
Innovation activities are activities which aim to generate or develop innovations. They can be highly
diverse ­ ranging from isolated or unpremeditated events, such as accidental discoveries ­ to being part
of structured and planned processes, such as research and development activities. Innovation activities
can be combined or reiterated and can, but do not always, result in successful innovations.
Examples of innovation activities can include, but are not limited to, research and development (R&D),
needs assessments, ideation or creativity sessions, simulation and prototyping, testing, documentation,
monitoring, evaluation, and commercialization.
4.5 Description of innovation processes
An innovation process consists of any sequence of activities that aims to create innovations and thus
realizing value, however not all innovation processes will result in innovations. Innovation processes
are often designed to manage uncertainty, and as such are generally flexible, non-linear, iterative, and
characterized by experimentation, learning, and tolerance of failure. Examples of innovation processes
include, but are not limited to, identifying opportunities, generating concepts, and identifying and
developing solutions.
In an innovation process:
— the order of the activities can be important,
— the activities need not be sequential, for example, they can be parallel, and
— the relation and interaction between the different activities in the process can be important.
4.6 Description of innovation management
Innovation management involves defining, planning, integrating, and executing the innovation
activities and/or processes necessary to achieve innovation(s), which includes reducing risks, managing
uncertainty, and removing barriers for innovation initiatives and innovators (e.g. developing policies
4
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ISO/DTS 56010:2023(E)
and opening access and managing the trade-offs between optimizing performance and exploring new
opportunities).
Innovation management also includes elements of leadership, such as establishing an innovation vision
and strategy, and wider organizational elements such as fostering a culture supportive of innovation
through social interaction and cooperation among all participants, which can help create an enabling
environment for innovation.
In addition, innova
...

ISO/DTS 56010
ISO/TC 279
Secretariat: AFNOR
Date: 2023-05-04
Innovation management - Illustrative examples of ISO 56000

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Management de l’innovation — Exemples illustratifs de l'ISO 56000
FDIS stage

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ISO/DTS 56010:(E)
© ISO 2023
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
E-mail: [e-mail]
Website: www.iso.org
Published in Switzerland
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 documentsdocument 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).
Field Code Changed
Attention is drawnISO draws attention to the possibility that some of the elementsimplementation of this
document may beinvolve the subjectuse of (a) patent(s). ISO takes no position concerning the evidence,
validity or applicability of any claimed patent rights. in respect thereof. As of the date of publication of
this document, ISO had not received notice of (a) patent(s) which may be required to implement this
document. However, implementers are cautioned that this may not represent the latest information,
which may be obtained from the patent database available at www.iso.org/patents. 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 of the voluntary nature of standards, 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 www. iso. org/iso/
foreword.html), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 279, Innovation management.
A list of all parts in the ISO 56000 series can be found on the ISO website.
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.
Field Code Changed
© ISO 2023 – All rights reserved iii

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ISO/DTS 56010:(E)
Introduction
0.1 General
The main purpose of this document is to provide easy to understand descriptions of a limited selection
of the key terms and definitions found in ISO 56000 Innovation Management – Fundamentals and
Vocabulary. This document offers simple, fictional examples, which are intended to illustrate the general
concepts which underpin theISO 56000 series.
This document is designed to be of benefit to parties who are interested in managing innovation, but who
are not yet fully familiar with the working definitions and concepts presented in the ISO 56000
seriesfamily of standards related to innovation management standards. . It is not intended to serve as a
reference on how to manage innovation, rather it is a guide for the understanding, communication,
dissemination, and adoption of innovation management standards.
0.2 Relationships with other innovation management standards
This document relates to the ISO 56000 family of standards, developed by ISO/TC 279, as follows:
a) a) ISO 56000 Innovation management — Fundamentals and vocabulary — Guidance,ISO 56000
provides vocabulary, fundamental concepts and principles of innovation management and its
systematic implementation;
b) b) ISO 56002 Innovation management — Innovation management system — Guidance,ISO 56002
provides guidance for organizations to establish, implement, maintain and continually improve an
innovation management system;
c) c) ISO 56003 Innovation management — Tools and methods for innovation partnership — Guidance,
provides guidance for organizations working together to innovate;
d) d) ISO/TR 56004 Innovation management assessment — Guidance, provides guidance for
organizations to plan, implement and follow-up on an innovation management assessment;
e) e) ISO 56005 Innovation management – Tools and methods for to support the role of intellectual
property management – Guidance for support the role of (IP) within innovation management;
f) f) ISO 56006 Innovation management — Tools and methods for strategic intelligence management
— Guidance, provides guidelines for supporting strategic intelligence within innovation
management.

1
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ISO/DTS 56010:(E)
Innovation management - Illustrative examples of ISO 56000
1 Scope
This document provides descriptions, context, and examples for selected concepts of innovation
management defined in ISO 56000, chosen to provide understanding of innovation management’sthe
most essential concepts, listed in 4.0.1innovation management.
This document does not explain “how to” innovate or manage innovation, but it enables understanding
of the language and concepts used in communication related to innovation and innovation management.
Descriptions, examples, and infographics are used throughout this document, both to illustrate concepts
and to differentiate between concepts. The examples have been chosen from a variety of industries and
sectors with a focus on different types of innovations and are non-exhaustive.
The document is intended to be used by:
a) a) organizations implementing an innovation management system, or performing innovation
management assessments;
b) b) organizations that need to improve their ability to effectively manage innovation activities;
c) c) users, customers, and other interested parties (internal &and external) seeking to ground and
improve communication through a common understanding of the vocabulary used in innovation
management;
d) d) providers of training in, assessment of, or consultancy for, innovation management and innovation
management systems;
e) e) developers of innovation management and related standards.
This document uses examples to make concepts more comprehensible and is intended to be used as:
— An introduction: Interested parties can be onboarded to the documents published as part of the ISO
56000 seriesfamily of standards, bridging the gaps between alternative views, beliefs, and
conceptions of innovation and the science and practice of innovation management.
— A guideguideline: This document presents key technical definitions and concepts in a descriptive
format suited to broad and non-technical audiences and can be used to provide basic understanding
to organizations, academia, media, and other interested parties as the agreed upon standards become
available to the world.

32 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 56000:2020, Innovation management — Fundamentals and vocabulary

53 3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 56000 apply.
© ISO 2023 – All rights reserved 1

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ISO/DTS 56010:(E)
ISO and IEC maintain terminologicalterminology databases for use in standardization at the following
addresses:
— — ISO Online browsing platform: available at https://www.iso.org/obp/
— — IEC Electropedia: available at http://www.electropedia.org/
2 © ISO 2023 – All rights reserved

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ISO/DTS 56010:(E)
64 4.0 Descriptions of vocabulary and illustrative examples
6.14.1 4.1 General
This document expands on the following selected vocabulary defined in ISO 56000 with the intent of
providing descriptions, that combine the notes to entry with the definitions, context, and examples. :
— innovation;
— innovation activity;
— innovation process;
— innovation management;
— innovation management system.
Further descriptions and examples for each of the above can be found in the next sectionssubclauses, and
in Annex A,Annex A, including examples of product, process, and service innovations.

Note The examples and use cases included in this document are fictitious and are intended to give the
reader context for the vocabulary and the attributes used to determine the significance of an innovation.
The illustrative examples, in the form of case studies, have been chosen in such a manner as to show the
varying degrees of the three attributes used to determine the significance of an innovation (value,
change/newness, impact) with the understanding that the degrees are relative to and determined by the
organization and other interested parties. The examples are not intended to be exhaustive.
6.24.2 4.2 Brief description of terms
— An Innovation"innovation" is a new or changed product, process, or service that creates value. It is
not an activity that creates the outcome, it is the outcome itself.
— An Innovation Activity"innovation activity" is an activity that generally contributes, to innovation.
— An Innovation Process"innovation process" is a combination or sequence of activities that aims to
deliver an innovation.
— Innovation Management"innovation management" is the structuring and carrying out of innovation
processes and business processes designed to lead to innovation.
— Innovation Initiative"innovation initiative" see example in A.2.4.3A.2.4.3 Case Study 1
— Innovation Portfolio"innovation portfolio" see example in A.5.4.4A.5.4.4 Case Study 4
— An Innovation Management System"innovation management system" is the way an organization
has organized policies, strategies, processes and various other interacting elements and interrelated
elements to accomplish its innovation objectives, including delivering innovation, with greater
predictability, and aiming for the realization of value.
6.34.3 4.3 Innovation
6.3.14.3.1 4.3.1 Description of innovation
Whether changed or new, an innovation is an outcome that adds value through its adoption,
implementation, commercialization, and/or use. An innovation can be a product, service, process, model,
method, or any other outcome, but must create value in order to be considered an innovation.
© ISO 2023 – All rights reserved 3

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ISO/DTS 56010:(E)
The significance of an innovation is often determined by the intersection of some combination or
permutation of the degrees of value, change/newness, and impact:
— Degree of value
The degree of value can be either financial and/or non-financial, or both, and can affect individuals,
groups, organizations, or societies.

For example, EXAMPLE A process for creating and/or delivering more value-producing advertising, marketing,
and/or logistics channels couldcan be considered an innovation. The introduction of that type of innovation
couldcan result in loss of value for another organization.
— Degree of change/newness
The degree of change/newness is generally considered to exist on a continuum ranging from
incremental to radical/breakthrough. The degree of change/newness can be also explicitly expressed
as the degree of shift from the current method of achieving an outcome to the new method.

For example, EXAMPLE Innovations that an organization might create couldcan range from an additional point of
configuration for a current solution (incremental change), to having the option for a fully customizable solution, to
the offering of an entirely new solution (radical/breakthrough change) for improving customers’/users’
experiences.
— Degree of impact
The degree of impact is the effect an innovation maycan have on any or all interested parties. It may
be expressed as the outcomes of the shift generated by an innovation. Impact can be (e.g.
direct/indirect, short/long term, positive/negative, local/global etc. ).

For example, EXAMPLE When large organizations close or expand due to a disruptive innovation gaining
significant market share, (i.e. a simpler offering that has been adopted by a significant number of users;), economic
development agencies can calculate the ripple effect(s) on the jobs lost or created, but can struggle to calculate the
full, long-term, complex, or more indirect impacts on society or the environment.

6.3.34.3.2 4.3.2 Forms of innovation
Three commonly referred to forms of innovation as defined in ISO 56000 are incremental,
radical/breakthrough, and disruptive, described below and illustrated in Figure 1.Figure 1.
"Incremental innovation" and Radical/Breakthrough Innovation"radical/breakthrough innovation"
relate to the degree of change introduced by the innovation as compared to prior art. As illustrated in the
previous examples, incremental and radical/breakthrough innovation form two ends of a continuum,
with incremental representing the least amount of change or newness and radical/breakthrough
representing the most amount of change or newness.
"Disruptive innovation" relates to the impact of the innovation. Innovations that address less demanding
needs by pursuing cost efficiency through more banal offerings become disruptive when they are adopted
by a significant number of users as a replacement for a previously established offering.
4 © ISO 2023 – All rights reserved

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ISO/DTS 56010:(E)

a) Incremental innovation b) Breakthrough/radical c) Disruptive innovation
innovation
Key
a Degree of value.
b Degree of impact.
c Degree of change/newness.

a
Degree of value.
b
Degree of impact.
c
Degree of change/newness.
NOTE The values attributed in these examples are arbitrary and for illustration purposes only. The forms of
innovations are represented by planes in grey colour.
Figure 1 – — Forms of innovation

6.54.4 4.4 Description of innovation activities
Innovation activities are activities which aim to generate or develop innovations. They can be highly
diverse - ranging from isolated or unpremeditated events, such as accidental discoveries - to being part
of structured and planned processes, such as research and development activities. Innovation activities
can be combined or reiterated and maycan, but do not always, result in successful innovations.
Examples of innovation activities can include, but are not limited to, research and development (R&D),
needs assessments, ideation or creativity sessions, simulation and prototyping, testing, documentation,
monitoring, evaluation, and commercialization.

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ISO/DTS 56010:(E)
6.74.5 4.5 Description of innovation processes
An innovation process consists of any sequence of activities that aims to create innovations and thus
realizing value, however not all innovation processes will result in innovations. Innovation processes are
often designed to manage uncertainty, and as such are generally flexible, non-linear, iterative, and
characterized by experimentation, learning, and tolerance of failure. Examples of innovation processes
include, but are not limited to, identifying opportunities, generating concepts, and identifying and
developing solutions.
Note, In an innovation process:
— the order of the activities can be important,
— the activities need not be sequential, for example, they can be parallel, and
— the relation and interaction between the different activities in the process can be important.

6.94.6 4.6 Description of innovation management
Innovation management involves defining, planning, integrating, and executing the innovation activities
and/or processes necessary to achieve innovation(s), which includes reducing risks, managing
uncertainty, and removing barriers for innovation initiatives and innovators (e.g.,. developing policies
and opening access and managing the trade-offs between optimizing performance and exploring new
opportunities).
Innovation management also includes elements of leadership, such as establishing an innovation vision
and strategy, and wider organizational elements such as fostering a culture supportive of innovation
through social interaction and cooperation among all participants, which can help create an enabling
environment for innovation.
In addition, innovation management helps to ensure the alignment of innovation activities with the
strategic direction of either the organization and/or society;, or both, which includes ensuring that
innovation activities are based on an understanding of explicit, implicit, latent or nascent needs and
expectations.
6.104.7 4.7 Description of innovation management system
An innovation management system is the combination of strategies, policies, objectives, and processes
that affect an organization’s ability to accomplish its innovation objectives. It can include the
organization’s context, innovation culture, leadership, support, operations, planning, performance
evaluations, and improvement mechanisms. An innovation management system typically has other peer
systems, such as a production system, supply chain system, and human resources system.
An innovation management system is the structure of an organization to achieve its innovation ambitions
and addresses the presence of related uncertainty, while aiming for the realization of value.

6.124.8 4.8 Distinguishing innovation from other related concepts
TheseThe following concepts, from ISO 56000, are often related to innovation, but are sometimes used,
incorrectly, interchangeably with the wordterm innovation.:
"Creativity" and innovation are related, but they are distinct concepts. Creativity isdenotes an ability and
it is generally considered to be the act of conceiving or imagining something original. Creativity can lead
to an innovation, but not always (see ISO 56000:2020, 4.2.3.3)).
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ISO/DTS 56010:(E)
"Invention" is simply something new that was created, and itwhich does not need to create value to be
considered an invention. An innovation, on the other hand, must create value, so not all inventions
become innovations. Only when an invention is adopted and implemented in a way that creates value can
it also be called an innovation. An invention can be protected by intellectual property rights (see ISO
56000:2020, 4.2.3.2).
"Intellectual property" (IP) is an intangible asset. IP can be, among other things, the inventions,
trademarks, trade secrets or knowhowknow-how created in innovation activities (see ISO 56000:2020
3.5.2).
"Intellectual property rights" (IPR) are legal rights that apply to Intellectual PropertyIP under statute or
common law. Non-exhaustive examples of IP rights include patents and utility models, trademarks,
industrial designs, database rights, performance rights and copyright. Not all IP is protected by IPR (see
ISO 56000:2020, 3.5.3).
"Research and d
...