oSIST prEN ISO 56000:2020

SLOVENSKI STANDARD
oSIST prEN ISO 56000:2020
01-oktober-2020
Upravljanje inovacij - Osnove in slovar (ISO 56000:2020)
Innovation management - Fundamentals and vocabulary (ISO 56000:2020)
Innovationsmanagement - Grundlagen und Begriffe (ISO 56000:2020)

Management de l’innovation - Principes essentiels et vocabulaire (ISO 56000:2020)

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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Foreword ........................................................................................................................................................................................................................................iv

Introduction ..................................................................................................................................................................................................................................v

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ...................................................................................................................................................................................... 1

3 Terms and definitions ..................................................................................................................................................................................... 1

3.1 General terms related to innovation .................................................................................................................................... 1

3.2 Terms related to organization.................................................................................................................................................... 4

3.3 Terms related to objective ............................................................................................................................................................. 6

3.4 Terms related to knowledge ........................................................................................................................................................ 8

3.5 Terms related to intellectual property ............................................................................................................................... 8

3.6 Terms related to innovation initiative ................................................................................................................................ 9

3.7 Terms related to performance ................................................................................................................................................10

3.8 Terms related to assessment ...................................................................................................................................................11

4 Fundamental concepts and innovation management principles ....................................................................13

4.1 General ........................................................................................................................................................................................................13

4.1.1 Rationale for engaging in innovation activities ..................................................................................13

4.1.2 Innovation activities in organizations ........................................................................................................13

4.1.3 Impact of innovations ...............................................................................................................................................14

4.2 Fundamental concepts ..................................................................................................................................................................14

4.2.1 Innovation ...................................................................... .....................................................................................................14

4.2.2 Attributes of innovation..........................................................................................................................................15

4.2.3 Concepts related to innovation.........................................................................................................................15

4.2.4 Activities and processes to achieve innovation ..................................................................................16

4.2.5 Innovation management ........................................................................................................................................17

4.2.6 Innovation management system .....................................................................................................................18

4.2.7 Relationship with other management systems ..................................................................................19

4.3 Innovation management principles ...................................................................................................................................19

4.3.1 Realization of value.....................................................................................................................................................19

4.3.2 Future-focused leaders ............................................................................................................................................20

4.3.3 Strategic direction .......................................................................................................................................................21

4.3.4 Culture ...................................................................................................................................................................................22

4.3.5 Exploiting insights .......................................................................................................................................................23

4.3.6 Managing uncertainty ..............................................................................................................................................24

4.3.7 Adaptability .......................................................................................................................................................................24

4.3.8 Systems approach ........................................................................................................................................................25

Annex A (informative) Concept relationships and their graphical representation ..........................................27

Annex B (informative) Relations to vocabulary of other organizations .......................................................................32

Bibliography .............................................................................................................................................................................................................................34

Alphabetical index of terms .....................................................................................................................................................................................36

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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

An organization’s ability to innovate is recognized as a key factor for sustained growth, economic

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 in collaboration with external interested parties.

This document is intended to help the user by establishing a coherent, consistent and common

a) understand the main terms, definitions, concepts and principles of innovation management;

b) support an organization to establish, implement, maintain and continually improve an innovation

c) facilitate communication and create awareness of innovation activities internally and across

Clause 3 specifies the terms and definitions that are necessary to understand innovation management

Clause 4 provides the fundamental concepts and innovation management principles, describing why

organizations should engage in innovation activities, the main concepts regarding innovation and the

principles that an organization should consider as the basis for the effective management of innovation

Annex B presents the relationship between the definitions within this document and those provided by

This document relates to the ISO 56000 family of standards, developed by ISO/TC 279, as follows:

a) ISO 56002 Innovation management — Innovation management system — Guidance, provides

guidance for organizations to establish, implement, maintain and continually improve an innovation

b) ISO 56003 Innovation management — Tools and methods for innovation partnership — Guidance,

c) ISO TR 56004 Innovation management assessment — Guidance, provides guidance for organizations

d) ISO 56005 and subsequent standards provide further guidance on tools and methods to support

1.1 This document provides the vocabulary, fundamental concepts and principles of innovation

a) organizations implementing an innovation management system or performing innovation

b) organizations that need to improve their ability to effectively manage innovation activities;

c) users, customers and other relevant interested parties (e.g. suppliers, partners, funding

organizations, investors, universities and public authorities) seeking confidence in the innovation

d) organizations and interested parties seeking to improve communication through a common

e) providers of training in, assessment of, or consultancy for, innovation management and innovation

a) all types of organizations, regardless of type, sector, maturity-level or size;

b) all types of innovations, e.g. product, service, process, model and method, ranging from incremental

c) all types of approaches, e.g. internal and open innovation, user-, market-, technology- and design-

This document specifies the terms and definitions applicable to all innovation management and

Note 1 to entry: Novelty and value are relative to, and determined by, the perception of the organization (3.2.2)

Note 2 to entry: An innovation can be a product, service, process (3.1.5), model, method, etc.

Note 3 to entry: Innovation is an outcome. The word “innovation” sometimes refers to activities or processes

resulting in, or aiming for, innovation. When “innovation” is used in this sense, it should always be used with

Note 4 to entry: For the purpose of statistical measurement, refer to the Oslo Manual 2018, 4th edition, by OECD/

Eurostat. See Annex B.2 for a comparison between the definitions of innovation by ISO and the OECD/Eurostat.

[SOURCE: ISO 9000:2015, 3.6.15, modified by using the term “entity” instead of “object” and by replacing

Note 2 to entry: Radical innovation is at the other end of the continuum to incremental innovation.

innovation (3.1.1) initially addressing less demanding needs, displacing established offerings

Note 1 to entry: Compared to established offerings, disruptive innovations are initially simpler offerings with

lower performance (3.7.1) and they are generally more cost effective, requiring fewer resources and offered at

Note 2 to entry: Disruption occurs when a significant ratio of users or customers have adopted the innovation.

Note 3 to entry: Disruptive innovations can create new markets and value networks by addressing new users

Note 1 to entry: Management can include establishing strategies (3.3.4), policies (3.3.2) and objectives (3.3.3) and

Note 2 to entry: Control can include defining roles, appointing authority, assigning tasks, establishing incentives

Note 3 to entry: The word “management” sometimes refers to people, i.e. a person or group of people with

authority and responsibility for the conduct and control of an organization. When “management” is used in this

sense, it should always be used with some form of qualifier, e.g. “top management”.

[SOURCE: ISO 9000:2015, 3.3.3, modified by adding “strategies” to Note 1 to entry and by simplifying

Note 1 to entry: Innovation management can include establishing an innovation vision (3.3.1.1), innovation

strategy (3.3.4.1), innovation policy (3.3.2.1) and innovation objectives (3.3.3.1), and organizational structures

and innovation processes (3.1.5.1) to achieve those objectives through planning, support, operations, performance

set of interrelated or interacting elements of an organization (3.2.2) to establish strategies (3.3.4),

policies (3.3.2) and objectives (3.3.3) and processes (3.1.5) to achieve those objectives

Note 1 to entry: A management system can address a single discipline or several disciplines, e.g. innovation

management (3.1.2.1), quality management, financial management, or environmental management.

Note 2 to entry: The management system elements include the organization’s structure, roles and responsibilities,

Note 3 to entry: The scope of a management system can include the whole of the organization, specific and

identified functions of the organization, specific and identified sections of the organization, or one or more

Note 4 to entry: This constitutes one of the common terms and core definitions of the high level structure for

ISO management system standards. The original definition has been modified by adding “strategies” and by

adding examples to Note 1 to entry, by replacing “system” with “management system” and adding “support” to

Note 1 to entry: An innovation system can be related to a country or nation, e.g. a national innovation system,

a region, an industry sector, an entire or part of an organization (3.2.2), a cluster or network of organizations, a

community of practitioners or any value network or ecosystem of various interested parties (3.2.4).

Note 2 to entry: An innovation system can include an innovation management system (3.1.3.3).

Note 1 to entry: An innovation management system can be part of a general or integrated management system of

Note 2 to entry: Innovation activities are directly or indirectly aiming for innovation. Not all innovation activities

set of interrelated or interacting activities that use inputs to deliver an intended result

Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for

ISO management system standards. The original definition has been modified to prevent circularity between

Note 1 to entry: Innovation processes are generally planned and carried out under controlled conditions to

Note 2 to entry: Innovation processes can be configured to suit innovation initiatives (3.6.1).

Note 3 to entry: Innovation processes are designed to manage uncertainty (3.2.6) with innovation as the intended

Note 4 to entry: An innovation process consists of several innovation activities (3.1.4). Examples of innovation

processes are identification of opportunities, creation and validation of concepts, and development and

Note 5 to entry: Innovation processes can be implemented within an organization (3.2.2) or across organizations

in the case of, e.g. collaborative innovation, innovation clusters, value networks, or ecosystems.

Note 1 to entry: An invention should be new in the sense that it has not existed before.

Note 2 to entry: An invention is created and is generally the result of intellectual work.

Note 3 to entry: An invention can be a product, service, process (3.1.5), model, method, etc.

Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO

person or group of people who directs and controls an organization (3.2.2) at the highest level

Note 1 to entry: Top management has the power to delegate authority and provide resources within the

Note 2 to entry: If the scope of the management system (3.1.3.1) covers only part of an organization, then top

Note 3 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO

person or group of people that has its own functions with responsibilities, authorities and relationships

Note 1 to entry: The concept of organization includes, but is not limited to sole-trader, company, corporation,

firm, enterprise, authority, partnership, charity or institution of any size, or part or combination thereof, whether

incorporated or not, public, or private, governmental, or non-governmental, national, or international.

Note 2 to entry: This constitutes one of the common terms and core definitions of the high level structure for

ISO management system standards. The original definition has been modified by adding more examples to Note

combination of internal and external issues that can have an effect on an organization’s (3.2.2) approach

Note 1 to entry: In English, this concept is often referred to by other terms such as “business environment”,

[SOURCE: ISO 9000:2015, 3.2.2, modified by removing the original Notes 1, 2 and 4 to entry.]

person or organization (3.2.2) that can affect, be affected by, or perceive itself to be affected by a

Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO

EXAMPLE Product, service, process (3.1.5), model (e.g. an organizational, business, operational or value

realization model), method (e.g. a marketing or management method) or a combination thereof.

Note 1 to entry: Entities can be material (e.g. an engine), immaterial (e.g. a project plan) or imagined (e.g. the

[SOURCE: ISO 9000:2015, 3.6.1, modified by replacing “object” with “entity” as the preferred term, by

adding and removing examples and by replacing “non-material” by “immaterial” in Note 1 to entry.]

Note 2 to entry: Uncertainty can be related to the consequences or likelihood of an event, or the characteristics

Note 3 to entry: Uncertainties can be managed by systematically addressing critical assumptions regarding

the consequences, likelihood, or characteristics of events and entities, to gain information, understanding and

Note 1 to entry: An effect is a deviation (3.8.10) from the expected — positive or negative.

Note 2 to entry: Risk is often characterized by reference to potential "events" (as defined in ISO Guide 73:2009,

3.5.1.3) and "consequences" (as defined in ISO Guide 73:2009, 3.6.1.3) or a combination of these.

Note 3 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including

changes in circumstances) and the associated "likelihood" (as defined in ISO Guide 73:2009, 3.6.1.1) of occurrence.

Note 4 to entry: This constitutes one of the common terms and core definitions of the high-level structure for ISO

management system standards. The definition has been modified by substituting the original Note 2 to entry

make an arrangement where an external organization (3.2.2) performs part of an organization’s

Note 1 to entry: An external organization is outside the scope of the management system (3.1.3.1), although the

Note 2 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO

information required to be controlled and maintained by an organization (3.2.2) and the medium on

Note 1 to entry: Documented information can be in any format and media, and from any source.

Note 3 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO

aspiration of what an organization (3.2.2) would like to become or achieve as expressed by top