Using the ISO 56002 Innovation Management System A Practical Guide for Implementation and Building a Culture of Innovation

• Main Authors: Benraouane, Sid Ahmed, Harrington, H. James
• Format: eBook
• Language: English
• Published: Oxford Routledge 2021; Productivity Press
• Edition: 1
• Subjects: Organizational change-Management; Innovation Entity; Innovation Lab; IP Management; Cycle Times; Preventive Action Plan; Ipm; IP Experience; Business Case; Opportunity Identification Process; IP Asset; Common Language; Innovation Portfolio; Business Model Innovation; Gating Question; Typical Documentation; ISO Management System Standard; Business Case Analysis; IP Framework; Strategic Improvement Plan; Context Diagram; ROI; Work Breakdown Structure; OMP; Innovation Initiative; OCM

In 2019, ISO Technical Committee 279 released a new international standard on innovation management system called ISO 56002:2019. The objective of this standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system...

Table of Contents:

• Subclause 6.4 Innovation Portfolios -- Organizational Portfolio Development Cycle -- Summary -- 5. Clause 7: Support -- Purpose -- Overview -- Benefits -- Classification of Actions -- Subclause 7.1: Innovation Resources -- Subclause 7.1.2: Managing People -- Managing Innovation Teams -- Rewards and Recognition -- Autonomy -- Mastery -- Purpose -- Subclause 7.1.4: Knowledge Management -- Definition of Knowledge Management -- Capture Knowledge -- Facilitate Access to Knowledge -- Finance -- Agile Funding Process: A Lean Budgeting Approach -- Innovation Is Not About the Next Big Thing -- Infrastructure -- What is an Innovation Lab? A Conceptual Framework -- Setting Up a Corporate Innovation Lab -- Competency -- Innovation and Change Management (ICM) -- Awareness and Communication -- Subclause 7.5: Documented Information -- Subclause 7.6: Tools and Methods -- Subclause 7.7: Strategic Intelligence Management -- ISO/DIS 56006 Model: Identify the Strategic Intelligence Needs -- Framing -- Gathering and Analyzing -- Interpretation -- Recommendations -- The PESTEL Model -- Subclause 7.8: Intellectual Property Management -- Types of Intellectual Property Protection -- Intellectual Property Management Framework -- Developing an IP Framework -- Summary -- 6. Clause 8: Operations -- Purpose -- Overview -- Benefits -- Classification of Actions -- Clause 8.1: General Framework to Operational Control -- Organization Agility -- Structure: Create a Cross-Functional and Self-Directed Team to Manage Innovation -- Governance: Review Your Decision-Making Process -- Process: Standardize Your Key Processes -- Collaboration and Partnership -- Decide Whether to Enter into an Innovation Collaboration Initiative -- Select and Identify the Right Partner -- Align the Perception of Value -- Clause 8.2: Innovation Initiatives -- Review the Scope of the Innovation Initiative
• Establish Innovation Metrics and Risk Trigger -- Decide About Structure -- People and Competencies -- Roles and Responsibilities -- Collaboration -- IP and Continuous Learning -- Clause 8.3 Innovation Process -- Phase I. Opportunity Identification -- Scope of IMS -- Phase II. Concept Creation -- Tollgate 1 - Opportunity Analysis -- The Idea Evaluation Process -- Prepare the Value Proposition -- Tollgate 2 - Value Proposition Approval -- Phase III. Concept Validation -- Tollgate 3 - Business Case Analysis -- Phase IV. Solution Development -- Phase V. Solution Deployment -- The IMS Cycle -- Summary -- 7. Clause 9: Performance Evaluation -- Purpose -- Overview -- Benefits -- Classification of Actions -- Subclause 9.1.1.1 Monitoring, Measurement, Analysis, and Evaluation -- Planning the Evaluation -- The Scope of the Evaluation: What Do You Evaluate? -- Tools and Methods: How to Evaluate? -- Who and When to Conduct an Evaluation? -- Subclause 9.1.2 Conducting the Analysis and the Evaluation -- What to Measure -- Internal Audit -- The Audit Program -- Management Review -- Management Review Input (What data to use to conduct the review) -- Management Review Output -- 8. Clause 10: Improvement -- Purpose -- Overview -- Benefits -- Classification of Actions -- Subclause 10.1 -- Corrective Actions and Preventive Actions -- Corrective Actions -- Preventive Actions -- Continual Improvement -- Bibliography -- Appendix A. Glossary -- Innovation Definitions -- Appendix B. Most Used Tools -- List of the Most Used and/or Most Effective -- Innovative Tools and Methodologies in Alphabetical Order -- Appendix C. H. J. Harrington's Value Statements -- The Man I Want To Be! -- Appendix D. ISO 56000:2020 Standards -- ISO 56000:2020 Standards -- Index
• Awareness -- Talent Support -- Innovator Support -- Line Supervisor Support -- Subclause 5.1.2: Value Realization -- Customer Insight and Customer Needs/Wants -- Risk Tolerance and Risk Appetite -- Subclause 5.1.3: Innovation Vision -- Subclause 5.1.4: Innovation Strategy -- How Do You Create an Innovation Strategy? -- Understand the Difference between Innovation Category and Innovation Types -- Innovation Categories -- Types of Innovation: The Innovation Matrix -- Incremental Innovation -- Radical Innovation -- Disruptive Innovation -- Architectural Innovation -- Understanding the Context of the Organization -- SWOT Analysis -- Subclause 5.2.1: Innovation Policy -- Communicating the Innovation Policy -- Subclause 5.3: Defining Roles and Establishing Responsibilities -- Opportunity Center -- 4. Clause 6: Planning -- Purpose -- Overview -- Benefits -- Classification of Action -- Introduction -- Realization of Value -- The Four Major Types of Plans -- The Planning Process -- Prerequisite Cultural Documentation -- Market Focus -- Setting Direction -- Vision of the Organization -- Mission -- Values -- Strategic Focus -- Critical Success Factors - Obstacles to Success -- Performance Goals -- The Planning Activity -- The Two Drivers of Innovation -- The Basic Strategic Planning Process -- What Makes Organizations Innovative? -- Project Management -- Ways to Implement an IMS Planning Activity -- Develop an As/Is Model of the Present IMS -- Types of As/Is Assessments -- A Major IMS Design Error -- Top Five Positive/Negative Innovation Change Impacts -- Subclause 6.1 Addressing Opportunities and Risk (Opportunity Analysis) -- Value Proposition Cycle -- Risk Analysis -- Innovation Planning to Achieve Objectives -- Entity Performance Goals -- Goals and Objectives Planning -- Use of a Project Charter -- Subclause 6.3 Organizational Structures
• Intro -- Half Title -- Series Page -- Title Page -- Copyright Page -- Dedication -- Contents -- About the Authors -- Key Responsibilities -- Previous Experience -- Awards and Recognition -- Publications and Lectures -- Areas of Expertise -- Acknowledgments -- Authors' Notes -- Foreword -- The Potential Benefits from Updating Your IMS -- IMS Principles -- Capacity of the Innovation Management Model to Evolve -- Managing Innovations: Critical Launch Factors -- Successful Product launches -- A Focus on Some Critical Factors in Successful Innovation -- Strategies for Establishing an IMS -- Systems Approach to Management -- Notes -- 1. Clauses 0, 1, 2, and 3 -- Clause 0: Introduction -- Purpose -- Overview -- Benefits -- Classification of Action -- Introduction to the IMS -- Clause 1: Scope -- Benefits -- Classification of Action -- Summary -- Clause 2: Normative References -- Clause 3: Terms and Definitions -- Note -- 2. Clause 4: Context of the Organization -- Purpose -- Overview -- Benefits -- Classification of Action -- Defining the Organization's Status and Key Issues -- The World's Context -- The European Context -- The North American Context -- The Asian Context -- Identifying Stakeholder Needs and Expectations -- Defining the Requirements and Limitations of Your IMS -- Defining the Content of the IMS -- Culture Change Management (CCM) -- Using the Culture Change Models -- Examples of Culture Change Measures -- CCM Summary -- Collaboration -- Summary -- Notes -- 3. Clause 5: Leadership -- Purpose -- Overview -- Benefits -- Classification of Actions -- Subclause 5.1: Leadership Behavior That Drives Innovation -- Accountability and Consistency -- Culture -- Fear -- The Absence of Reward -- Disengaged Leadership -- Structure, Resources, and Processes -- Outcomes -- Evaluation and Improvement -- Integration of the IMS into the Existing Systems