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

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 that ISO established decades ago, this standard provides instructions related to best practices on how to manage innovation activities, projects, and programs. 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. Essentially, the standard does not provide guidance on how to implement and/or use the standard. The standard basically tells you what to do and document – this powerful book tells you how to do it. The techniques in this book are directed at key tasks across the innovative process, such as maximizing quality, productivity, maintainability, usability, and reliability, while focusing on reducing the product cycle time and costs within the innovative process. Currently, there are no other comprehensive books available on how to fully implement this standard in companies. This book is crucial for managers, business leaders, entrepreneurs, and consultants looking for help to reap the benefits of an innovation management system. This book takes you step by step through the process of developing an innovation ecosystem. In addition, it provides frameworks, tools, methodologies, cases, and best practices so your organization can experience the full value of the standard.

TABLE OF CONTENTS Dedication - * 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 * Chapter 1. Clauses 0, 1, 2, and 3 * Clause 0. Introduction * Introduction to theIMS * Clause 1. Scope * Summary * Clause 2. Normative References * Clause 3. Terms and Definitions * Chapter 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 * 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 * Chapter 3. Clause 5. Leadership * Purpose: * Overview: * Benefits * Classification 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 * 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 * Chapter 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 * Subclause 6.4 Innovation Portfolios * Organizational Portfolio Development Cycle * Summary * Chapter 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 * 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/Cd 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 * Chapter 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 Innovation Collaboration Initiative * Select and Identify the Right Partner * Manage the Partnership Interaction * Clause 8.2. Innovation Initiative: * 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 * Chapter 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 * Chapter 8. Clause 10. Improvement * Purpose: * Overview: * Benefits: * Classification Actions: * Subclause 10.1 * Corrective Actions and Preventive Actions (CAPA) * Corrective Actions * Preventive Actions * Continual Improvement * Bibliography * Appendix A. Glossary * Appendix B. Most Used Tools * Appendix C. H. J. Harrington’s Value Statements * Appendix D. ISO 56000:2020 Standards * About the Authors *

Dr. Sid Ahmed Benraouane is a thought leader with more than 20 years of experience in multiple sectors, regions, and industries. He is the Chair of the United States ISO Working Group on Innovation Management System Standard (ISO 56002:2019) and a member of the ISO/SC 42 Joint Committee in charge of developing set of international standards on Artificial Intelligence. Dr. Benraouane advises senior government leaders and executive teams in the MENA region on issues related to exponential technologies, innovation, and digital transformation. He is a speaker at the World Government Summit (UAE) and BAIDEC/MEMTEC conference (Bahrain), and Big Data and Cloud Show (KSA), World Mobility and Autonomous Driving Show (UAE), and Artificial Intelligence Summit (Mauritius). Dr. Benraouane’s latest publication is a contribution on Artificial Intelligence and Robotics in which he addresses the US national AI strategy, published by Taylor & Francis. Dr. Benraouane is a Certified Chief Innovation Officer from the Global Innovation Institute and holds a Ph.D. from the University of Minnesota. Currently, he advises Dubai Government and teaches at Carlson School of Management, University of Minnesota, USA. Dr. H. James Harrington, Chief Executive Officer Harrington Management Systems. In the book, Tech Trending, Dr. Harrington was referred to as "the quintessential tech trender." The New York Times referred to him as having a "…knack for synthesis and an open mind about packaging his knowledge and experience in new ways – characteristics that may matter more as prerequisites for new-economy success than technical wizardry….". The author, Tom Peters, stated, "I fervently hope that Harrington’s readers will not only benefit from the thoroughness of his effort but will also ‘smell’ the fundamental nature of the challenge for change that he mounts." William Clinton, Past President of the U.S., appointed Dr. Harrington to serve as an Ambassador of Good Will. It has been said about him, "He writes the books that other consultants use." Harrington Management Systems (formerly Harrington Institute) was featured on a half-hour TV program, Heartbeat of America, which focuses on outstanding small businesses that make America strong. The host, William Shatner, stated: "You (Dr. Harrington) manage an entrepreneurial company that moves America forward. You are obviously successful." Present Responsibilities: Dr. H. James Harrington now serves as the Chief Executive Officer for the Harrington Management Systems. He also serves as the Chairman of the Board for a number of businesses. Dr. Harrington also serves as the chairman of the Walter L Hurd foundation. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance. Previous Experience: In February 2002 Dr. Harrington retired as the COO of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions when Systemcorp was purchased by IBM. Prior to this, he served as a Principal and one of the leaders in the Process Innovation Group at Ernst & Young; he retired from Ernst & Young when it was purchased by Cap Gemini. Dr. Harrington joined Ernst & Young when Ernst & Young purchased Harrington, Hurd & Rieker, a consulting firm that Dr. Harrington started. Before that Dr. Harrington was with IBM for over 40 years as a Senior Engineer and Project Manager. Dr. Harrington is past Chairman and past President of the prestigious International Academy for Quality and of the American Society for Quality Control. He is also an active member of the Global Knowledge Economics Council. Credentials: Dr. H James Harrington was given a lifetime achievement award for his work in process improvement and in innovation by the International Association of Innovation Professionals. H. James Harrington was elected to the honorary level of the International Academy for Quality, which is the highest level of recognition in the quality profession. H. James Harrington is a government-registered Quality Engineer, a Certified Quality and Reliability Engineer by the American Society for Quality Control, and a Permanent Certified Professional Manager by the Institute of Certified Professional Managers. He is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. H. James Harrington has an MBA and Ph.D. in Engineering Management and a BS in Electrical Engineering. Additionally, in 2013 Harrington received an Honorary Degree of Doctor of Philosophy (Ph.D,) from the Sudan Academy of Sciences. H. James Harrington’s contributions to performance improvement around the world have brought him many honors. He was appointed the honorary advisor to the China Quality Control Association, and was elected to the