ISO TR 56004:2019 download free.Innovation Management Assessment-Guidance.
Introduction
Innovation Is the key driver for organizations to create value from new products, services, processes. or business models. Therefore. innovation needs to be managed in a systematic manner. Many organizations have already established their innovation management (IM). This might build on key success factors such as the Innovation strategy and objectives, the operations for Innovation including the processes and organizational structures, and the innovation-enabling factors, the innovation support, Including among others the Innovation culture, tools and methods, competencles, human and financial resources. Managing innovation in a systematic manner creates value and secures the organization’s future. As a consequence, orgarnzatlons seek guidance on continuously developing their Innovation management capabilities and performance, A pre-requisite is transparency of the organization’s current performance of its IM. To achieve necessary transparency here, regular and effective assessments of the IM are essential. In this context, this document Is designed to answer the following over-riding question: How can an Innovation Management Assessment (IMA) contribute to the future development of an organization and its IM?
ISO TR 56004 provides guidance on why It Is beneficial to Implement an IMA, what you can expect from a good IMA, how to carry it out, and act upon the results of the IMA. More specifically, the document provides the fundamentals for considering an IMA and provides the foundation for carrying out such a process. It is intended to help the user to understand the:
— value and benefits of carrying out an IMA (reasons behind carrying out an IMA);
— different approaches for an IMA;
— IMA process, Its steps and Impact;
— Improvement potential for the IM. the IMA and, as a result, for the assessed organlzaton.
Before continuing further, the reader is encouraged to consult Anncxh of this document, which outlines the key principles behind a good IMA.
Details of an Innovation Management System (IMS) can be found in ISO S,002’) with particular reference to Oauses 9 and 10 whIch cover performance evaluation and Improvement. For details on specific Innovation and innovation management tools or techniques, consult ISO 56003 and following documents in the series. The common Innovation management terminology can be found in ISO 560O0I, “Fundamentals and Vocabulary”.
3.1
Innovation
new or changed entity, realizing or redistributing value
Note I to entry Novelty and value are relative to. and determined by the perception o1 the organization and interested parties.
Note to entrr An Innovation can be a product, service, process, 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 some form of qualifier. e.g. ‘Innovation activities’,
Note 4 to entry For the purpose of statistical measurement, refer to the Oslo Manual (OECDfEurostaL 20I8)’New or changed entity’ corresponds to ‘a new or improved product or process, or combination thereof, that differs significantly from the unit’s previous products or processes’, ‘Realizing or redistributing value’ corresponds to ‘and that has been made availabie to potential users or b-ought into use by the unit’
ISOURCE: ISO 9000:2015. 3,6.15. modified by using the term ‘entity’ instead of “object’ and by adding not esj
3.2
innovation management
management with regard to lanovolion (11)
Now I to entry: Innovation management can indudr establishing an innovation viiun, innuvion policy and Innovation objectives, and Innovation strategies. Innovation processes. structures, roles and responsibilities and innovation support, to achieve those obectives through innovation planning, innovation operations. perfor.ninwr evaluation. improvement and uthr a-Livitaes.
3.3
iuuovatloii process
process with regard to innovation (IL)
Note 1 to entry: Innovation processes are generally planned and carried out under controtied conditions to realize value.
Note 2 toentry Innovation processes are designed to manage uncertainty with Innovation as the Intended result. Not all innovation processes are resulting in Innovation.
Note 3 to entry An innovation process consists of several innovation activities or process eiemrnts e.g. Identification of Insights and opportunities. ideation. prototyping. development, deployment
Note 4 to entry: Innovation processes can be Implemented within an organization or across organizations In the case of e.g. collaborative Innovation, Innovation dusters, value networks or ecosystems.
4 Reasons for carrying out an Innovation Management Assessment
Before initiating an IMA, it is preferable that the organization gains a thorough understanding of the reasons for carrying out an IMA. and about its current IM performance. There may be the need for cbrity on the IN and how it is performing, or there may be the need for change in the organization to perform better. In the first case, the IMA’s objective is to provide insights Into the current performance both strengths, weaknesses and gaps to the desired value creation through better IN. This will be the basis for defining and implementing actions for improvement. In the second case, the IMA may yield a transformation roadmap including organizational changes to reach the level of a high-performing innovator. The following reasons may trigger an organization to initiate an IMA.
10 Improvement of the Innovation Management Assessment Itself
10.1 Recommendations for improving the Innovation Management Assessment
Alter each IMA, principles of best practice suggest that the organization reviews the suitability of the IMA approach itself, and the deployed process, regarding their suitability for the organization’s objectives to increase their value from innovation. This will result in lessons learned for the next IMA. The organization might redefine objectives for the recurring assessment or might choose a more in- depth assessment after a first high-level check-list approach.
Based on the insights from the execution of the IMA, the following steps can be taken, as appropriate:
— re-evaluate the objectives of the IMA In comparison with the organization’s ambitions, strategic intent, capabilities, and resources;
— re-evaluate the appropriateness of the IMA approach chosen (benchmarking. assessment based on a scoreboard);
— decide on and prioritize actions and deliverables which are necessary to Improve the IMA approach, process and results. These may include training of the team members in charge of developing and Implementing the IMA. Involving external expertise. improving the progress monitoring of the defined actions;
— define and prioritize the measures (or improvement of the IMA in terms of their:
— impact on the IMA and the organization’s capabilities. competencies
— ease 01 implementation;
— expected benefits (value) and Investment.
Consequently, the I MA will further increase value for the organization at each step. This in turn, enhances the organizatioWs overall ability to create value from innovation and to support Its future development. As a result, the organization might go on to define more ambitious objectives for the next IMA.
10,2 DetermIne the roadmap for enhancing future Innovation Management Assessments
The actions defined for Improving the IMA are most effectively prioritized by their Impact on the next IMA and by their ease of implementation reflecting the effort the implementation requires. The roadmap will take Into account the timing of the next IMA to eiuure that the most Important Improvement measures are implemented in due time. The time and effort for training of the IMA team In the enhanced IMA approach will be considered as well. For completeness, the roadinap will include the actions, the timeilnes, the responsibilities, as well as the expected, clearly defined, and measurable deliverables and necessary budgets.
10.3 Implement roadmap actions
To maximise value from the IMA process, the organization Is expected to define clear responsibilities for the Implementation of the actions to further improve the IMA. These responsibilities might Include the implementatIon within the defined timeframe, the defined budget and the defined Impact that the actions are expected to deliver, Likewise, the roadmap will be most useful where It includes clearly defined actions. They might relate, for example, to more specific objectives for the IMA, to process improvements, to more effective and efficient assessment tools and approaches, to more ambitious targets for the IMA. or to stronger support of the key stakeholders. The actions will be embedded in a ilmelrame that takes the urgency, the degree of change as well as the availability of resources in the organization Into account. Clearly defined and measurable milestones will facilitate the Implementation process’ effective monitoring.