ISO TR 56004:2019 download.Innovation Management Assessment-Guidance.
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, organizations seek guidance on continuously developing their innovation management capabilities and performance. A pvc-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 ISO TR 56004 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 lM?
This document 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 lM, the IMA and, as a result, for the assessed organization.
Before continuing further, the reader is encouraged to consult Annexb of ISO TR 56004, which outlines the key principles behind a good IMA.
Details of an Innovation Management System (IMS) can be found In ISO 56002’) with particular reference to Clauses 9 and Ifl which cover performance evaluation and Improvement. For details on specilic innovation and innovation management tools or techniques, consult ISO 56003 and following documents in the series. The common Innovation management terminology can he found in ISO 560002), Fundumentals and VocabuIory.
3.1
innovation
new or changed entity, realizing or redistributing value
Note 1 to entry: Novelty and value are relative to, and determined by the perception of. the organization and interested parties
Note 2 to entry: An innovation can be a product, service, process, model, method etc.
Note 3 to entry: Innovation is an outcome. The word ‘Innovalion 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 (OECD/Eurostat 20 18):’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 available to potential users or brought into use by the unit’.
ISOIJRCE: ISO 9000:2015. 3.6.15. modified by using the term ‘ontity’ instead of ‘object’ and by adding notesi
3.2
innovation management
management with regard to innovation (ii)
Note ito cntry Innovation management can include establishing an innovation vision. innovation paltry and innovation ohfrctives, and innovation strategies, innovation processes, structures, roles and responsibilities and innovation support, to achieve those obiectives through innovatioi planning. innovation operations, performance evaluation. improvement and other activities.
3.3
innovation process
process with regard to innovation (11)
Note I to entry: Innovation processes are generally pLanned and carried out under controlled conditions to realize value.
Note 2 to entry: 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 elements e.g. identification of insights and opporrunirles. ideation. prDtotyping. 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 clusters, value networks or ecosystems.
4 Reasons for carrying out an Innovatioii Management Assessment
efore 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 lM performance. There may be the need for clarity on the IM 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 obective Is to provide insights into the current performance
– both strengths, weaknesses and gaps to the desired value creation through better IM. This will be the basis for defining and Implementing actions for improvement. In the second case, the IMA may yield a transformation roadmap induding organizational changes to roach the level of a high.performing Innovator. The following reasons may trigger an organization to initiate an IMA.
7.5 The resources requh-ed (Internal and external)
The organization will to take into account the resources required to perform an IMA. considering the previous strategic intent and defined expected results. For best results, the following aspects are taken into account for defining the necessary resources, in relation to the foreseen approach for the IMA.
— required human resources internally and externally;
— quantity (man days);
— quality (skills and experience in performing the IMA. knowledge about the organization. Its culture, and the IM);
— the budget for planned expenses;
— lnfrastrwture and necessary methods, tools and systems;
— the parts of the organization, its suppliers or partners that can provide support to the (MA;
— availability of the resources at the time, and for the duration, of the IMA.
The resources necessary to carry out the actions resulting from the IMA will also depend on the organization’s ability and willingness to change, Therefore, it Is necessary to gain a thorough understanding of the ability, willingness, and the potential resistance to change.
7.6 Organization’s ability and willingness to change
When preparing loran IMA, the organization will assess theability as well as their willingness to change. as issues from an IMA are often identified that Indicate the need for the organization to improve some or all lM’s key success factors. This might even result in the need to behave differently and to initiate change. Therefore, the organization needs to he aware of, and prepared for such significant changes prior to launching their IMA. The following questions can help to clarify the readiness to change:
— What is the level of commitment that the organization can sustain, for example, senior management buy’In, budget, and training to drive the required change?
— What level of leadership commitment can be expected during the entire change process resulting from an IMA?
— What is the level of resistance that Is likely to be met considering the organization’s current culture, enthustasm. and readiness to change?
— To what degree does the organization have a shared vision that can increase commitment and engagement for the change?
This preparation of an IMA will set the basis for selecting the most suitable approach for the IMA.
7.7 Prepare for the set-up of the Innovation Management Assessment
In preparation for the IMA set-up, the following critical success factors will be clarified so that the person or team in charge of the successful MA implementation has;
— The commitment from the leadership: This commitment is for the execution of the IMA as well as for the implementation of the necessary Improvements. Leadership will declare their commitment regarding the degree of change that will be supported.
— A common understanding of the trIgger and objectIve for the (MA: All parties involved in the IMA have a common understanding of why the organization Initiates the assessment and what the strategic intent of the assessment is.
10 Improvement of the Innovation Management Assessment itself
10.1 Recommendations for improving the Innovation Management Assessment
After 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 organizations ambitions, strategic intent, capabilities, and resources;
— re-evaluate the appropriateness of the IMA approach chosen (bcnchmarking, assessment based on a scoreboard):
— decide on and prioritize action sand 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 for Improvement of the IMA in terms of their:
— impact on the IMA and the organization’s capabilities, competencies:
— ease of Implementation;
— expected benefits (value) and investment.
Consequently, the IMA will further increase value for the organization at each step. This in turn, enhances the organization’s overall ability to create value from innovation and to cupport its future developmenl 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 Assessmenls
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 ensure 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 roadmap will include the actions, the timelines, 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 timeframc, 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 timeirame 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.