Changing the Dynamics and Impact of Innovation Management: A Systems Approach and the ISO Standard

Contents
Foreword
About the Editors
About the Contributors
Part I Perspectives
	Chapter 1 Introduction
		1.1. Changing the Impact and Dynamics of Innovation Management
		1.2. Structure of the Book
		1.3. Call to Action
		References
	Chapter 2 The Standard for Innovation Management
		2.1. Background
			2.1.1. The development of the standard
			2.1.2. Why a standard for innovation management?
			2.1.3. What is a management system?
			2.1.4. Innovation intent, opportunities and value equation
		2.2. Innovation Management Fundamentals
			2.2.1. The ISO definition of innovation
			2.2.2. Different types of innovation
			2.2.3. Other key definitions
		2.3. Innovation Management Principles
		2.4. Elements of the Innovation Management System
		2.5. Concluding Remarks
			2.5.1. Benefits
			2.5.2. Challenges
			2.5.3. Call to action
		References
	Chapter 3 Academic Perspectives on the Systems Approach to Innovation Management
		3.1. Background
		3.2. Development of Innovation Management Research and Practice
		3.3. Towards an Understanding of Innovation Management as a Comprehensive System
		3.4. Benefits of a Systems Approach to Innovation Management
			3.4.1. Explicit systems approach
		3.5. Standardising for Innovation
		References
Part II Implementing an Innovation Management System: Case Studies from Around the World
	Chapter 4 Introduction to Case Studies
		4.1. Selection of Cases and Guidance for Writing the Case Studies
		4.2. Diversity of Cases
			4.2.1. Geography
			4.2.2. Type of organisation
			4.2.3. Relation to ISO 56002
		4.3. Overview of Case Studies
		Reference
	Chapter 5 Airbus: Foster Innovation Culture in Practice within a Large International Corporation — Case of Airbus Defence and Space Division
		5.1. Introduction
		5.2. Introduction to Airbus Defence and Space
			5.2.1. Business context
			5.2.2. Innovation in the defence and space industry
		5.3. Development of the Innovation Management System at Airbus Defence and Space
			5.3.1. The relationship between innovation strategy and innovation culture in a large corporation
			5.3.2. How different innovation approaches impact culture
		5.4. Basics Elements of Innovation Culture
			5.4.1. Routines and rituals to reinforce the values
			5.4.2. Places to encourage creativity and collaboration
			5.4.3. Share the culture to encourage feedback and collaboration
			5.4.4. Airbus innovation from culture to value
		5.5. Foster Culture by Employees Upskilling
			5.5.1. The key competencies (considering the strategy and the culture)
			5.5.3. Design a learning solution for the innovation coaches with a set of cards
			5.5.4. From the learning solution to the portfolio management
		5.6. Conclusion
		References
	Chapter 6 China International Marine Containers Group: Cultivating World-Class Champions — A Systems Approach
		6.1. Introduction
		6.2. Hidden Champion and Leanovation
		6.3. CIMC’s Innovation Journey and Dynamics
			6.3.1. External stimulation and market-central strategy
			6.3.2. Internal stimulation and resource-central strategy
		6.4. CIMC’s Leanovation System
			6.4.1. World-class champion strategy
			6.4.2. Coaching leadership
			6.4.3. Collaborative networks and organisational structure of innovation
			6.4.4. Learning routines and innovation evaluation
			6.4.5. Employee appreciation and innovation process
			6.4.6. Learning culture
			6.4.7. Glocalisation and global competence
		6.5. Challenges and Prospect of CIMC Innovation Management
		Acknowledgements
		References
	Chapter 7 Evonik Industries AG: Capability Building for Strategic Innovation in the Innovation Management System
		7.1. Background
		7.2. A Management System for Strategic Innovation
			7.2.1. Brief on the methodology
		7.3. Development of an Innovation Management System in Evonik
		7.4. Implementation of the System Elements
			7.4.1. Managing uncertain opportunities in a strategic innovation process
			7.4.2. Organisational structure and performance evaluations
		7.5. Achievements of the Innovation Management System
		7.6. Overall Reflections and Way Forward
		7.7. Summary
		Acknowledgements
		References
	Chapter 8 Humanitarian Innovation Fund: Managing Innovation in Humanitarian Aid
		8.1. Introduction
			8.1.1. Origins of HI
			8.1.2. The nature of HI today
			8.1.3. Growing interest in HI
			8.1.4. Focus on innovation management
		8.2. Thinking About Innovation Management from a Systemic and Systematic Perspective
		8.3. Experience with Innovation in the HI Sector
			8.3.1. Influences on success — Learning from the cases
		8.4. Discussion
		References
	Chapter 9 Instituto Nacional de Tecnologìa Industrial: Innovation Management System Implementation at INTI — Argentina
		9.1. Background and Introduction
		9.2. Description of Innovation Components in a System Perspective
		9.3. How Were These Components of the System Implemented?
			9.3.1. Awareness and training
			9.3.2. Strategic components
			9.3.3. Stakeholders and their interests
		9.4. Achievements of the Innovation System
			9.4.1. Summary of findings regarding the most relevant issues in the IMS implementation
		9.5. Overall Reflections and Way Forward
		References
	Chapter 10 Kanthal: Building Bridges for Increased Innovation Capability
		10.1. Introduction to Kanthal
			10.1.1. Company origins
			10.1.2. From invention to innovation
			10.1.3. Maintaining a leadership position
			10.1.4. Long-term innovation investment
			10.1.5. Preconditions for innovation
		10.2. Description of Innovation Elements from a Systems Perspective
			10.2.1. Embedding innovation in an organisation
			10.2.2. Recommendations for increased innovation capability at Kanthal
			10.2.3. Understanding intersection points — Clarity, self-confidence and control
		10.3. Elements of Interest in This Case
			10.3.1. Culture
			10.3.2. Competence
			10.3.3. Identify opportunities
		10.4. Building Bridges
			10.4.1. How were these elements of the system implemented?
			10.4.2. What were the barriers to bridge-building?
			10.4.3. Innovation timing and communication
		10.5. Achievements of the Innovation Management System
			10.5.1. Innovation climate
			10.5.2. Innovation board
			10.5.3. KPIs
			10.5.4. Implications
		10.6. Overall Reflections and Way Forward
			10.6.1. Structure beyond process
			10.6.2. More function-oriented innovation work and collaboration
			10.6.3. Innovation campaigns and bridges
		References
	Chapter 11 Karolinska University Hospital: Implementing an Innovation Management System at a University Hospital Providing Highly Specialised Care
		11.1. Introduction
			11.1.1. Karolinska University Hospital
			11.1.2. Innovation in healthcare
			11.1.3. Developing support for systematic innovation work at Karolinska
		11.2. Designing an Innovation Management System for the Hospital
			11.2.1. Key system elements
			11.2.2. Reflections based on a systems approach
		11.3. Implementation Experiences
			11.3.1. Combination of top-down and bottom-up approaches
			11.3.2. Communication and documentation
			11.3.3. Measuring performance
			11.3.4. Implementation timeline drift
		11.4. Effects of Systematic Work for Increasing Innovation Capabilities
			11.4.1. Innovation as a leadership tool at the Emergency Unit
			11.4.2. Supporting structures for an industry collaboration in neuroscience
			11.4.3. Reducing cancellations of planned surgeries for children
		11.5. Overall Reflections and Way Forward
		References
	Chapter 12 KTH Global Development Hub: Developing an Innovation Management System for Global Sustainable Development
		12.1. Introduction
		12.2. Managing Innovation for Global Sustainable Development
			12.2.1. The innovation process
			12.2.2. Leadership and culture
			12.2.3. Additional support and resources
			12.2.4. Performance evaluation and improvement
		12.3. Implementation of an Innovation Management System for Global Sustainable Development
			12.3.1. Organisational set up and direction
			12.3.2. Building and sustaining commitment to innovation and change
			12.3.3. Developing networks and collaboration in the innovation ecosystem
		12.4. Reflections and Future Needs
			12.4.1. Reflections on the innovation management system developed
			12.4.2. Towards a self-supporting global sustainable innovation system — Limitations of existing innovation management system frameworks
		References
	Chapter 13 Midea Group: The Systems Approach to Becoming a Global Leader in Household Appliance Sector
		13.1. Introduction
		13.2. Midea’s Innovation Journey and Innovation System
			13.2.1. Future-oriented innovation vision and strategy
			13.2.2. Indigenous innovation competence as the support
			13.2.3. External resources as the support for innovation activities
			13.2.4. Four-level technology roadmap as innovation action plan
			13.2.5. Organisational structures for innovation activities
			13.2.6. Internal and external collaboration
			13.2.7. Midea’s lean innovation in digital age
			13.2.8. Midea’s innovation management system
		13.3. Insights from Midea’s Promotion of ISO 56002:2019 Innovation Management System
		13.4. Challenges and Prospects of Midea’s Innovation System
		Acknowledgements
		References
	Chapter 14 Moen Incorporated: Initiating and Sustaining Transformational Growth Through a Systems Approach
		14.1. Introduction to Moen
			14.1.1. Growth challenge
			14.1.2. History
			14.1.3. Innovation in context of plumbing industry
		14.2. Description and Initiation of Innovation Capability Development
			14.2.1. Innovation assessment — 2007
			14.2.2. Context for innovation within Moen
			14.2.3. Approach to innovation capability building
		14.3. Development of the Innovation Management System at Moen
			14.3.1. Call to action and initiation — Starting with Discovery
			14.3.2. Evolving — Moving to Incubation
		14.4. Building a Sustainable Capability
			14.4.1. Sustaining — Transitioning to Acceleration
			14.4.2. Organisational crossroad
		14.5. Achievements of the Innovation Management System
		14.6. Overall Reflections and Way Forward
		14.7. Summary
		Acknowledgements
		References
		Appendix
	Chapter 15 Naturvårdsverket, Swedish Environmental Protection Agency: Innovation Capability in a Government Agency — Key Drivers in a Systemic Innovation Platform
		15.1. Introduction to the Swedish Environmental Protection Agency
			15.1.1. Context of organisation and main challenges
			15.1.2. Innovation needs and intent
			15.1.3. Methodological notes
		15.2. Description of Innovation Components from a Systems Perspective
			15.2.1. The Swedish benchmark study and the innovation management system
			15.2.2. Innovation strategy
			15.2.3. Organisation
			15.2.4. Value networks
			15.2.5. Innovation projects
			15.2.6. Results
		15.3. Summary and Conclusions
		15.4. Reflections
		Acknowledgements
		References
	Chapter 16 Norconsult AS: Management by Definition — The Role of Terminology and Shared Understandings in Implementing an Innovation Management System
		16.1. Background and Introduction
			16.1.1. About Norconsult as an innovating company
			16.1.2. About engineering consulting as an industry for innovation
		16.2. Main Challenges and Purpose of Implementation
			16.2.1. Situation and status of IMS
		16.3. Implementation of the IMS
			16.3.1. Background and rationale
			16.3.2. Setting up the implementation project
			16.3.3. Narrative recollection-the implementation project
			16.3.4. More change and complexity — Definitions remain paramount
		16.4. Achievements, Results and Impact of the IMS
		16.5. Overall Reflection and Way Forward
		References
	Chapter 17 Oki Electric Industry Company: Implementation of Yume Pro, an Innovation Management System
		17.1. Introduction
			17.1.1. OKI — Background
			17.1.2. Needs for innovation and change
			17.1.3. Decision to introduce an innovation management system
		17.2. Yume Pro — OKI’s Innovation Management System
			17.2.1. IMS overview
			17.2.2. Key elements of Yume Pro
		17.3. Implementation Experiences
			17.3.1. Internal assessment and planning for implementation
			17.3.2. Training and communication
			17.3.3. Critical factors and challenges during the implementation
		17.4. Effects of Implementing an Innovation Management System
		17.5. Overall Reflections and Way Forward
		Acknowledgements
		References
	Chapter 18 Oregon State University: Impact Studio — Advancing a University’s Institutional Innovation Capability
		18.1. Background/Introduction
			18.1.1. Challenges in US higher education
			18.1.2. Challenges in university institutional innovation
			18.1.3. Oregon State University’s experiment
		18.2. Description of the Innovation System and Components
			18.2.1. Oregon State’s innovation system overview and assessment
			18.2.2. Context and conditions
			18.2.3. Leadership
			18.2.4. Planning
			18.2.5. Processes
			18.2.6. Evaluation and improvement
		18.3. System Implementation
			18.3.1. Impact Studio actions and timeline
			18.3.2. New barriers in the innovation system
		18.4. Achievements of the Innovation Management System
			18.4.1. Performance versus goals for Impact Studio portfolio
			18.4.2. Achieved capabilities
			18.4.3. Impacts on the innovation system beyond Impact Studio
		18.5. Overall Reflections and Way Forward
			18.5.1. Fundamental parts — What makes a difference?
			18.5.2. Critical factors
		References
	Chapter 19 Sime Darby Plantation: A Top-Down Approach to Innovation Management in a State-Owned, Globally Integrated Plantation Company
		19.1. Introduction
		19.2. SDP’s Innovation Management System
			19.2.1. Innovation before the de-merger
			19.2.2. Innovation after the de-merger
			19.2.3. Achievements and challenges through innovation
		19.3. Evolution in Response to the COVID-19 Pandemic
			19.3.1. Renewed focus of the Innovation Portal
			19.3.2. Renewed role of leaders
			19.3.3. Integrating open innovation
		19.4. Achievements of the Innovation Management System
			19.4.1. Mapping the system components to those of ISO 56002
			19.4.2. Development opportunities for a total innovation management system
		19.5. Reflections and Way Forward
		References
	Chapter 20 Södra Skogsägarna: The Sustainable Innovator
		20.1. Introducing Södra Skogsägarna
		20.2. Towards an Innovation Management System
			20.2.1. Innovation vision, strategy and governance
			20.2.2. Strategic roadmaps and planning
			20.2.3. Innovation process, projects, planning and context
			20.2.4. Innovation indicators and follow-up
			20.2.5. Collaboration
			20.2.6. Leadership and innovation culture
			20.2.7. Summary of key elements
		20.3. Implementing Innovation Management Capabilities
			20.3.1. Investments in R&D and innovation activities
			20.3.2. Developing the innovation strategy
			20.3.3. Implementing the new innovation setup
			20.3.4. Sustainability as an innovation driver
		20.4. Innovation Achievements
			20.4.1. Textiles from forest fibres
			20.4.2. Energy from biomethanol
			20.4.3. Multi-storeyed constructions from wood
		20.5. Way Forward
		20.6. Conclusions and Reflections
		References
Part III Reflections
	Chapter 21 Common Themes and Success Factors
		21.1. Why an Innovation Management System Journey?
			21.1.1. Reasons for IMS journeys
			21.1.2. External triggers
			21.1.3. Internal triggers
		21.2. How Has the International Standard Been Used?
			21.2.1. Overview
			21.2.2. Cases that explicitly used the international standard
			21.2.3. Cases that did not explicitly use the international standard
			21.2.4. Selected issues identified when explicitly or implicitly using the standard
		21.3. What Emerged as Prerequisites for Success and Why?
			21.3.1. Definition of a clear innovation strategy
			21.3.2. Innovation culture, networking and training of people
			21.3.3. Top management involvement and commitment
			21.3.4. A systematic process for managing different types of innovation
			21.3.5. Towards practical guidance
		21.4. What Practical Guidance Directs a Successful Journey?
			21.4.1. Bottom-up
			21.4.2. Top-down
			21.4.3. A combination
		References
	Chapter 22 Conclusions and Path Forward
		22.1. Implications for the Innovation Management Community
			22.1.1. Overview
			22.1.2. Practitioners
			22.1.3. Academic educators and researchers
			22.1.4. Standard developers
			22.1.5. Professional associations
			22.1.6. Policymakers
		22.2. Changing the Dynamics and Impact of Innovation Management
			22.2.1. Proactive systems approach
			22.2.2. Discipline of innovation management
			22.2.3. Impact of innovation
			22.2.4. Future role of innovation
		References
Index