Using the ISO 56002 Innovation Management System: A Practical Guide for Implementation and Building a Culture of Innovation (Management Handbooks for Results)

Cover
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
			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
	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