INNOVATION
Ongoing assessment can be seen as
a source of competitive advantage
and differentiation for organisations
wanting to demonstrate their long-term
commitment to innovation.
ISO 56003
Tools and methods for
innovation partnership
The importance of innovation
partnerships has become increasingly
apparent, due to the advantages of
shared resources, infrastructure and
capability, and the increasing need
for interoperability between solutions.
Partnerships can also provide access to
new markets, operating as a multiplier
for partner capabilities and intellectual
assets. It is no longer sufficient for
organisations to innovate in their own
bubble, without considering connectivity
and compatibility for solutions and how
customers will use future technologies
with others. This places greater emphasis
on the need for successful partnerships
and collaboration. It has become
increasingly rare that one organisation
can house all of the in-house talent,
knowledge and skills necessary to deliver
a complete solution, without
consideration for the wider
ecosystem in which they
operate.
ISO/AWI 56006
Strategic intelligence
management
Strategic intelligence
is required for a broad
range of organisations, even
though the depth and breadth of that
intelligence may vary. Organisations rely
on the formation of intelligence from
experiences, observations and more
formal collection and processing of
information into intelligence, to guide the
current and future direction. Strategic
Intelligence 56006 will provide a basis
to guide this work, to facilitate the
necessary groundwork and analysis of
the internal and external context, societal
shifts, emerging technologies and trends.
Strategic intelligence is not limited to
large organisations; all organisations rely
on strategic intelligence to some extent.
Table 2: : Innovation Management System – Potential Benefits
(Extract from ISO/FDIS 56002)
1. Increased growth, revenues, profitability, and competitiveness
2. Reduced costs and waste, and increased productivity and resource efficiency
3. Increased satisfaction of users, customers, and citizens, as well as social benefits
4. Sustained renewal of the portfolio of offerings
5. Engaged and empowered people in the organisation
6. Increased ability to attract partners, collaborators, and funding
7. Enhanced reputation and valuation of the organisation
8. Compliance with regulations and other relevant requirements.
ISO/AWI 56005
Intellectual property management
Developing an upfront intellectual
property strategy can ensure commercial
success and significant financial
savings, securing the intellectual
property for your organisation, aligned
to business objectives, increasing the
competitiveness of your business,
ensuring your freedom to practice,
knowing what to protect, when to
protect, where and how. This approach
encourages a move away from reactive
to proactive intellectual property
management.
ISO/AWI 56007 Innovation
management - Idea management
Idea management 56007 is
currently under development and
will provide guidance, methods and
tools for managing the generation
of new ideas, and their selection and
transfer into commercialisation at both
the strategic and operational level.
Ideas and investment into those
ideas fuel the innovation
pipeline for any organisation
to maintain creative
competitive advantage
throughout the lifecycle
of the business. Ideas
can form individually or
collectively through creative
collaboration, forming a
mental representation, in the
mind, of a new solution to a
problem, a new way to operate,
new capabilities, new insights into
unmet needs, future scenarios or any
combination of the above.
CAUTIONARY NOTE
The IMS standard is not a detailed
guide for the implementation of
innovation management systems. The
standard is also not a requirement
specification and should be taken as
high-level guidance only, that will need
supplementary support for integration
into your organisation, with a more
detailed understanding of the innovation
management principles. There are
certainly lessons that can be taken away
from the standard. However, these are
at a particularly high level and do not
provide detailed guidance. When reading
the standard, contrasting perspectives
on innovation will influence interpretation
of the guidance. These perspectives
can range from breakthrough or radical
innovation initiatives, to sustaining core
business, or responding to external
disruptive innovation. The guidance
standard does not itself fully
differentiate with these lenses
on behalf of the reader, in
a consistent way. Different
innovation horizons may
require different organisational
structures, levels of investment,
people and commercialisation
processes, from minimum viable
products to incremental changes,
to solutions within highly regulated
environments.
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