EN ISO 56001:2024

SLOVENSKI STANDARD
01-november-2024
Upravljanje inovacij - Sistem upravljanja inovacij - Zahteve (ISO 56001:2024)
Innovation management - Innovation management system - Requirements (ISO
56001:2024)
Innovationsmanagement - Innovationsmanagementsystem - Anforderungen (ISO
56001:2024)
Management de l’innovation - Système de management de l’innovation - Exigences (ISO
56001:2024)
Ta slovenski standard je istoveten z: EN ISO 56001:2024
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.70 Sistemi vodenja Management systems
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

EN ISO 56001
EUROPEAN STANDARD
NORME EUROPÉENNE
September 2024
EUROPÄISCHE NORM
ICS 03.100.01; 03.100.40; 03.100.70
English Version
Innovation management system - Requirements (ISO
56001:2024)
Système de management de l'innovation - Exigences Innovationsmanagement -
(ISO 56001:2024) Innovationsmanagementsystem - Anforderungen (ISO
56001:2024)
This European Standard was approved by CEN on 1 September 2024.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2024 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 56001:2024 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
This document (EN ISO 56001:2024) has been prepared by Technical Committee ISO/TC 279
"Innovation management" in collaboration with Technical Committee CEN/TC 389 “Innovation
Management” the secretariat of which is held by UNE.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by March 2025, and conflicting national standards shall
be withdrawn at the latest by March 2025.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
Any feedback and questions on this document should be directed to the users’ national standards
body/national committee. A complete listing of these bodies can be found on the CEN website.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland,
Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of
North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and the
United Kingdom.
Endorsement notice
The text of ISO 56001:2024 has been approved by CEN as EN ISO 56001:2024 without any modification.

International
Standard
ISO 56001
First edition
Innovation management system —
2024-09
Requirements
Système de management de l’innovation — Exigences
Reference number
ISO 56001:2024(en) © ISO 2024
ISO 56001:2024(en)
© ISO 2024
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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Published in Switzerland
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ISO 56001:2024(en)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 4
4.1 Understanding the organization and its context .4
4.2 Understanding the needs and expectations of interested parties .4
4.3 Determining the scope of the innovation management system .5
4.3.1 Innovation intent . .5
4.3.2 Scope of the innovation management system .5
4.4 Innovation management system .5
5 Leadership . 5
5.1 Leadership and commitment .5
5.1.1 General .5
5.1.2 Focus on value realization .6
5.1.3 Change management .6
5.2 Innovation policy .6
5.2.1 Establishing the innovation policy .6
5.2.2 Communicating the innovation policy .7
5.3 Innovation strategy .7
5.3.1 Establishing the innovation strategy .7
5.3.2 Communicating the innovation strategy .7
5.4 Innovation culture.7
5.5 Roles, responsibilities and authorities .8
6 Planning . 8
6.1 Actions to address risks and opportunities .8
6.1.1 General .8
6.1.2 Planning actions .9
6.2 Innovation objectives and planning to achieve them.9
6.2.1 Innovation objectives .9
6.2.2 Planning to achieve objectives .9
6.3 Planning of changes .9
6.4 Innovation portfolio . .10
6.5 Organizational structures .10
6.6 Collaboration .10
7 Support .10
7.1 Resources .10
7.1.1 General .10
7.1.2 People .11
7.1.3 Time .11
7.1.4 Finance .11
7.1.5 Infrastructure .11
7.1.6 Knowledge. 12
7.1.7 Intellectual property . 12
7.1.8 Tools and methods . 12
7.2 Competence . 12
7.3 Awareness . 13
7.4 Communication . 13
7.5 Documented information . 13
7.5.1 General . 13
7.5.2 Creating and updating documented information . 13

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ISO 56001:2024(en)
7.5.3 Control of documented information .14
8 Operation . 14
8.1 Operational planning and control .14
8.2 Innovation initiatives .14
8.3 Innovation processes . 15
8.3.1 General . 15
8.3.2 Identify opportunities . 15
8.3.3 Create concepts .16
8.3.4 Validate concepts .16
8.3.5 Develop solutions .16
8.3.6 Deploy solutions .17
9 Performance evaluation . 17
9.1 Monitoring, measurement, analysis and evaluation . .17
9.1.1 General .17
9.1.2 Analysis and evaluation .18
9.2 Internal audit .18
9.2.1 General .18
9.2.2 Internal audit programme .18
9.3 Management review .18
9.3.1 General .18
9.3.2 Management review inputs .18
9.3.3 Management review results .19
10 Improvement . 19
10.1 Continual improvement .19
10.2 Nonconformity and corrective action .19
Annex A (informative) Other standards on innovation management developed by ISO/TC 279 .21
Bibliography .22

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ISO 56001:2024(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
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with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
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For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 279, Innovation management, in collaboration
with the European Committee for Standardization (CEN) Technical Committee CEN/TC 389, Innovation
Management, in accordance with the Agreement on technical cooperation between ISO and CEN (Vienna
Agreement).
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

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ISO 56001:2024(en)
Introduction
0.1  General
The ability of organizations to innovate is recognized as a critical factor for their viability, competitiveness,
resilience and renewal, and for the sustainable development of society.
Adopting an innovation management system by an organization aims to improve its innovation performance
and ability to adapt to changes. A systems approach can reduce the level of uncertainty and increase the
feasibility of achieving desired results of innovation initiatives.
The benefits of implementing an innovation management system can be:
— increased realization of value from new products, services, processes, models, methods, etc. for the
organization and interested parties;
— enhanced innovation performance through the systematic management of innovation activities under
conditions of uncertainty;
— sustained build-up of innovation capabilities;
— enhanced reputation to attract users, customers, employees and partners;
— enhanced capability to collaborate (e.g. in a value chain or an innovation ecosystem);
— improved ability to attract funding;
— increased resilience and ability to evolve in a dynamic and uncertain environment.
This document provides a common language and framework for organizations to establish and implement
an innovation management system. It can also be used by:
a) collaborating organizations seeking a shared framework for innovating together;
b) organizations seeking confidence in the innovation capability of current and potential partners,
suppliers or other interested parties;
c) funders, donors and investors seeking confidence in the innovation capability of a funding applicant or
partner organization;
d) policy-makers and government authorities aiming to promote innovation activities at local, regional
and national levels.
The requirements in this document are not always an effective basis for the evaluation of newly formed
organizations.
0.2  Innovation management principles
This document references the eight innovation management principles, described in ISO 56000, that are the
foundation of the innovation management system. The principles are as follows:
— Realization of value: Value, financial or non-financial, is realized from the deployment, adoption and
impact of new or changed solutions for interested parties.
— Future-focused leaders: Leaders at all levels, driven by curiosity and courage, challenge the status quo by
building an inspiring vision and purpose, and by continuously engaging people to achieve those aims.
— Strategic direction: The direction for innovation activities is based on aligned and shared objectives and
a relevant ambition level, supported by the necessary people and other resources.
— Culture: Shared values, beliefs and behaviours, supporting openness to change, risk-taking and
collaboration, enable the coexistence of creativity and effective execution.

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ISO 56001:2024(en)
— Exploiting insights: A diverse range of internal and external sources are used to systematically build
insightful knowledge, and to exploit stated and unstated needs.
— Managing uncertainty: Uncertainties and risks are evaluated, leveraged and then managed, by learning
from systematic experimentation and iterative processes, within a portfolio of opportunities.
— Adaptability: Changes in the context of the organization are addressed by the timely adaptation of
structures, processes, competences and value realization models to maximize innovation capabilities.
— Systems approach: Innovation management is based on a systems approach with interrelated and
interacting elements, and regular performance evaluation and improvements of the system.
0.3  Innovation management system
0.3.1  General
An innovation management system is a set of interrelated and interacting elements with the purpose of
realizing value, both financial and non-financial. Value is realized by systematic and iterative innovation
processes to identify opportunities, create and validate concepts, and develop and deploy solutions for users,
customers and other interested parties. Opportunities can, for example, be based on current or future,
stated or unstated needs. The system can be applied to exploring and exploiting both new and existing
opportunities.
The management system elements are described under the main clauses in this document: context of
the organization (see Clause 4), leadership (see Clause 5), planning (see Clause 6), support (see Clause 7),
operation (see Clause 8), performance evaluation (see Clause 9) and improvement (see Clause 10), see
Figure 1.
Figure 1 — Representation of the innovation management system
with references to the clauses in this document

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ISO 56001:2024(en)
The management system elements can be gradually adopted to implement the system according to the
context and maturity of the organization.
Ultimately, the effective implementation of the innovation management system relies on the leadership and
commitment by top management and other leaders at all levels in the organization.
The innovation management system is founded on the concept of Plan-Do-Check-Act (PDCA). The PDCA
model provides an iterative process for the organization to achieve continual improvement of the system.
The clauses of this document are grouped in relation to the PDCA cycle as follows: Plan (see Clause 6), Do
(see Clauses 7 and 8), Check (see Clause 9) and Act (see Clause 10).
0.3.2  Managing uncertainty and risk
Innovation initiatives include different degrees of variation and uncertainty. Uncertainties can be related
to, for example, user acceptance, technical feasibility, manufacturing constraints, regulatory conditions,
market potential and organizational constraints.
Innovation processes are characterized by experimentation and learning. As the processes progress, new
knowledge and insights are gained, and uncertainty is reduced. Innovation processes are flexible and
adaptable to the types of innovations the organization seeks to achieve.
Innovation initiatives involve risk and not all initiatives will achieve successful innovations. However,
discontinued initiatives are an integral part of the innovation processes and sources of learning as input to
future innovation activities.
The acceptable level of risk is dependent on the innovation ambition and strategy, the organization’s
capability, and the types of innovation addressed by the organization.
The management of uncertainty and risk can be addressed by different approaches (e.g. iterative processes,
systematic experimentation, partnering, innovation portfolio diversification). By applying a systems
approach, interdependencies and uncertainties can be better understood, measured and managed.
Organizations can also address the balance between pursuing opportunities and the related risks, including
the risk of innovating versus the risk of not innovating.
0.3.3  Management levels
An innovation management system operates across strategic, tactical and operational levels.
The relationships among the different levels (see Figure 2) can be described as follows:
— The innovation intent (see Clause 4) at the strategic level helps to determine the scope of the innovation
management system and forms the basis for establishing the innovation strategy.
— The scope (see Clause 4) sets the boundaries and applicability of the innovation management system.
— The innovation policy (see Clause 5) provides a framework for setting the innovation strategy and
objectives. The innovation policy can complement other management system policies in the organization.
— The innovation strategy (see Clause 5), including strategic innovation objectives, is based on the
innovation intent, is aligned with the innovation policy, and provides a framework for setting tactical
innovation objectives and establishing innovation portfolios.
— The innovation objectives (see Clause 6) at the tactical level are consistent with the innovation policy
and strategy.
— The innovation portfolios (see Clause 6) are aligned with the innovation strategy and objectives and
consist of a set of innovation initiatives.
— The innovation initiatives (see Clause 8) are established at the operational level.
— The innovation processes (see Clause 8) are also established at the operational level to pursue innovation
initiatives. They are flexible and adaptable to each individual initiative.

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ISO 56001:2024(en)
Key
determines
relationship or input across levels
Figure 2 — Representation of the management levels and their relationships
with references to the clauses in this document
0.4  Relationship with other management system standards
Management system standards (MSS) complement each other but can also be used independently. The
innovation management system can be implemented together with other management system disciplines,
helping organizations to balance the exploitation of existing offerings and operations, with the exploration
and introduction of new offerings and ways of working.
This document applies the ISO/IEC Directives, Part 1, Consolidated ISO Supplement Annex SL, Appendix 2
harmonized structure for MSS. The harmonized structure provides identical clause numbers, clause titles,
text, and common terms and core definitions to be used by all MSS within the ISO portfolio. This structure
enables an organization to align or integrate its innovation management system with the requirements of
other MSS.
Other standards on innovation management developed by ISO/TC 279 provide additional support and
guidance for organizations. Summaries of these standards are described in Annex A.
0.5  Contents of this document
This document contains the requirements used to evaluate conformity.  Conformity to this document can
only be claimed when all its requirements are implemented and fulfilled by the organization.
An organization is not expected to structure its innovation management system or documented information
to be aligned with the clause structure of this document.

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ISO 56001:2024(en)
In this document, the following terms are used:
— “shall” indicates a requirement;
— “consider” indicates reflecting upon possible actions before making a decision;
— “can” indicates a possibility.
A “NOTE” is used for information, clarifying the associated requirement.

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International Standard ISO 56001:2024(en)
Innovation management system — Requirements
1 Scope
This document specifies requirements for an innovation management system that an organization can use
to develop and demonstrate its innovation capability, enhance its innovation performance, and realize value
for users, customers and other interested parties. The requirements in this document are generic.
This document is applicable to any organization, regardless of type or size, products and services provided,
or the types of innovations and innovation approaches used.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 56000, Innovation management — Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 56000 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
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 (3.2) and
relevant interested parties (3.3).
Note 2 to entry: An innovation can be a product, service, process (3.9), 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”.
[SOURCE: ISO 56000:2020, 3.1.1, modified — Note 4 to entry deleted.]
3.2
organization
person or group of people that has its own functions with responsibilities, authorities and relationships to
achieve its objectives (3.7)
Note 1 to entry: The concept of organization includes, but is not limited to, sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not,
public or private.
Note 2 to entry: If the organization is part of a larger entity, the term “organization” refers only to the part of the larger
entity that is within the scope of the innovation (3.1) management system (3.5).

ISO 56001:2024(en)
Note 3 to entry: Organizational functions can include, for example, research and development, human resources,
finance, sales, marketing and operations.
3.3
interested party (preferred term)
stakeholder (admitted term)
person or organization (3.2) that can affect, be affected by, or perceive itself to be affected by a decision or
activity
Note 1 to entry: Interested parties can include, for example, users, customers, suppliers, partners, innovation
ecosystems, funding organizations, investors, universities and public authorities.
3.4
top management
person or group of people who directs and controls an organization (3.2) at the highest level
Note 1 to entry: Top management has the power to delegate authority and provide resources within the organization.
Note 2 to entry: If the scope of the management system (3.5) covers only part of an organization, then top management
refers to those who direct and control that part of the organization.
3.5
management system
set of interrelated or interacting elements of an organization (3.2) to establish policies (3.6) and objectives
(3.7), as well as processes (3.9) to achieve those objectives
Note 1 to entry: A management system can address a single discipline or several disciplines.
Note 2 to entry: The management system elements include the organization’s structure, roles and responsibilities,
planning and operation.
3.6
policy
intentions and direction of an organization (3.2) as formally expressed by its top management (3.4)
3.7
objective
result to be achieved
Note 1 to entry: An objective can be strategic, tactical, or operational.
Note 2 to entry: Objectives can relate to different disciplines (such as finance, health and safety, and environment).
They can be, for example, organization-wide or specific to a project, product or process (3.9).
Note 3 to entry: An objective can be expressed in other ways, e.g. as an intended result, as a purpose, as an operational
criterion, as an innovation (3.1) objective or by the use of other words with similar meaning (e.g. aim, goal, or target).
Note 4 to entry: In the context of innovation management systems (3.5), innovation objectives are set by the organization
(3.2), consistent with the innovation policy (3.6), to achieve specific results.
3.8
risk
effect of uncertainty
Note 1 to entry: An effect is a deviation from the expected — positive or negative.
Note 2 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or
knowledge of, an event, its consequence, or likelihood.
Note 3 to entry: Risk is often characterized by reference to potential events and consequences, or a combination of these.
Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes
in circumstances) and the associated likelihood of occurrence.

ISO 56001:2024(en)
3.9
process
set of interrelated or interacting activities that uses or transforms inputs to deliver a result
Note 1 to entry: Whether the result of a process is called an output, a product or a service depends on the context of
the reference.
3.10
competence
ability to apply knowledge and skills to achieve intended results
3.11
documented information
information required to be controlled and maintained by an organization (3.2) and the medium on which it
is contained
Note 1 to entry: Documented information can be in any format and media and from any source.
Note 2 to entry: Documented information can refer to:
a) the management system (3.5), including related processes (3.9);
b) information created in order for the organization to operate (documentation);
c) evidence of results achieved (records).
3.12
performance
measurable result
Note 1 to entry: Performance can relate either to quantitative or qualitative findings.
Note 2 to entry: Performance can relate to managing activities, processes (3.9), products, services, systems or
organizations (3.2).
3.13
continual improvement
recurring activity to enhance performance (3.12)
3.14
effectiveness
extent to which planned activities are realized and planned results are achieved
3.15
requirement
need or expectation that is stated, generally implied or obligatory
Note 1 to entry: “Generally implied” means that it is custom or common practice for the organization (3.2) and
interested parties (3.3) that the need or expectation under consideration is implied.
Note 2 to entry: A specified requirement is one that is stated, e.g. in documented information (3.11).
3.16
conformity
fulfilment of a requirement (3.15)
3.17
nonconformity
non-fulfilment of a requirement (3.15)
3.18
corrective action
action to eliminate the cause(s) of a nonconformity (3.17) and to prevent recurrence

ISO 56001:2024(en)
3.19
audit
systematic and independent process (3.9) for obtaining evidence and evaluating it objectively to determine
the extent to which the audit criteria are fulfilled
Note 1 to entry: An audit can be an internal audit (first party) or an external audit (second party or third party), and it
can be a combined audit (combining two or more disciplines).
Note 2 to entry: An internal audit is conducted by the organization (3.2) itself, or by an external party on its behalf.
Note 3 to entry: “Audit evidence” and “audit criteria” are defined in ISO 19011.
3.20
measurement
process (3.9) to determine a value
3.21
monitoring
determining the status of a system, a process (3.9) or an activity
Note 1 to entry: To determine the status, there can be a need to check, supervise or critically observe.
4 Context of the organization
4.1 Understanding the organization and its context
The organization shall determine:
a) external and internal issues that are relevant to its purpose and that affect its ability to achieve the
intended result(s) of its innovation management system;
b) whether climate change is a relevant issue;
c) areas of opportunity for potential value realization.
NOTE 1 Issues can have a positive or negative impact on the organization and be related to past experiences,
present situations and future forecasts.
NOTE 2 External issues can be related to, for example, political, economic, market, social, technological, legal,
regulatory, standards, environmental and ethical factors; whether local, regional, national or international.
NOTE 3 Internal issues can be related to, for example, the organization’s vision, mission,
...