ISO/TS 56010:2023

TECHNICAL ISO/TS
SPECIFICATION 56010
First edition
2023-09
Innovation management — Illustrative
examples of ISO 56000
Management de l’innovation — Exemples illustratifs de l'ISO 56000
Reference number
© ISO 2023
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Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Descriptions of vocabulary and illustrative examples . 2
4.1 General . 2
4.2 Brief description of terms . 2
4.3 Innovation . 3
4.3.1 Description of innovation . 3
4.3.2 Forms of innovation. 3
4.4 Description of innovation activities . 4
4.5 Description of innovation processes . 4
4.6 Description of innovation management . 4
4.7 Description of innovation management system . 5
4.8 Distinguishing innovation from other related concepts . 5
Annex A (informative) Case studies . 6
Bibliography .15
iii
Foreword
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www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 279, Innovation management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
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Introduction
0.1 General
The main purpose of this document is to provide easy to understand descriptions of a limited selection
of the key terms and definitions found in ISO 56000. This document offers simple, fictional examples,
which are intended to illustrate the general concepts which underpin ISO 56000.
This document is designed to be of benefit to parties who are interested in managing innovation, but
who are not yet fully familiar with the working definitions and concepts presented in the ISO 56000
family of standards related to innovation management. It is not intended to serve as a reference on how
to manage innovation, rather it is a guide for the understanding, communication, dissemination, and
adoption of innovation management standards.
0.2 Relationships with other innovation management standards
The following are documents developed by ISO/TC 279 in the ISO 56000 family of standards:
— ISO 56000 provides vocabulary, fundamental concepts and principles of innovation management
and its systematic implementation;
— ISO 56002 provides guidance for organizations to establish, implement, maintain and continually
improve an innovation management system;
— ISO 56003 provides guidance for organizations working together to innovate;
— ISO/TR 56004 provides guidance for organizations to plan, implement and follow-up on an
innovation management assessment;
— ISO 56005 supports the role of intellectual property (IP) within innovation management;
— ISO 56006 provides guidelines for supporting strategic intelligence within innovation management.
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TECHNICAL SPECIFICATION ISO/TS 56010:2023(E)
Innovation management — Illustrative examples of ISO
1 Scope
This document provides descriptions, context, and examples for selected concepts of innovation
management defined in ISO 56000, chosen to provide understanding of the most essential concepts in
innovation management.
This document does not explain “how to” innovate or manage innovation, but it enables understanding
of the language and concepts used in communication related to innovation and innovation management.
Descriptions, examples, and infographics are used throughout this document, both to illustrate concepts
and to differentiate between concepts. The examples have been chosen from a variety of industries and
sectors with a focus on different types of innovations and are non-exhaustive.
The document is intended to be used by:
a) organizations implementing an innovation management system, or performing innovation
management assessments;
b) organizations that need to improve their ability to effectively manage innovation activities;
c) users, customers, and other interested parties (internal and external) seeking to ground and
improve communication through a common understanding of the vocabulary used in innovation
management;
d) providers of training in, assessment of, or consultancy for, innovation management and innovation
management systems;
e) developers of innovation management and related standards.
This document uses examples to make concepts more comprehensible and is intended to be used as:
— An introduction: Interested parties can be onboarded to the documents published as part of the
ISO 56000 family of standards, bridging the gaps between alternative views, beliefs, and conceptions
of innovation and the science and practice of innovation management.
— A guideline: This document presents key technical definitions and concepts in a descriptive format
suited to broad and non-technical audiences and can be used to provide basic understanding to
organizations, academia, media, and other interested parties as the agreed upon standards become
available to the world.
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 56000:2020, Innovation management — Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 56000 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 http:// www .electropedia .org/
4 Descriptions of vocabulary and illustrative examples
4.1 General
This document expands on the following selected vocabulary defined in ISO 56000 with the intent of
providing descriptions that combine the notes to entry with the definitions, context, and examples:
— innovation;
— innovation activity;
— innovation process;
— innovation management;
— innovation management system.
Further descriptions and examples for each of the above can be found in the next subclauses, and in
Annex A, including examples of product, process, and service innovations.
The examples and use cases included in this document are fictitious and are intended to give the reader
context for the vocabulary and the attributes used to determine the significance of an innovation. The
illustrative examples, in the form of case studies, have been chosen in such a manner as to show the
varying degrees of the three attributes used to determine the significance of an innovation (value,
change/newness, impact) with the understanding that the degrees are relative to and determined by
the organization and other interested parties. The examples are not intended to be exhaustive.
4.2 Brief description of terms
— An "innovation" is a new or changed product, process, or service that creates value. It is not an
activity that creates the outcome, it is the outcome itself.
— An "innovation activity" is an activity that generally contributes to innovation.
— An "innovation process" is a combination or sequence of activities that aims to deliver an innovation.
— "innovation management" is the structuring and carrying out of innovation processes and business
processes designed to lead to innovation.
— "innovation initiative" see example in A.2.4.3 Case Study 1
— "innovation portfolio" see example in A.5.4.4 Case Study 4
— An "innovation management system" is the way an organization has organized policies, strategies,
processes and various other interacting elements and interrelated elements to accomplish its
innovation objectives, including delivering innovation, with greater predictability, and aiming for
the realization of value.
4.3 Innovation
4.3.1 Description of innovation
Whether changed or new, an innovation is an outcome that adds value through its adoption,
implementation, commercialization, and/or use. An innovation can be a product, service, process,
model, method, or any other outcome, but must create value in order to be considered an innovation.
The significance of an innovation is often determined by the intersection of some combination or
permutation of the degrees of value, change/newness, and impact:
— Degree of value
The degree of value can be either financial or non-financial, or both, and can affect individuals,
groups, organizations, or societies.
EXAMPLE A process for creating and/or delivering more value-producing advertising, marketing, and/
or logistics channels can be considered an innovation. The introduction of that type of inn
...