SIST EN ISO 56002:2021

SLOVENSKI STANDARD
01-marec-2021
Nadomešča:
SIST-TS CEN/TS 16555-1:2014
Upravljanje inovacij - Sistem upravljanja inovacij - Navodilo (ISO 56002:2019)
Innovation management - Innovation management system - Guidance (ISO 56002:2019)
Innovationsmanagement - Innovationsmanagementsystem - Leitfaden (ISO 56002:2019)
Management de l’innovation - Système de management de l’innovation -
Recommandations (ISO 56002:2019)
Ta slovenski standard je istoveten z: EN ISO 56002:2021
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

EN ISO 56002
EUROPEAN STANDARD
NORME EUROPÉENNE
January 2021
EUROPÄISCHE NORM
ICS 03.100.01; 03.100.40; 03.100.70 Supersedes CEN/TS 16555-1:2013
English Version
Innovation management - Innovation management system
- Guidance (ISO 56002:2019)
Management de l'innovation - Système de management Innovationsmanagement -
de l'innovation - Recommandations (ISO 56002:2019) Innovationsmanagementsystem - Leitfaden (ISO
56002:2019)
This European Standard was approved by CEN on 13 December 2020.

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, Turkey 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
© 2021 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 56002:2021 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
The text of ISO 56002:2019 has been prepared by Technical Committee ISO/TC 279 "Innovation
management” of the International Organization for Standardization (ISO) and has been taken over as
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 July 2021, and conflicting national standards shall be
withdrawn at the latest by July 2021.
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.
This document supersedes CEN/TS 16555-1:2013.
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, Turkey and the
United Kingdom.
Endorsement notice
The text of ISO 56002:2019 has been approved by CEN as EN ISO 56002:2021 without any modification.

INTERNATIONAL ISO
STANDARD 56002
First edition
2019-07
Innovation management — Innovation
management system — Guidance
Management de l’innovation — Système de management de
l’innovation — Recommandations
Reference number
ISO 56002:2019(E)
©
ISO 2019
ISO 56002:2019(E)
© ISO 2019
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
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Published in Switzerland
ii © ISO 2019 – All rights reserved

ISO 56002:2019(E)
Contents Page
Foreword .v
0  Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 2
4.1 Understanding the organization and its context . 2
4.1.1 General. 2
4.1.2 External issues . 2
4.1.3 Internal issues . 2
4.2 Understanding the needs and expectations of interested parties . 3
4.3 Determining the scope of the innovation management system . 3
4.4 Establishing the innovation management system . 4
4.4.1 General. 4
4.4.2 Culture . 4
4.4.3 Collaboration . 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 Innovation vision . 6
5.1.4 Innovation strategy . . 6
5.2 Innovation policy . 7
5.2.1 Establishing the innovation policy . 7
5.2.2 Communicating the innovation policy . 7
5.3 Organizational roles, responsibilities, and authorities . 7
6 Planning . 8
6.1 Actions to address opportunities and risks . 8
6.2 Innovation objectives and planning to achieve them . 8
6.2.1 Innovation objectives . 8
6.2.2 Planning to achieve objectives . 9
6.3 Organizational structures . 9
6.4 Innovation portfolios .10
7 Support .10
7.1 Resources .10
7.1.1 General.10
7.1.2 People .10
7.1.3 Time .11
7.1.4 Knowledge .11
7.1.5 Finance .11
7.1.6 Infrastructure .12
7.2 Competence .12
7.3 Awareness .13
7.4 Communication .14
7.5 Documented information .14
7.5.1 General.14
7.5.2 Creating and updating .14
7.5.3 Control of documented information .14
7.6 Tools and methods .15
7.7 Strategic intelligence management .15
7.8 Intellectual property management .16
ISO 56002:2019(E)
8 Operation .16
8.1 Operational planning and control .16
8.2 Innovation initiatives .17
8.3 Innovation processes .18
8.3.1 General.18
8.3.2 Identify opportunities .18
8.3.3 Create concepts .19
8.3.4 Validate concepts .19
8.3.5 Develop solutions .20
8.3.6 Deploy solutions .20
9 Performance evaluation .21
9.1 Monitoring, measurement, analysis, and evaluation.21
9.1.1 General.21
9.1.2 Analysis and evaluation .22
9.2 Internal audit .22
9.3 Management review .23
9.3.1 General.23
9.3.2 Management review inputs .23
9.3.3 Management review outputs .24
10 Improvement .24
10.1 General .24
10.2 Deviation, nonconformity, and corrective action .24
10.3 Continual improvement .25
Bibliography .26
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ISO 56002:2019(E)
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, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely 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 documents 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).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on 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 the following URL:
www .iso .org/iso/foreword .html.
The committee responsible for this document is ISO/TC 279, Innovation management.
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.
ISO 56002:2019(E)
0  Introduction
0.1  General
An organization’s ability to innovate is recognized as a key factor for sustained growth, economic
viability, increased well-being, and the development of society.
The innovation capabilities of an organization include the ability to understand and respond to changing
conditions of its context, to pursue new opportunities, and to leverage the knowledge and creativity of
people within the organization, and in collaboration with external interested parties.
An organization can innovate more effectively and efficiently if all necessary activities and other
interrelated or interacting elements are managed as a system.
An innovation management system guides the organization to determine its innovation vision, strategy,
policy, and objectives, and to establish the support and processes needed to achieve the intended
outcomes.
The potential benefits of implementing an innovation management system in accordance with this
document are:
a) increased ability to manage uncertainty;
b) increased growth, revenues, profitability, and competitiveness;
c) reduced costs and waste, and increased productivity and resource efficiency;
d) improved sustainability and resilience;
e) increased satisfaction of users, customers, citizens, and other interested parties;
f) sustained renewal of the portfolio of offerings;
g) engaged and empowered people in the organization;
h) increased ability to attract partners, collaborators, and funding;
i) enhanced reputation and valuation of the organization;
j) facilitated compliance with regulations and other relevant requirements.
0.2  Innovation management principles
This document is based on innovation management principles. An innovation management principle
includes a statement of the principle, a rationale of why the principle is important for the organization,
some examples of benefits associated with the principle, and finally examples of actions the organization
can take to improve performance when applying the principle.
The following principles are the foundation of the innovation management system:
a) realization of value;
b) future-focused leaders;
c) strategic direction;
d) culture;
e) exploiting insights;
f) managing uncertainty;
g) adaptability;
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ISO 56002:2019(E)
h) systems approach.
The principles can be considered as an open set to be integrated and adapted within the organization.
0.3  Innovation management system
0.3.1  General
An innovation management system is a set of interrelated and interacting elements, aiming for the
realization of value. It provides a common framework to develop and deploy innovation capabilities,
evaluate performance, and achieve intended outcomes.
The elements can be gradually adopted to implement the system according to the particular context and
circumstances of the organization. Full benefits can be gained when all the elements of the innovation
management system, are adopted by the organization.
Ultimately, the effective implementation of the innovation management system relies on the
commitment by top management and the ability of leaders to promote innovation capabilities and a
culture supporting innovation activities.
0.3.2  Plan-Do-Check-Act cycle
The Plan-Do-Check-Act (PDCA) cycle enables continual improvement of the innovation management
system to ensure that the innovation initiatives and processes are adequately supported, resourced,
and managed, and that opportunities and risks are identified and addressed by the organization.
The PDCA cycle can be applied to the innovation management system as a whole or its parts. Figure 1
illustrates how Clauses 4 to 10 can be grouped in relation to the PDCA cycle. The cycle is informed and
directed by the context of the organization (Clause 4) and its leadership (Clause 5).
Figure 1 — Representation of the framework of the innovation management system with
references to the clauses of this document
The cycle can be briefly described as follows:
a) Plan: Establish the objectives and determine the actions needed to address opportunities and risks
(Clause 6);
ISO 56002:2019(E)
b) Do: Implement what is planned in terms of support and operations (Clauses 7 and 8);
c) Check: Monitor and (where applicable) measure results against objectives (Clause 9);
d) Act: Take actions to continually improve the performance of the innovation management system
(Clause 10).
0.3.3  Managing uncertainty and risk
Innovation activities need to address high degrees of variation and uncertainty, particularly during the
early creative phases. They are explorative and characterized by search, experimentation, and learning.
As the process progresses, knowledge is gained and uncertainty is reduced.
Innovation initiatives involve risk-taking and not all of these will result in innovation. Discontinued
initiatives are an integral part of the processes and sources of learning as input to future innovation
initiatives.
The acceptable degree of risk is dependent on the innovation ambition, the organization’s capabilities
and the types of innovations addressed by the organization. Managing risk can be addressed by
different approaches, e.g. iterative learning, partnering, or portfolio diversification with different risk
levels. A systems approach is critical for understanding interdependencies and managing uncertainties.
Innovation initiatives can be implemented by processes that identify opportunities, create and validate
concepts, and develop and deploy solutions. These innovation processes are implemented iteratively
and often in a non-linear sequence. They need to be flexible and adaptable to the types of innovations
the organization seeks to achieve.
Organizations can establish unified or separate structures, to implement innovation activities. These
may require different leadership styles, competencies, and cultures. Implementing an innovation
management system can encourage the organization to challenge the status quo and established
organizational assumptions and structures. This can help the organization to manage uncertainties
and risks more effectively.
0.4  Relationship with other management system standards
This document applies the framework developed by ISO to improve alignment among its International
Standards for management systems (see ISO/IEC Directives, Part 1, Consolidated ISO Supplement,
Annex SL). This framework enables an organization to align or integrate its innovation management
system with the guidance or requirements of other management system standards.
This document relates to the ISO 56000 family of standards, developed by ISO/TC 279, as follows:
1)
a) ISO 56000 Innovation management — Fundamentals and vocabulary provides essential background
for the proper understanding and implementation of this document;
b) ISO TR 56004 Innovation management assessment — Guidance provides guidance for organizations
to plan, implement and follow-up on an innovation management assessment;
c) ISO 56003 Innovation management — Tools and methods for innovation partnership — Guidance;
d) and subsequent standards provide guidance on tools and methods to support the implementation
of the innovation management system.
The implementation of an effective and efficient innovation management system can have impact on, or
be impacted by, other management systems and can require integration at several levels.
Management system standards complement each other but can also be used independently. This
document can be implemented together with other management system standards, helping
organizations to balance the exploitation of existing offerings and operations, with the exploration
1) Under preparation. Stage at the time of publication: ISO/DIS 56000.
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ISO 56002:2019(E)
and introduction of new offerings. Organizations can find a balance between innovation management
guidance and other management system standards.
Organizations that have not adopted other management system standards can adopt this document as
stand-alone guidance within their organization.
INTERNATIONAL STANDARD ISO 56002:2019(E)
Innovation management — Innovation management
system — Guidance
1 Scope
1.1 This document provides guidance for the establishment, implementation, maintenance, and
continual improvement of an innovation management system for use in all established organizations. It
is applicable to:
a) organizations seeking sustained success by developing and demonstrating their ability to
effectively manage innovation activities to achieve the intended outcomes;
b) users, customers, and other interested parties, seeking confidence in the innovation capabilities of
an organization;
c) organizations and interested parties seeking to improve communication through a common
understanding of what constitutes an innovation management system;
d) providers of training in, assessment of, or consultancy for, innovation management and innovation
management systems;
e) policy makers, aiming for higher effectiveness of support programs targeting the innovation
capabilities and competitiveness of organizations and the development of society.
1.2 All the guidance within this document is generic and intended to be applicable to:
a) all types of organizations, regardless of type, sector, or size. The focus is on established
organizations, with the understanding that both temporary organizations and start-ups can also
benefit by applying these guidelines in all or in part;
b) all types of innovations, e.g. product, service, process, model, and method, ranging from incremental
to radical;
c) all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-
driven innovation activities.
It does not describe detailed activities within the organization, but rather provides guidance at a general
level. It does not prescribe any requirements or specific tools or methods for innovation activities.
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 apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https: //www .iso .org/obp/
ISO 56002:2019(E)
— IEC Electropedia: available at http: //www .electropedia .org/
4 Context of the organization
4.1 Understanding the organization and its context
4.1.1 General
The organization should regularly determine:
a) external and internal issues that are relevant to its purpose and that affect its ability to achieve the
intended outcomes of its innovation management system;
b) areas of opportunity for potential value realization.
4.1.2 External issues
The organization should regularly scan and analyse the external context, considering issues related to
the:
a) different areas covering economic, market, social, cultural, scientific, technological, legal, political,
geo-political and environmental aspects;
b) geographic scope, whether international, national, regional, or local;
c) past experience, present situation, and potential future scenarios;
d) speed of, and resistance to, change;
e) likelihood and potential impact of trends;
f) potential opportunities and threats, also those that might result from disruptions;
g) interested parties.
4.1.3 Internal issues
The organization should regularly analyse its internal context, including capabilities and assets,
considering issues related to:
a) its vision, ambition-level, strategic direction, and core competencies;
b) existing management practices, organizational structures and use of other management systems;
c) overall performance of the organization and its innovation performance, e.g. achievements and
failures over the recent past and compared with other relevant organizations;
d) operational aspects, e.g. processes, budgeting, controlling, and collaboration;
e) potential and maturity (position on the life cycle) of current offerings and value realization models;
f) the uniqueness of its people, knowledge, skills, technologies, intellectual property, ecosystems,
branding, partnerships, infrastructure, etc.;
g) adaptability of strategies, processes, resource allocation, etc.;
h) cultural aspects such as values, attitudes, and commitment at all levels of the organization;
i) the innovation competencies of its people over time.
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ISO 56002:2019(E)
4.2 Understanding the needs and expectations of interested parties
External interested parties can be users, customers, citizens, local community, special interest
groups, partners, external providers, consultants, unions, competitors, owners, shareholders, funding
organizations, regulators, public authorities, standards bodies, industry, and trade associations.
Internal interested parties can be employees at all levels and other persons working on behalf of the
organization.
4.2.1 The organization should determine, monitor and review:
a) the interested parties, internal or external, current or potential, that are relevant to the innovation
management system and the areas of opportunity;
b) the relevant needs, expectations, and applicable requirements of these interested parties;
c) how and when to interact or engage with relevant interested parties.
4.2.2 The needs and expectations of interested parties can be related to:
a) current or future needs and expectations;
b) stated or unstated needs and expectations;
c) value realization, both financial and non-financial;
d) different degrees of novelty and change, from incremental to radical;
e) existing markets or the creation of new markets;
f) any product, service, process, model, method, etc.;
g) offerings within, adjacent to, or more distant from, the current scope of the organization;
h) the enhancement or replacement of current offerings;
i) the organization itself or to its value chain, network, or ecosystem;
j) statutory and regulatory requirements and compliance commitments.
4.3 Determining the scope of the innovation management system
The organization should determine its innovation intent and the boundaries and applicability of the
innovation management system to establish its scope.
When determining this scope, the organization should consider:
a) the external and internal issues and areas of opportunity referred to in 4.1;
b) the relevant needs, expectations and requirements of interested parties referred to in 4.2;
c) interactions with other management systems.
Innovation intent can describe the scenarios of what could be possible in areas of opportunity, when
faced with uncertainty.
When describing the scope, the organization should consider, e.g. offerings, processes, structures,
functions, partners, collaborations, geographical, and time coverage, that are within or outside the scope.
The scope should be reviewed and amended when necessary and be available as documented
information.
ISO 56002:2019(E)
4.4 Establishing the innovation management system
4.4.1 General
The organization should establish, implement, maintain, and continually improve an innovation
management system, in alignment with the innovation intent, including the processes and support
needed and their interactions, in accordance with the guidance of this document and the innovation
management principles.
The innovation intent is the basis for determining the innovation strategy. It is enabled by a supportive
culture and through collaboration.
4.4.2 Culture
The organization should promote a culture that supports innovation activities, with the aim to enable
the coexistence of creative and operations-oriented mindsets and behaviours as both are needed to
innovate.
4.4.2.1 The organization should consider providing a work environment characterized by:
a) openness, curiosity, and user focus;
b) encouraging feedback and suggestions;
c) encouraging learning, experimentation, creativity, change, and challenging current assumptions;
d) encouraging risk-taking and learning from failure while keeping people engaged;
e) networking, collaboration, and participation internally and externally;
f) diversity, respect, and inclusiveness of different people, disciplines, and perspectives in innovation
activities;
g) shared values, beliefs and behaviours;
h) balancing assumption-based and evidence-based analysis and decision-making;
i) balancing linear and non-linear planning and processes.
4.4.2.2 Organizations with a culture supporting innovation activities often have:
a) leaders at all levels that promote and demonstrate their commitment to innovation activities;
b) management of the coexistence of, and the effective transitions between, the different innovation
activities, in terms of values, beliefs, and behaviours in the organization;
c) support and recognition of innovators, innovative behaviours, innovation initiatives, and innovation
storytelling;
d) incentives for innovation achievements, with the focus on intrinsic motivators, e.g. increased
autonomy and an inspiring purpose, rather than extrinsic motivators alone, e.g. monetary rewards;
e) development of competencies which support innovation activities;
f) assessment of the culture using relevant indicators;
g) structures for multidisciplinary collaboration.
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ISO 56002:2019(E)
4.4.3 Collaboration
The organization should establish an approach for the management of internal and external
collaboration. Collaboration aims to facilitate sharing and access to knowledge, competence, other
intellectual assets, and resources.
The organization should consider:
a) the innovation strategy, objectives and existing capabilities, resources, knowledge, and
competencies;
b) the diversity of experiences, disciplines, competencies, perspectives, etc.;
c) different approaches, methods, rules, and agreements for external collaboration;
d) issues of intellectual property;
e) regularly reviewing and aligning the strategic relevance of collaborations;
f) the importance of respect, openness, and trust between parties.
Collaboration can support activities such as identifying user needs, expectations, and challenges,
sharing of ideas, knowledge, competencies and know-how, accessing infrastructure, portfolios, markets,
and users, acquiring new competencies, and resources, and jointly implementing innovation operations.
Collaboration can involve persons from the same or different teams, departments, units, and functions
within the organization. It can involve users, customers, partners, providers, academia, industry and
trade associations and other relevant interested parties and networks external to the organization,
including parties outside of the own value networks.
5 Leadership
5.1 Leadership and commitment
5.1.1 General
Top management should demonstrate leadership and commitment with respect to the innovation
management system by:
a) being accountable for the effectiveness and efficiency of the innovation management system;
b) ensuring that the innovation vision, strategy, policy, and objectives are established, are consistent
and are compatible with the context and the strategic direction of the organization;
c) fostering a culture supporting innovation activities;
d) ensuring the adoption and integration of the organization's innovation management system
requirements into the organization's existing structures and business processes, as appropriate;
e) supporting leaders at all levels and other relevant management roles to demonstrate their
leadership and commitment to develop their leadership regarding innovation, as it applies to their
areas of responsibility.
f) ensuring that structures, support, including resources and processes, needed for the innovation
management system are available;
g) creating awareness and communicating the importance of effective innovation management and of
adopting the innovation management system guidance;
h) ensuring that the innovation management system achieves its intended outcomes;
ISO 56002:2019(E)
i) engaging, directing, and supporting persons to contribute to the effectiveness of the innovation
management system;
j) encouraging and recognizing innovators to demonstrate good practices, ensure engagement, and
facilitate learning from both successes and failures;
k) promoting performance evaluation at planned intervals and continual improvement of the
innovation management system;
NOTE Reference to "business" in this document can be interpreted broadly to mean those activities that are
core to the purpose of the organization's existence.
5.1.2 Focus on value realization
Top management should demonstrate leadership and commitment with respect to value realization, by:
a) identifying opportunities, through exploitable insights,
...