SIST EN ISO 56000:2021

SLOVENSKI STANDARD
01-marec-2021
Upravljanje inovacij - Osnove in slovar (ISO 56000:2020)
Innovation management - Fundamentals and vocabulary (ISO 56000:2020)
Innovationsmanagement - Grundlagen und Begriffe (ISO 56000:2020)
Management de l’innovation - Principes essentiels et vocabulaire (ISO 56000:2020)
Ta slovenski standard je istoveten z: EN ISO 56000:2021
ICS:
01.040.03 Storitve. Organizacija Services. Company
podjetja, vodenje in kakovost. organization, management
Uprava. Transport. and quality. Administration.
Sociologija. (Slovarji) Transport. Sociology.
(Vocabularies)
03.100.40 Raziskave in razvoj Research and development
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

EN ISO 56000
EUROPEAN STANDARD
NORME EUROPÉENNE
January 2021
EUROPÄISCHE NORM
ICS 01.040.03; 03.100.01; 03.100.40
English Version
Innovation management - Fundamentals and vocabulary
(ISO 56000:2020)
Management de l'innovation - Principes essentiels et Innovationsmanagement - Grundlagen und Begriffe
vocabulaire (ISO 56000:2020) (ISO 56000:2020)
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 56000:2021 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
The text of ISO 56000:2020 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.
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 56000:2020 has been approved by CEN as EN ISO 56000:2021 without any modification.

INTERNATIONAL ISO
STANDARD 56000
First edition
2020-02
Innovation management —
Fundamentals and vocabulary
Management de l’innovation — Principes essentiels et vocabulaire
Reference number
ISO 56000:2020(E)
©
ISO 2020
ISO 56000:2020(E)
© ISO 2020
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
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
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Published in Switzerland
ii © ISO 2020 – All rights reserved

ISO 56000:2020(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
3.1 General terms related to innovation . 1
3.2 Terms related to organization. 4
3.3 Terms related to objective . 6
3.4 Terms related to knowledge . 8
3.5 Terms related to intellectual property . 8
3.6 Terms related to innovation initiative . 9
3.7 Terms related to performance .10
3.8 Terms related to assessment .11
4 Fundamental concepts and innovation management principles .13
4.1 General .13
4.1.1 Rationale for engaging in innovation activities .13
4.1.2 Innovation activities in organizations .13
4.1.3 Impact of innovations .14
4.2 Fundamental concepts .14
4.2.1 Innovation . .14
4.2.2 Attributes of innovation.15
4.2.3 Concepts related to innovation.15
4.2.4 Activities and processes to achieve innovation .16
4.2.5 Innovation management .17
4.2.6 Innovation management system .18
4.2.7 Relationship with other management systems .19
4.3 Innovation management principles .19
4.3.1 Realization of value.19
4.3.2 Future-focused leaders .20
4.3.3 Strategic direction .21
4.3.4 Culture .22
4.3.5 Exploiting insights .23
4.3.6 Managing uncertainty .24
4.3.7 Adaptability .24
4.3.8 Systems approach .25
Annex A (informative) Concept relationships and their graphical representation .27
Annex B (informative) Relations to vocabulary of other organizations .32
Bibliography .34
Alphabetical index of terms .36
ISO 56000:2020(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 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.
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.
iv © ISO 2020 – All rights reserved

ISO 56000:2020(E)
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 in collaboration with external interested parties.
This document is intended to help the user by establishing a coherent, consistent and common
framework to:
a) understand the main terms, definitions, concepts and principles of innovation management;
b) support an organization to establish, implement, maintain and continually improve an innovation
management system and other innovation management standards; and
c) facilitate communication and create awareness of innovation activities internally and across
organizations.
Clause 3 specifies the terms and definitions that are necessary to understand innovation management
and an innovation management system.
Clause 4 provides the fundamental concepts and innovation management principles, describing why
organizations should engage in innovation activities, the main concepts regarding innovation and the
principles that an organization should consider as the basis for the effective management of innovation
activities as well as the foundation of the innovation management system.
Annex A presents the concept relationships graphically.
Annex B presents the relationship between the definitions within this document and those provided by
other policy-setting organizations.
0.2 Relationships with other innovation management standards
This document relates to the ISO 56000 family of standards, developed by ISO/TC 279, as follows:
a) ISO 56002 Innovation management — Innovation management system — Guidance, provides
guidance for organizations to establish, implement, maintain and continually improve an innovation
management system;
b) ISO 56003 Innovation management — Tools and methods for innovation partnership — Guidance,
provides guidance for organizations working together to innovate;
c) ISO TR 56004 Innovation management assessment — Guidance, provides guidance for organizations
to plan, implement and follow-up on an innovation management assessment;
1)
d) ISO 56005 and subsequent standards provide further guidance on tools and methods to support
the implementation of an innovation management system.
1) Under preparation. Stage at the time of publication: ISO/DIS 56005.
INTERNATIONAL STANDARD ISO 56000:2020(E)
Innovation management — Fundamentals and vocabulary
1 Scope
1.1 This document provides the vocabulary, fundamental concepts and principles of innovation
management and its systematic implementation. It is applicable to:
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 relevant interested parties (e.g. suppliers, partners, funding
organizations, investors, universities and public authorities) seeking confidence in the innovation
capabilities of an organization;
d) organizations and interested parties seeking to improve communication through a common
understanding of the vocabulary used in innovation management;
e) providers of training in, assessment of, or consultancy for, innovation management and innovation
management systems;
f) developers of innovation management and related standards.
1.2 This document is intended to be applicable to:
a) all types of organizations, regardless of type, sector, maturity-level or size;
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.
This document specifies the terms and definitions applicable to all innovation management and
innovation management system standards developed by ISO/TC 279.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
3.1 General terms related to innovation
3.1.1
innovation
new or changed entity (3.2.5), realizing or redistributing value (3.7.6)
Note 1 to entry: Novelty and value are relative to, and determined by, the perception of the organization (3.2.2)
and relevant interested parties (3.2.4).
Note 2 to entry: An innovation can be a product, service, process (3.1.5), model, method, etc.
ISO 56000:2020(E)
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”.
Note 4 to entry: For the purpose of statistical measurement, refer to the Oslo Manual 2018, 4th edition, by OECD/
Eurostat. See Annex B.2 for a comparison between the definitions of innovation by ISO and the OECD/Eurostat.
[SOURCE: ISO 9000:2015, 3.6.15, modified by using the term “entity” instead of “object” and by replacing
Notes 1 and 2 to entry with the new Notes 1 to 4 to entry.]
3.1.1.1
radical innovation
breakthrough innovation
innovation (3.1.1) with a high degree of change
Note 1 to entry: Change can relate to the entity (3.2.5) or its impact.
Note 2 to entry: Radical innovation is at the other end of the continuum to incremental innovation.
3.1.1.2
disruptive innovation
innovation (3.1.1) initially addressing less demanding needs, displacing established offerings
Note 1 to entry: Compared to established offerings, disruptive innovations are initially simpler offerings with
lower performance (3.7.1) and they are generally more cost effective, requiring fewer resources and offered at
lower cost.
Note 2 to entry: Disruption occurs when a significant ratio of users or customers have adopted the innovation.
Note 3 to entry: Disruptive innovations can create new markets and value networks by addressing new users
and deploying new business and value realization models.
3.1.2
management
coordinated activities to direct and control an organization (3.2.2)
Note 1 to entry: Management can include establishing strategies (3.3.4), policies (3.3.2) and objectives (3.3.3) and
processes (3.1.5) to achieve those objectives.
Note 2 to entry: Control can include defining roles, appointing authority, assigning tasks, establishing incentives
and rewards, and empowering and engaging people.
Note 3 to entry: The word “management” sometimes refers to people, i.e. a person or group of people with
authority and responsibility for the conduct and control of an organization. When “management” is used in this
sense, it should always be used with some form of qualifier, e.g. “top management”.
[SOURCE: ISO 9000:2015, 3.3.3, modified by adding “strategies” to Note 1 to entry and by simplifying
the text of Note 3 to entry.]
3.1.2.1
innovation management
management (3.1.2) with regard to innovation (3.1.1)
Note 1 to entry: Innovation management can include establishing an innovation vision (3.3.1.1), innovation
strategy (3.3.4.1), innovation policy (3.3.2.1) and innovation objectives (3.3.3.1), and organizational structures
and innovation processes (3.1.5.1) to achieve those objectives through planning, support, operations, performance
(3.7.1) evaluation (3.8.3) and improvement (3.1.7).
3.1.3
system
set of interrelated or interacting elements
[SOURCE: ISO 9000:2015, 3.5.1]
2 © ISO 2020 – All rights reserved

ISO 56000:2020(E)
3.1.3.1
management system
set of interrelated or interacting elements of an organization (3.2.2) to establish strategies (3.3.4),
policies (3.3.2) and objectives (3.3.3) and processes (3.1.5) to achieve those objectives
Note 1 to entry: A management system can address a single discipline or several disciplines, e.g. innovation
management (3.1.2.1), quality management, financial management, or environmental management.
Note 2 to entry: The management system elements include the organization’s structure, roles and responsibilities,
planning, support and operation.
Note 3 to entry: The scope of a management system can include the whole of the organization, specific and
identified functions of the organization, specific and identified sections of the organization, or one or more
functions across a group of organizations.
Note 4 to entry: This constitutes one of the common terms and core definitions of the high level structure for
ISO management system standards. The original definition has been modified by adding “strategies” and by
adding examples to Note 1 to entry, by replacing “system” with “management system” and adding “support” to
Note 2 to entry.
3.1.3.2
innovation system
system (3.1.3) with regard to innovation (3.1.1)
Note 1 to entry: An innovation system can be related to a country or nation, e.g. a national innovation system,
a region, an industry sector, an entire or part of an organization (3.2.2), a cluster or network of organizations, a
community of practitioners or any value network or ecosystem of various interested parties (3.2.4).
Note 2 to entry: An innovation system can include an innovation management system (3.1.3.3).
3.1.3.3
innovation management system
management system (3.1.3.1) with regard to innovation (3.1.1)
Note 1 to entry: An innovation management system can be part of a general or integrated management system of
an organization (3.2.2).
3.1.4
innovation activity
activity with regard to innovation (3.1.1)
Note 1 to entry: Innovation activities can be planned or unplanned.
Note 2 to entry: Innovation activities are directly or indirectly aiming for innovation. Not all innovation activities
result in innovation.
3.1.5
process
set of interrelated or interacting activities that use inputs to deliver an intended result
Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for
ISO management system standards. The original definition has been modified to prevent circularity between
process and output.
3.1.5.1
innovation process
process (3.1.5) with regard to innovation (3.1.1)
Note 1 to entry: Innovation processes are generally planned and carried out under controlled conditions to
realize value (3.7.6).
Note 2 to entry: Innovation processes can be configured to suit innovation initiatives (3.6.1).
ISO 56000:2020(E)
Note 3 to entry: Innovation processes are designed to manage uncertainty (3.2.6) with innovation as the intended
result. Not all innovation processes result in innovation.
Note 4 to entry: An innovation process consists of several innovation activities (3.1.4). Examples of innovation
processes are identification of opportunities, creation and validation of concepts, and development and
deployment (3.6.4) of solutions.
Note 5 to entry: Innovation processes can be implemented within an organization (3.2.2) or across organizations
in the case of, e.g. collaborative innovation, innovation clusters, value networks, or ecosystems.
3.1.6
invention
new entity (3.2.5)
Note 1 to entry: An invention should be new in the sense that it has not existed before.
Note 2 to entry: An invention is created and is generally the result of intellectual work.
Note 3 to entry: An invention can be a product, service, process (3.1.5), model, method, etc.
3.1.6.1
patentable invention
invention (3.1.6) eligible for patent protection under the applicable law
3.1.7
improvement
activity to enhance performance (3.7.1)
Note 1 to entry: The activity can be recurring or singular.
[SOURCE: ISO 9000:2015, 3.3.1]
3.1.7.1
continual improvement
recurring activity to enhance performance (3.7.1)
Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards.
3.2 Terms related to organization
3.2.1
top management
person or group of people who directs and controls an organization (3.2.2) 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 (3.1.3.1) covers only part of an organization, then top
management refers to those who direct and control that part of the organization.
Note 3 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards.
3.2.2
organization
person or group of people that has its own functions with responsibilities, authorities and relationships
to achieve its objectives (3.3.3)
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 of any size, or part or combination thereof, whether
incorporated or not, public, or private, governmental, or non-governmental, national, or international.
4 © ISO 2020 – All rights reserved

ISO 56000:2020(E)
Note 2 to entry: This constitutes one of the common terms and core definitions of the high level structure for
ISO management system standards. The original definition has been modified by adding more examples to Note
1 to entry.
3.2.3
context of the organization
combination of internal and external issues that can have an effect on an organization’s (3.2.2) approach
to developing and achieving its objectives (3.3.3)
Note 1 to entry: In English, this concept is often referred to by other terms such as “business environment”,
“organizational environment” or “ecosystem of an organization”.
[SOURCE: ISO 9000:2015, 3.2.2, modified by removing the original Notes 1, 2 and 4 to entry.]
3.2.4
interested party
person or organization (3.2.2) that can affect, be affected by, or perceive itself to be affected by a
decision or activity
Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards.
3.2.5
entity
anything perceivable or conceivable
EXAMPLE Product, service, process (3.1.5), model (e.g. an organizational, business, operational or value
realization model), method (e.g. a marketing or management method) or a combination thereof.
Note 1 to entry: Entities can be material (e.g. an engine), immaterial (e.g. a project plan) or imagined (e.g. the
future state of the organization).
[SOURCE: ISO 9000:2015, 3.6.1, modified by replacing “object” with “entity” as the preferred term, by
adding and removing examples and by replacing “non-material” by “immaterial” in Note 1 to entry.]
3.2.6
uncertainty
state of deficiency of information, understanding, or knowledge (3.4.1)
Note 1 to entry: The deficiency can be full or partial.
Note 2 to entry: Uncertainty can be related to the consequences or likelihood of an event, or the characteristics
of an entity (3.2.5).
Note 3 to entry: Uncertainties can be managed by systematically addressing critical assumptions regarding
the consequences, likelihood, or characteristics of events and entities, to gain information, understanding and
knowledge.
3.2.7
risk
effect of uncertainty (3.2.6)
Note 1 to entry: An effect is a deviation (3.8.10) from the expected — positive or negative.
Note 2 to entry: Risk is often characterized by reference to potential "events" (as defined in ISO Guide 73:2009,
3.5.1.3) and "consequences" (as defined in ISO Guide 73:2009, 3.6.1.3) or a combination of these.
Note 3 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" (as defined in ISO Guide 73:2009, 3.6.1.1) of occurrence.
Note 4 to entry: This constitutes one of the common terms and core definitions of the high-level structure for ISO
management system standards. The definition has been modified by substituting the original Note 2 to entry
with a separate definition of uncertainty.
ISO 56000:2020(E)
3.2.8
outsource (verb)
make an arrangement where an external organization (3.2.2) performs part of an organization’s
function or process (3.1.5)
Note 1 to entry: An external organization is outside the scope of the management system (3.1.3.1), although the
outsourced function or process is within the scope.
Note 2 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards.
3.2.9
documented information
information required to be controlled and maintained by an organization (3.2.2) 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:
— the management system (3.1.3.1), including related processes (3.1.5);
— information created in order for the organization to operate (documentation);
— evidence of results achieved (records).
Note 3 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards.
3.2.10
culture
shared values, beliefs and behaviours of an organization (3.2.2) or community
3.2.11
work environment
set of conditions under which work is performed
[SOURCE: ISO 9000:2015, 3.5.5, modified by removing Note 1 to entry.]
3.3 Terms related to objective
3.3.1
vision
aspiration of what an organization (3.2.2) would like to become or achieve as expressed by top
management (3.2.1)
[SOURCE: ISO 9000:2015, 3.5.10, modified by adding “achieve” to the definition.]
3.3.1.1
innovation vision
vision (3.3.1) with regard to innovation (3.1.1)
Note 1 to entry: Generally, the innovation vision is consistent with the overall vision of the organization (3.2.2)
and provides a framework for the setting of an innovation strategy (3.3.4.1), innovation policy (3.3.2.1) and
innovation objectives (3.3.3.1).
3.3.2
policy
intentions and direction of an organization (3.2.2), as formally expressed by its top management (3.2.1)
Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards.
6 © ISO 2020 – All rights reserved

ISO 56000:2020(E)
3.3.2.1
innovation policy
policy (3.3.2) with regard to innovation (3.1.1)
Note 1 to entry: Generally, the innovation policy is consistent with the overall policy of the organization (3.2.2),
can be aligned with the innovation vision (3.3.1.1) and provides a framework for the setting of an innovation
strategy (3.3.4.1) and innovation objectives (3.3.3.1).
Note 2 to entry: The innovation management principles can form a basis for the establishment of an
innovation policy.
3.3.3
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 financial, health and safety, and
environmental goals) and can apply at different levels (such as strategic, organization-wide, project, product,
initiative and process (3.1.5)).
Note 3 to entry: An objective can be expressed in other ways, e.g. as an intended outcome, a purpose, an
operational criterion, as an innovation objective (3.3.3.1), 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 (3.1.3.3), innovation objectives (3.3.3.1) are set
by the organization (3.2.2) consistent with the innovation strategy (3.3.4.1) and the innovation policy (3.3.2.1), to
achieve specific results.
Note 5 to entry: This constitutes one of the common terms and core definitions of the high level structure for
ISO management system standards. The original definition has been modified by adding “initiative” to Note 2 to
entry and “innovation strategy” to Note 4 to entry.
3.3.3.1
innovation objective
objective (3.3.3) with regard to innovation (3.1.1)
Note 1 to entry: Generally, innovation objectives are based on the innovation strategy (3.3.4.1) and the innovation
policy (3.3.2.1) of the organization (3.2.2).
Note 2 to entry: Innovation objectives are generally specified for relevant functions, levels, initiatives and
processes (3.1.5) in the organization.
3.3.4
strategy
plan to achieve objectives (3.3.3)
Note 1 to entry: A strategy generally includes a coordinated set of activities and the allocation of resources
necessary to achieve the objectives.
Note 2 to entry: A strategy can be applied at different levels and functions in or across organizations (3.2.2). An
overall strategy can be supported by a set of more detailed lower-level and functional strategies.
Note 3 to entry: A strategy is generally planned but can evolve or emerge over time as a result of continual
adaptations and adjustments.
[SOURCE: ISO 9000:2015, 3.5.12, modified by removing “long-term or overall” before “objectives” and
by adding Notes 1 to 3 to entry.]
ISO 56000:2020(E)
3.3.4.1
innovation strategy
strategy (3.3.4) with regard to innovation (3.1.1)
Note 1 to entry: Generally, the innovation strategy is consistent with the overall strategy and strategic direction
of the organization (3.2.2), can be aligned with the innovation vision (3.3.1.1) and innovation policy (3.3.2.1) and
provides a framework for the setting of innovation objectives (3.3.3.1).
Note 2 to entry: An innovation strategy generally defines the rationale for engaging in innovation activities (3.1.4)
and innovation initiatives (3.6.1) and how those activities are expected to realize value (3.7.6) for the organization
and relevant interested parties (3.2.4).
Note 3 to entry: An innovation strategy can include the choices made in terms of what will be done, types of
innovations to be focused on, who will be involved in terms of interested parties, what will be required in terms
of resources, structures and processes (3.1.5), who will be responsible, when it will be completed, and how results
will be monitored (3.8.1), measured (3.8.2), evaluated (3.8.3), protected, communicated and documented etc.
3.4 Terms related to knowledge
3.4.1
knowledge
outcome of the assimilation of information through learning
Note 1 to entry: Knowledge can be acquired through research, experience, or education.
Note 2 to entry: Knowledge include information, facts, principles, theories and practices that is related to a field
of work or study.
Note 3 to entry: Knowledge can be individual or collective. Collective knowledge is gained from people
collaborating and releasing their tacit and subconscious knowledge.
3.4.2
competence
ability to apply knowledge (3.4.1) and skills to achieve intended results
Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards.
3.4.3
insight
profound and unique knowledge (3.4.1) about an entity (3.2.5)
Note 1 to entry: In the context of innovation activities (3.1.4), insights can reveal opportunities for the realization
of value (3.7.6).
Note 2 to entry: Identifying insights is generally part of the innovation processes (3.1.5.1).
3.5 Terms related to intellectual property
3.5.1
intellectual asset
intangible creation or knowledge (3.4.1) resource which has value (3.7.6)
3.5.2
intellectual property
result of intellectual activities that is eligible for protection by law
Note 1 to entry: Intellectual property can include inventions (3.1.6), scientific discoveries, literary, scientific,
or artistic works, symbols, designs, names, and images used in commerce, industrial designs, performances,
recordings, broadcasts and other creative and industrial works.
Note 2 to entry: “Protection by law” refers to areas of law considered to be intellectual property rights (3.5.3).
8 © ISO 2020 – All rights reserved

ISO 56000:2020(E)
Note 3 to entry: See Annex B.3 for a comparison between the definitions related to intellectual property by ISO
and TRIPS/WIPO Convention.
3.5.3
intellectual property rights
legal rights associated with intellectual property (3.5.2)
Note 1 to entry: Intellectual property rights include copyright and related rights, trademarks, geographical
indications, industrial design rights, patents, layout-designs (topographies) of integrated circuits and protection
of undisclosed information.
Note 2 to entry: See Annex B.3 for a comparison between the definitions related to intellectual property by ISO
and TRIPS/WIPO Convention.
3.5.4
intellectual property management
management (3.1.2) with regard to intellectual property (3.5.2)
3.5.5
intellectual property strategy
strategy (3.3.4) with regard to intellectual property (3.5.2)
3.5.6
intellectual property policy
policy (3.3.2) with regard to intellectual property (3.5.2)
3.6 Terms related to innovation initiative
3.6.1
innovation initiative
set of coordinated activities aiming for innovation (3.1.1)
Note 1 to entry: An innovation initiative can be informal or formally controlled and can take the form of a project,
program or any other kind of approach.
Note 2 to entry: An innovation initiative can be implemented by one or more innovation processes (3.1.5.1).
Note 3 to entry: The objectives (3.3.3) and scope of an innovation initiative can change and be updated, as the
initiative proceeds. An initiative can be discontinued or put on hold or its output can be transferred to other
initiatives, projects, or programs. Not all initiatives result in innovations.
Note 4 to entry: A set of innovation initiatives can form an innovation portfolio (3.6.2).
3.6.2
innovation portfolio
set of innovation initiatives (3.6.1) grouped together
Note 1 to entry: Innovation initiatives of the portfolio may not necessarily be interdependent or directly related.
Note 2 to entry: An innovation portfolio is generally used to facilitate the management (3.1.2) of innovation
initiatives.
3.6.3
ideation
process (3.1.5) of generating, sharing and evolving ideas and concepts
Note 1 to entry: Ideation is generally part of innovation processes (3.1.5.1).
3.6.4
deployment
process (3.1.5) to bring entities (3.2.5) or resources into effective (3.7.4) action
Note 1 to entry: Deployment is generally part of the innovation processes (3.1.5.1).
ISO 56000:2020(E)
[SOURCE: Oxford English Dictionary, modified]
3.6.5
open innovation
process (3.1.5) for the management (3.1.2) of information and knowledge (3.4.1) sharing and flows
across the boundaries of the organization (3.2.2) with regard to innovation (3.1.1)
Note 1 to entry: Open innovation can be a collaborative process involving several parties, e.g. in the form of a
value network.
Note 2 to entry: Open innovation can be facilitated by the presence of an innovation ecosystem or value network.
3.6.6
innovation partnership
collaborative effort by two or more organizations (3.2.2) with the intention to achieve innovation (3.1.1)
Note 1 to entry: An innovation partnership can involve establishing joint innovation objectives (3.3.3.1), strategies
(3.3.4), roles, structures, support and processes (3.1.5), including the contribution and sharing of resources, e.g.
finances, knowledge (3.4.1) and people.
Note 2 to entry: The purpose of an innovation partnership can be for all parties to mutually benefit from jointly
realizing value (3.7.6) from innovation opportunities.
3.7 Terms related to performance
3.7.1
performance
measurable result
Note 1 to entry: Performance can relate either to quantitative or qualitative findings.
Note 2 to entry: Performance can relate to the management (3.1.2) of activities, processes (3.1.5), products and
services, systems (3.1.3), or organizations (3.2.2).
Note 3 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management system standards. The original definition has been modified by modifying Note 2 to entry.
3.7.2
indicator
specific information on a state, condition, or impact
Note 1 to entry: Indicators are generally measurable and can be quantitative or qualitative.
3.7.3
efficiency
relationship between the result achieved and the resources used
[SOURCE: ISO 9000:2015, 3.7.10]
3.7.4
effectiveness
extent to which planned activities are realized and planned results are achieved
Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO
management sys
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