Using the ISO 56002 Innovation Management System : A Practical Guide for Implementation and Building a Culture of Innovation (Hardcover)

TABLE OF CONTENTS Dedication - * Acknowledgments * Authors’ Notes * Foreword * The Potential Benefits from Updating Your IMS * IMS Principles * Capacity of the Innovation Management Model to Evolve * Managing Innovations: Critical Launch Factors * Successful Product launches * A Focus on Some Critical Factors in Successful Innovation * Strategies for Establishing an IMS * Systems approach to management * Chapter 1. Clauses 0, 1, 2, and 3 * Clause 0. Introduction * Introduction to theIMS * Clause 1. Scope * Summary * Clause 2. Normative References * Clause 3. Terms and Definitions * Chapter 2. Clause 4. Context of the Organization * Purpose * Overview: * Benefits: * Classification of Action: * Defining the Organization’s Status and Key issues. * The World’s Context * The European Context * The North American Context * Asian Context * Identifying stakeholder needs and expectations * Defining the Requirements and Limitations of your IMS * Defining the Content of the IMS * Culture Change Management (CCM) * Using the Culture Change Models * Examples of Culture Change Measures * CCM Summary * Collaboration * Summary * Chapter 3. Clause 5. Leadership * Purpose: * Overview: * Benefits * Classification Actions * Subclause 5.1. Leadership Behavior That Drives Innovation * Accountability and Consistency * Culture * Fear * The Absence of Reward * Disengaged leadership * Structure, Resources, and Processes * Outcomes * Evaluation and Improvement * Integration of the IMS into the Existing Systems * Awareness * Talent Support * Innovator Support * Line Supervisor Support * Subclause 5.1.2. Value Realization * Customer Insight and Customer Needs/Wants * Risk Tolerance and Risk Appetite * Subclause 5.1.3. Innovation Vision * Subclause 5.1.4. Innovation Strategy * How Do You Create an Innovation Strategy? * Understand the difference between innovation category and innovation types * Innovation Categories * Types of Innovation: The Innovation Matrix * Incremental innovation * Radical Innovation * Disruptive innovation * Architectural innovation * Understanding the Context of the Organization * SWOT Analysis * Subclause 5.2.1. Innovation Policy * Communicating the Innovation Policy * Subclause 5.3 Defining Roles and Establishing Responsibilities * Opportunity Center * Chapter 4. Clause 6. Planning * Purpose: * Overview: * Benefits: * Classification of action: * Introduction * Realization of Value * The Four Major Types of Plans * The Planning Process * Prerequisite Cultural Documentation * Market Focus * Setting Direction * Vision of the Organization * Mission * Values * Strategic Focus * Critical Success Factors - Obstacles to Success * Performance Goals * The Planning Activity * The Two Drivers of Innovation * The Basic Strategic Planning Process * What makes Organizations Innovative? * Project Management * Ways to Implement an IMS Planning Activity * Develop an As/Is Model of the Present IMS * Types of As/Is Assessments * A Major IMS Design Error * Top Five Positive/Negative Innovation Change Impacts * Subclause 6.1 Addressing opportunities and risk (Opportunity Analysis) * Value Proposition Cycle. * Risk Analysis * Innovation Planning to Achieve Objectives * Entity performance Goals * Goals and Objectives Planning * Use of a Project Charter * Subclause 6.3. Organizational Structures * Subclause 6.4 Innovation Portfolios * Organizational Portfolio Development Cycle * Summary * Chapter 5. Clause 7. Support * Purpose * Overview: * Benefits: * Classification of Actions: * Subclause 7.1. Innovation Resources * Subclause 7.1.2 Managing People * Managing Innovation Teams * Rewards and Recognition * Autonomy * Mastery * Purpose * Subclause 7.1.4 Knowledge Management * Facilitate Access to Knowledge * Finance * Agile Funding Process: A Lean Budgeting Approach * Innovation Is Not About the Next Big Thing * Infrastructure * What is an Innovation Lab? A Conceptual Framework * Setting Up a Corporate Innovation Lab * Competency * Innovation and Change Management (ICM) * Awareness and Communication * Subclause 7.5. Documented Information * Subclause 7.6. Tools and Methods * Subclause 7.7. Strategic Intelligence Management * ISO/Cd 56006 Model: Identify the Strategic Intelligence Needs * Framing * Gathering and Analyzing * Interpretation * Recommendations * The PESTEL Model * Subclause 7.8. Intellectual Property Management * Types of Intellectual Property Protection * Intellectual Property Management Framework * Developing an IP Framework * Summary * Chapter 6. Clause 8 OPERATIONS * Purpose: * Overview: * Benefits: * Classification of Actions * Clause 8.1. General Framework to Operational Control * Organization Agility * Structure: Create a cross-functional and self-directed team to manage innovation * Governance: Review your decision-making process * Process: Standardize your key processes * Collaboration and Partnership * Decide Whether to Enter into Innovation Collaboration Initiative * Select and Identify the Right Partner * Manage the Partnership Interaction * Clause 8.2. Innovation Initiative: * Review the scope of the innovation initiative * Establish innovation metrics and risk trigger * Decide about structure * People and competencies * Roles and responsibilities * Collaboration * IP and continuous learning * Clause 8.3. Innovation Process * Phase I. Opportunity Identification * Scope of IMS * Phase II. Concept Creation * Tollgate 1 ? opportunity analysis * The Idea Evaluation Process * Prepare the value proposition * Tollgate 2 -Value Proposition Approval * Phase III. Concept Validation * Tollgate 3 ? Business case analysis * Phase IV. Solution Development * Phase V. Solution Deployment * The IMS Cycle * Summary * Chapter 7. Clause 9. Performance Evaluation * Purpose: * Overview: * Benefits: * Classification of Actions: * Subclause 9.1.1.1. MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION * Planning the Evaluation * The Scope of the Evaluation: What do you Evaluate? * Tools and Methods: How to evaluate? * Who and When to Conduct an evaluation? * Subclause 9.1.2. Conducting the Analysis and the Evaluation * What to measure * Internal Audit * The Audit Program * Management Review * Management Review Input (What data to use to conduct the review) * Management Review output * Chapter 8. Clause 10. Improvement * Purpose: * Overview: * Benefits: * Classification Actions: * Subclause 10.1 * Corrective Actions and Preventive Actions (CAPA) * Corrective Actions * Preventive Actions * Continual Improvement * Bibliography * Appendix A. Glossary * Appendix B. Most Used Tools * Appendix C. H. J. Harrington’s Value Statements * Appendix D. ISO 56000:2020 Standards * About the Authors *