This document provides guidance for the definition, implementation, evaluation, and improvement of the measurements necessary to effectively manage innovation activities in an organization. It establishes the fundamentals of innovation operation measurements and guides their application towards four areas: — measurements for establishing and launching innovation initiatives; — measurements for innovation processes; — measurements for innovation initiatives; — measurements of innovation portfolios. This document is applicable to: — organizations that are seeking to define and implement an innovation operations measurement approach; — organizations and interested parties seeking to improve the areas of accountability, transparency, and evidence-based assessment of innovation operations; — customers, investors, and other interested parties, seeking confidence in the organization’s innovation operations management and its results; — providers of training in innovation operations and measurements, including assessment of and consultancy for achieving results; — experts in innovation operations evaluation and impact assessment, favoring the use of a harmonized international guidance standard; — innovation policy makers and program managers who are looking to obtain evidence of progress and desired outcomes of innovation activities supported through public policies and programs. All of the guidance provided within this document is generic and intended to be applicable to: — all types of organizations regardless of sector or size, whether they be private, public, not-for-profit, governmental or societal; — all types of innovations (e.g. product, service, process, model, and method) ranging from incremental to radical; — all types of time horizons, from short-term to long-term evaluation and measurement.

This document provides guidance on managing opportunities and ideas by: — explaining the reasons for and the value of managing ideas effectively; — describing how to prepare for front end innovation activities; — addressing people and organization issues, including innovation leadership, culture and strategy; — detailing innovation activities and their interrelationships; — outlining activity and process evaluation considerations that are important for innovation success. A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating concepts, and validating them. The activities within these processes, when managed together, bring forward viable innovation concepts for development. Developing these innovation concepts into solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this guidance document. This document provides guidance for any innovation type along the continuum from incremental to radical innovation, as defined in ISO 56000. This guidance is intended for: — any user involved in innovation, whether for an organization or individual; — any organization type or scale; — any understanding of value creation and realization, whether for profit, social impact, changes in strategic direction, or any other purpose. This document can help organizations to systematically manage their opportunities and ideas to realize greater value from front end innovation activities to arrive at go/no–go decisions for development. There is no one method or set of tools for use in all situations. Choice is impacted by a range of related considerations to be addressed in this document.

This document provides guidelines for supporting strategic intelligence within innovation management. It aims at addressing the following areas concerning strategic intelligence at strategic and operational levels: — creating a strategic intelligence management strategy to support innovation in an organization; — establishing strategic intelligence management in support of the innovation activities and initiatives within the innovation management system and the related innovation processes; — applying strategic intelligence tools and methods in support of the innovation activities and initiatives within the innovation management system and the related innovation processes. Strategic intelligence is transversal and cross-sectorial by nature. It is not limited to innovation activities and can apply to all areas where knowledge is required for strategic decision-making and consequent actions. This document is not applicable to: — certification; — data protection.

Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness. This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels: — Creating an IP strategy to support innovation in an organization; — Establishing systematic IP management within the innovation processes; — Applying consistent IP tools and methods in support of efficient IP management. This document can be used for any type of innovation activities and initiatives.

This document will help the user understand why it is beneficial to carry out an Innovation Management Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits, which are universally applicable to: — organizations seeking sustained success in their innovation activities; — organizations performing IMAs; — users and other interested parties (e.g. customers, suppliers, partners, funding organizations, universities and public authorities) seeking confidence in an organization's ability to manage innovation effectively; — interested parties seeking to improve communication through a common understanding of Innovation Management (IM), via an assessment; — providers of training, assessment, or advice in IM; — developers of related standards; — academics interested in research related to IMA. Further, this document is intended to be applicable to: — all types of organizations, regardless of sector, age, size, or country; — all approaches to IM regardless of their level of sophistication, and complexity; — all modalities of managing innovation whether centralized or decentralized; — all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation; — all types of innovation such as product, service, process, business model, organizational innovation from incremental to radical.

This document establishes requirements for an innovation management system designed to help organizations cultivate and demonstrate their innovation capabilities, thereby enhancing innovation performance and creating value for users, customers, and other stakeholders. The requirements in this document are universally applicable.

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.

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.

This document provides a guidance for innovation partnerships. It describes the innovation partnership framework (see Clause 4 to Clause 8) and the sample corresponding tools (see Annex A to Annex E) to — decide whether to enter an innovation partnership, — identify, evaluate and select partners, — align the perceptions of value and challenges of the partnership, — manage the partner interactions. The guidance provided by this document is relevant for any type of partnerships and collaborations and it is intended to be applicable to any organizations, regardless of its type, size, product/service provided, such as: a) start-ups collaborating with larger organizations; b) SMEs or larger organizations; c) private sector entities with public or academic entities; d) public, academic or not-for-profit organizations. Innovation partnerships start with a gap analysis, followed by the identification, and engagement, of potential innovation partners and the governance of their interaction. NOTE The essence of an innovation partnership is for all parties to mutually benefit from working together in the context of an opportunity for innovation. This document is not applicable to organizations seeking innovation by merger or acquisition.

This document will help the user understand why it is beneficial to carry out an Innovation Management Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits, which are universally applicable to: — organizations seeking sustained success in their innovation activities; — organizations performing IMAs; — users and other interested parties (e.g. customers, suppliers, partners, funding organizations, universities and public authorities) seeking confidence in an organization's ability to manage innovation effectively; — interested parties seeking to improve communication through a common understanding of Innovation Management (IM), via an assessment; — providers of training, assessment, or advice in IM; — developers of related standards; — academics interested in research related to IMA. Further, this document is intended to be applicable to: — all types of organizations, regardless of sector, age, size, or country; — all approaches to IM regardless of their level of sophistication, and complexity; — all modalities of managing innovation whether centralized or decentralized; — all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation; — all types of innovation such as product, service, process, business model, organizational innovation from incremental to radical.

Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness.This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels:— Creating an IP strategy to support innovation in an organization;— Creating an IP strategy to support innovation in an organization;— Establishing systematic IP management within the innovation processes;— Applying consistent IP tools and methods in support of efficient IP management.This document can be used for any type of innovation activities and initiatives.

This document provides guidelines for supporting strategic intelligence within innovation management. It aims at addressing the following areas concerning strategic intelligence at strategic and operational levels: — creating a strategic intelligence management strategy to support innovation in an organization; — establishing strategic intelligence management in support of the innovation activities and initiatives within the innovation management system and the related innovation processes; — applying strategic intelligence tools and methods in support of the innovation activities and initiatives within the innovation management system and the related innovation processes. Strategic intelligence is transversal and cross-sectorial by nature. It is not limited to innovation activities and can apply to all areas where knowledge is required for strategic decision-making and consequent actions. This document is not applicable to: — certification; — data protection.

This document provides guidance on managing opportunities and ideas by: — explaining the reasons for and the value of managing ideas effectively; — describing how to prepare for front end innovation activities; — addressing people and organization issues, including innovation leadership, culture and strategy; — detailing innovation activities and their interrelationships; — outlining activity and process evaluation considerations that are important for innovation success. A sub-set of processes are addressed as described in ISO 56002, i.e. identifying opportunities, creating concepts, and validating them. The activities within these processes, when managed together, bring forward viable innovation concepts for development. Developing these innovation concepts into solutions and deploying these solutions is addressed by ISO 56002 and is outside the scope of this guidance document. This document provides guidance for any innovation type along the continuum from incremental to radical innovation, as defined in ISO 56000. This guidance is intended for: — any user involved in innovation, whether for an organization or individual; — any organization type or scale; — any understanding of value creation and realization, whether for profit, social impact, changes in strategic direction, or any other purpose. This document can help organizations to systematically manage their opportunities and ideas to realize greater value from front end innovation activities to arrive at go/no–go decisions for development. There is no one method or set of tools for use in all situations. Choice is impacted by a range of related considerations to be addressed in this document.

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.