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El. knyga: Using the ISO 56002 Innovation Management System: A Practical Guide for Implementation and Building a Culture of Innovation

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In 2019, ISO Technical Committee 279 released a new international standard on innovation management system called ISO 56002:2019. The objective of this standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system that ISO established decades ago, this standard provides instructions related to best practices on how to manage innovation activities, projects, and programs. 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. Essentially, the standard does not provide guidance on how to implement and/or use the standard. The standard basically tells you what to do and document this powerful book tells you how to do it. The techniques in this book are directed at key tasks across the innovative process, such as maximizing quality, productivity, maintainability, usability, and reliability, while focusing on reducing the product cycle time and costs within the innovative process.

Currently, there are no other comprehensive books available on how to fully implement this standard in companies. This book is crucial for managers, business leaders, entrepreneurs, and consultants looking for help to reap the benefits of an innovation management system. This book takes you step by step through the process of developing an innovation ecosystem. In addition, it provides frameworks, tools, methodologies, cases, and best practices so your organization can experience the full value of the standard.
About the Authors xv
Acknowledgments xxi
Authors' Notes xxiii
Foreword xxv
Chapter 1 Clauses 0, 1, 2, and 3 1(10)
Clause 0: Introduction
1(5)
Purpose
1(1)
Overview
1(1)
Benefits
1(1)
Classification of Action
2(1)
Introduction to the IMS
2(4)
Clause 1: Scope
6(3)
Benefits
7(1)
Classification of Action
8(1)
Summary
8(1)
Clause 2: Normative References
9(1)
Clause 3: Terms and Definitions
9(2)
Chapter 2 Clause 4: Context of the Organization 11(32)
Purpose
11(1)
Overview
11(1)
Benefits
11(1)
Classification of Action
12(9)
Defining the Organization's Status and Key Issues
12(1)
The World's Context
12(2)
The European Context
14(1)
The North American Context
15(5)
The Asian Context
20(1)
Identifying Stakeholder Needs and Expectations
21(3)
Defining the Requirements and Limitations of your IMS
24(2)
Defining the Content of the IMS
26(2)
Culture Change Management (CCM)
28(9)
Using the Culture Change Models
30(3)
Examples of Culture Change Measures
33(1)
CCM Summary
34(3)
Collaboration
37(2)
Summary
39(4)
Chapter 3 Clause 5: Leadership 43(32)
Purpose
43(1)
Overview
44(1)
Benefits
45(1)
Classification Actions
45(1)
Subclause 5.1: Leadership Behavior That Drives Innovation
45(27)
Accountability and Consistency
48(1)
Culture
48(1)
Fear
49(1)
The Absence of Reward
49(1)
Disengaged Leadership
49(1)
Structure, Resources, and Processes
50(1)
Outcomes
50(1)
Evaluation and Improvement
50(2)
Integration of the IMS into the Existing Systems
51(1)
Awareness
51(1)
Talent Support
51(1)
Innovator Support
51(1)
Line Supervisor Support
51(1)
Subclause 5.1.2: Value Realization
52(7)
Customer Insight and Customer Needs/Wants
53(2)
Risk Tolerance and Risk Appetite
55(4)
Subclause 5.1.3: Innovation Vision
59(3)
Subclause 5.1.4: Innovation Strategy
62(7)
How Do You Create an Innovation Strategy?
62(1)
Understand the Difference Between Innovation Category and Innovation Types
63(1)
Innovation Categories
63(1)
Types of Innovation: The Innovation Matrix
64(2)
Incremental Innovation
64(1)
Radical Innovation
65(1)
Disruptive Innovation
65(1)
Architectural Innovation
65(1)
Understanding the Context of the Organization
66(1)
SWOT Analysis
67(2)
Subclause 5.2.1: Innovation Policy
69(3)
Communicating the Innovation Policy
71(1)
Subclause 5.3: Defining Roles and Establishing Responsibilities
72(3)
Opportunity Center
73(2)
Chapter 4 Clause 6: Planning 75(58)
Purpose
75(1)
Overview
75(1)
Benefits
76(1)
Classification of Action
76(1)
Introduction
76(57)
Realization of Value
82(2)
The Four Major Types of Plans
84(1)
The Planning Process
85(2)
Prerequisite Cultural Documentation
87(1)
Market Focus
88(1)
Setting Direction
88(1)
Vision of the Organization
89(1)
Mission
89(2)
Values
91(1)
Strategic Focus
92(1)
Critical Success Factors - Obstacles to Success
93(1)
Performance Goals
94(1)
The Planning Activity
94(1)
The Two Drivers of Innovation
95(1)
The Basic Strategic Planning Process
96(1)
What Makes Organizations Innovative?
97(1)
Project Management
98(4)
Ways to Implement an IMS Planning Activity
102(1)
Develop an As/Is Model of the Present IMS
102(7)
Types of As/Is Assessments
105(4)
A Major IMS Design Error
109(1)
Top Five Positive/Negative Innovation Change Impacts
109(4)
Subclause 6.1: Addressing Opportunities and Risk (Opportunity Analysis)
113(10)
Value Proposition Cycle
114(2)
Risk Analysis
116(2)
Innovation Planning to Achieve Objectives
118(1)
Entity Performance Goals
119(1)
Goals and Objectives Planning
120(2)
Use of a Project Charter
122(1)
Subclause 6.3: Organizational Structures
123(1)
Subclause 6.4: Innovation Portfolios
123(6)
Organizational Portfolio Development Cycle
124(5)
Summary
129(4)
Chapter 5 Clause 7: Support 133(46)
Purpose
133(1)
Overview
133(1)
Benefits
134(1)
Classification of Actions
134(1)
Subclause 7.1: Innovation Resources
134(28)
Subclause 7.1.2: Managing People
138(6)
Managing Innovation Teams
140(2)
Rewards and Recognition
142(2)
Autonomy
143(1)
Mastery
143(1)
Purpose
144(1)
Subclause 7.1.4: Knowledge Management
144(23)
Definition of Knowledge Management
145(2)
Capture Knowledge
147(1)
Facilitate Access to Knowledge
147(1)
Finance
148(1)
Agile Funding Process: A Lean Budgeting Approach
149(1)
Innovation Is Not About the Next Big Thing
149(1)
Infrastructure
150(1)
What is an Innovation Lab? A Conceptual Framework
151(4)
Setting Up a Corporate Innovation Lab
152(3)
Competency
155(1)
Innovation and Change Management (ICM)
156(4)
Awareness and Communication
160(2)
Subclause 7.5: Documented Information
162(1)
Subclause 7.6: Tools and Methods
163(4)
Subclause 7.7: Strategic Intelligence Management
167(5)
ISO/DIS 56006 Model: Identify the Strategic Intelligence Needs
168(1)
Framing
169(1)
Gathering and Analyzing
169(1)
Interpretation
170(1)
Recommendations
171(1)
The PESTEL Model
171(1)
Subclause 7.8: Intellectual Property Management
172(5)
Types of Intellectual Property Protection
173(1)
Intellectual Property Management Framework
174(1)
Developing an IP Framework
175(2)
Summary
177(2)
Chapter 6 Clause 8: Operations 179(30)
Purpose
179(1)
Overview
179(1)
Benefits
180(1)
Classification of Actions
180(1)
Clause 8.1: General Framework to Operational Control
180(5)
Organization Agility 181 Structure: Create a Cross-Functional and Self-Directed Team to Manage Innovation
181(4)
Governance: Review Your Decision-Making Process
181(1)
Process: Standardize Your Key Processes
182(1)
Collaboration and Partnership
183(1)
Decide Whether to Enter into an Innovation Collaboration Initiative
184(1)
Select and Identify the Right Partner
184(1)
Align the Perception of Value
185(1)
Clause 8.2: Innovation Initiatives
185(4)
Review the Scope of the Innovation Initiative
186(1)
Establish Innovation Metrics and Risk Trigger
186(1)
Decide About Structure
187(1)
People and Competencies
187(2)
Roles and Responsibilities
188(1)
Collaboration
188(1)
IP and Continuous Learning
189(1)
Clause 8.3: Innovation Process
189(20)
Phase I. Opportunity Identification
192(3)
Scope of IMS
193(2)
Phase II. Concept Creation
195(5)
Tollgate 1 Opportunity Analysis
196(4)
The Idea Evaluation Process
197(2)
Prepare the Value Proposition
199(1)
Tollgate 2 Value Proposition Approval
200(1)
Phase III. Concept Validation
200(3)
Tollgate 3 Business Case Analysis
203(1)
Phase IV. Solution Development
203(2)
Phase V. Solution Deployment
205(3)
The IMS Cycle
207(1)
Summary
208(1)
Chapter 7 Clause 9: Performance Evaluation 209(12)
Purpose
209(1)
Overview
209(1)
Benefits
210(1)
Classification of Actions
210(1)
Subclause 9.1.1.1: Monitoring, Measurement, Analysis, and Evaluation
210(4)
Planning the Evaluation
211(1)
The Scope of the Evaluation: What Do You Evaluate?
211(1)
Tools and Methods: How to Evaluate?
212(2)
Who and When to Conduct an Evaluation?
214(1)
Subclause 9.1.2: Conducting the Analysis and the Evaluation
214(7)
What to Measure
215(1)
Internal Audit
216(1)
The Audit Program
216(1)
Management Review
217(1)
Management Review Input (What data to use to conduct the review)
217(2)
Management Review Output
219(2)
Chapter 8 Clause 10: Improvement 221(6)
Purpose
221(1)
Overview
221(1)
Benefits
221(1)
Classification of Actions
222(1)
Subclause 10.1
222(5)
Corrective Actions and Preventive Actions
223(1)
Corrective Actions
224(1)
Preventive Actions
224(1)
Continual Improvement
224(3)
Bibliography 227(2)
Appendix A: Glossary 229(40)
Appendix B: Most Used Tools 269(4)
Appendix C: H.J. Harrington's Value Statements 273(2)
Appendix D: ISO 56000:2020 Standards 275(2)
Index 277
Dr. Sid Ahmed Benraouane is a thought leader with more than 20 years of experience in multiple sectors, regions, and industries. He is the Chair of the United States ISO Working Group on Innovation Management System Standard (ISO 56002:2019) and a member of the ISO/SC 42 Joint Committee in charge of developing set of international standards on Artificial Intelligence.

Dr. Benraouane advises senior government leaders and executive teams in the MENA region on issues related to exponential technologies, innovation, and digital transformation. He is a speaker at the World Government Summit (UAE) and BAIDEC/MEMTEC conference (Bahrain), and Big Data and Cloud Show (KSA), World Mobility and Autonomous Driving Show (UAE), and Artificial Intelligence Summit (Mauritius).

Dr. Benraouanes latest publication is a contribution on Artificial Intelligence and Robotics in which he addresses the US national AI strategy, published by Taylor & Francis. Dr. Benraouane is a Certified Chief Innovation Officer from the Global Innovation Institute and holds a Ph.D. from the University of Minnesota. Currently, he advises Dubai Government and teaches at Carlson School of Management, University of Minnesota, USA.

Dr. H. James Harrington, Chief Executive Officer Harrington Management Systems. In the book, Tech Trending, Dr. Harrington was referred to as "the quintessential tech trender." The New York Times referred to him as having a "knack for synthesis and an open mind about packaging his knowledge and experience in new ways characteristics that may matter more as prerequisites for new-economy success than technical wizardry.". The author, Tom Peters, stated, "I fervently hope that Harringtons readers will not only benefit from the thoroughness of his effort but will also smell the fundamental nature of the challenge for change that he mounts." William Clinton, Past President of the U.S., appointed Dr. Harrington to serve as an Ambassador of Good Will. It has been said about him, "He writes the books that other consultants use." Harrington Management Systems (formerly Harrington Institute) was featured on a half-hour TV program, Heartbeat of America, which focuses on outstanding small businesses that make America strong. The host, William Shatner, stated: "You (Dr. Harrington) manage an entrepreneurial company that moves America forward. You are obviously successful." Present Responsibilities: Dr. H. James Harrington now serves as the Chief Executive Officer for the Harrington Management Systems. He also serves as the Chairman of the Board for a number of businesses. Dr. Harrington also serves as the chairman of the Walter L Hurd foundation.

Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance. Previous Experience: In February 2002 Dr. Harrington retired as the COO of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions when Systemcorp was purchased by IBM. Prior to this, he served as a Principal and one of the leaders in the Process Innovation Group at Ernst & Young; he retired from Ernst & Young when it was purchased by Cap Gemini. Dr. Harrington joined Ernst & Young when Ernst & Young purchased Harrington, Hurd & Rieker, a consulting firm that Dr. Harrington started. Before that Dr. Harrington was with IBM for over 40 years as a Senior Engineer and Project Manager. Dr. Harrington is past Chairman and past President of the prestigious International Academy for Quality and of the American Society for Quality Control. He is also an active member of the Global Knowledge Economics Council. Credentials: Dr. H James Harrington was given a lifetime achievement award for his work in process improvement and in innovation by the International Association of Innovation Professionals. H. James Harrington was elected to the honorary level of the International Academy for Quality, which is the highest level of recognition in the quality profession. H. James Harrington is a government-registered Quality Engineer, a Certified Quality and Reliability Engineer by the American Society for Quality Control, and a Permanent Certified Professional Manager by the Institute of Certified Professional Managers. He is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. H. James Harrington has an MBA and Ph.D. in Engineering Management and a BS in Electrical Engineering. Additionally, in 2013 Harrington received an Honorary Degree of Doctor of Philosophy (Ph.D,) from the Sudan Academy of Sciences. H. James Harringtons contributions to performance improvement around the world have brought him many honors. He was appointed the honorary advisor to the China Quality Control Association, and was elected to the Singapore Productivity Hall of Fame in 1990. He has been named lifetime honorary President of the Asia-Pacific Quality Control Organization and honorary Director of the Association Chilean de Control de Calidad. In 2006 Dr. Harrington accepted the Honorary Chairman position of Quality Technology Park of Iran. H. James Harrington has been elected a Fellow of the British Quality Control Organization and the American Society for Quality Control. In 2008 he was elected to be an Honorary Fellow of the Iran Quality Association and Azerbaijan Quality Association. He was also elected an honorary member of the quality societies in Taiwan, Argentina, Brazil, Colombia, and Singapore. He is also listed in the "Whos-Who Worldwide" and "Men of Distinction Worldwide." He has presented hundreds of papers on performance improvement and organizational management structure at the local, state, national, and international levels. Recognition: The Harrington/Ishikawa Medal, presented yearly by the Asian Pacific Quality Organization, was named after H. James Harrington to recognize his many contributions to the region. The Harrington/Neron Medal was named after H. James Harrington in 1997 for his many contributions to the quality movement in Canada. Harrington Best TQM Thesis Award was established in 2004 and named after H. James Harrington by the European Universities Network and e-TQM College. Harrington Chair in Performance Excellence was established in 2005 at the Sudan University. Harrington Excellence Medal was established in 2007 to recognize an individual who uses the quality tools in a superior manner. H. James Harrington Scholarship was established in 2011 by the ASQ Inspection Division. H. James Harrington has received many awards, among them the Benjamin L. Lubelsky Award, the John Delbert Award, the Administrative Applications Division Silver Anniversary Award, and the Inspection Division Gold Medal Award. In 1996, he received the ASQCs Lancaster Award in recognition of his international activities. In 2001 he received the Magnolia Award in recognition for the many contributions he has made in improving quality in China.

In 2002 H. James Harrington was selected by the European Literati Club to receive a lifetime achievement award at the Literati Award for Excellence ceremony in London. The award was given to honor his excellent literature contributions to the advancement of quality and organizational performance. Also, in 2002 H. James Harrington was awarded the International Academy of Quality Presidents Award in recognition for outstanding global leadership in quality and competitiveness, and contributions to IAQ as Nominations Committee Chair, Vice President, and Chairman. In 2003 H. James Harrington received the Edwards Medal from the American Society for Quality (ASQ). The Edwards Medal is presented to the individual who has demonstrated the most outstanding leadership in the application of modern quality control methods, especially through the organization and administration of such work. In 2004 he received the Distinguished Service Award which is ASQs highest award for service granted by the Society. In 2008 Dr. Harrington was awarded the Sheikh Khalifa Excellence Award (UAE) in recognition of his superior performance as an original Quality and Excellence Guru who helped shape modern quality thinking. In 2009 Harrington was selected as the Professional of the Year (2009). Also in 2009 he received the Hamdan Bin Mohammed e-University Medal. In 2010 the Asian Pacific Quality Association (APQO) awarded Harrington the APQO Presidents Award for his "exemplary leadership." The Australian Organization of Quality NSWs Board recognized Harrington as "the Global Leader in Performance Improvement Initiatives" in 2010. In 2011 he was honored to receive the Shanghai Magnolia Special Contributions Award from the Shanghai Association for Quality in recognition of his 25 years of contributing to the advancement of quality in China. This was the first time that this award was given out. In 2012 Harrington received the ASQ Ishikawa Medal for his many contributions in promoting the understanding of process improvement and employee involvement on the human aspects of quality at the local, national, and international levels. Also in 2012 he was awarded the Jack Grayson Award. This award recognizes individuals who have demonstrated outstanding leadership in the application of quality philosophy, methods and tools in education, healthcare, public service and not-for-profit organizations. Harrington also received the A.C. Rosander Award in 2012. This is ASQ Service Quality Divisions highest honor. It is given in recognition of outstanding long-term service and leadership resulting in substantial progress toward the fulfillment of the Divisions programs and goals. Additionally, in 2012 Harrington was honored by the Asia Pacific Quality Organization by being awarded the Armand V. Feigenbaum Lifetime Achievement Medal. This award is given annually to an individual whose relentless pursuit of performance improvement over a minimum of 25 years has distinguished himself or herself for the candidates work in promoting the use of quality methodologies and principles within and outside of the organization he or she is part of.

In 2018 Harrington received the Lifetime Achievement Award from the Asia Pacific Quality Organization. This award recognizes worthy role models and committed APQO Leaders who have made significant contribution to the betterment of APQO. Contact Information: Dr. Harrington is a very prolific author, publishing hundreds of technical reports and magazine articles. For the past 8 years he has published a monthly column in Quality Digest Magazine and is syndicated in five other publications. He has authored 55 books and 10 software packages. You may contact Dr. Harrington at the following: Phone: (408) 358-2476 Email: hjh@svinet.com Sid A. Benraouane A Leader with 20+ years of experience in multiple sectors, regions, and industries. Dr. Benraouane is a faculty at Carlson School of Management, University of Minnesota. He advises organization on innovation, digital transformation and AI ecosystems. He is the Lead of the US ISO Working Group 1 on Innovation Management Standard ISO 56002, and a member of the US ISO / SC 42 Working Group 3 Artificial Intelligence Trustworthiness. With a deep understanding of the economics of digital transformation in the USA and the MENA region, Dr. Benraouane helps decision-makers build decision making frameworks that enhances innovative thinking and engage the workforce. Dr. Benraouane is also a speaker at the World Government Summit on AI and Ethics (UAE 2019) and a frequent keynote speaker at regional events such as Big Data Show (UAE), Cloud and Big Data Show (KSA), Energy Digitization Summit (UAE), Artificial Intelligence Summit (UAE), World Mobility Show and Autonomous Driving (UAE), the Middle East Military Technology Conference and the Bahrain International Defense Exhibition & Conference (Bahrain). He is a member of the Advisory Board of the Abu Dhabi Digital Authoritys Digital Next Conference