1st Edition

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

By Sid Benraouane, H. James Harrington Copyright 2021
    338 Pages 38 B/W Illustrations
    by Productivity Press

    338 Pages 38 B/W Illustrations
    by Productivity Press

    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.


    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: *


    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 *




     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. Benraouane’s 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 Harrington’s 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 Harrington’s 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 "Who’s-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 ASQC’s 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 President’s 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 ASQ’s 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 President’s Award for his "exemplary leadership." The Australian Organization of Quality NSW’s 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 Division’s highest honor. It is given in recognition of outstanding long-term service and leadership resulting in substantial progress toward the fulfillment of the Division’s 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 candidate’s 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: [email protected] 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 Authority’s Digital Next Conference