Be an Innovative Business – How to use the new ISO Innovation Standard

Upcoming Workshop:  June 27th , Toronto

Join Peter Merrill on June 27, 2018 for a very special all-day workshop in Toronto.  This workshop will explain how to introduce innovation into your organization using the new ISO 50501 on Innovation Management which is to be published in 2018 and aligns with the structure of ISO 9001:2015.

Presenter: Peter Merrill

As Chief Executive of a leading European Brand he led Innovation in one of the most demanding markets. He is not a 'theorist' but makes things happen. He currently chairs the Canadian national committee to the ISO Technical Committee on Innovation Management and also chairs the ASQ Innovation Think Tank.

Click here to download Peter Merrill's recent article (PDF) on the ISO Innovation Standard, entitled "Whereto After ISO 9001:2015?"


Agenda

1 Introduction

The new Innovation Management System (IMS) Standard ISO 50501 is overviewed showing how it follows the PDCA cycle and how it will, if necessary, integrate with ISO 9001.

2 Principles and Scope

The principles which are the basis of the Innovation standard are explained. They are Systems approach, Realization of Value, Strategic Direction, Managing Uncertainty, Exploiting Insights, Adaptability, Future-focused Leaders and Culture. The standard is designed to enable organizations to better organize innovation activities.
Exercise: Concerns regarding Innovation Management. 

3 Terms and definitions

Key terms and definitions given in ISO 50500 will be explained.

4 Context of the Organization

An organization determines external and internal issues that affect its strategy. A QMS will address weaknesses and threats while an IMS will look at opportunities. The needs of users and customers lead to new opportunities.
Exercise: SWOT Analysis for Innovation Opportunities

5 Leadership for Innovation

Leaders develop vision, policy and strategy and foster an organizational culture supporting innovation. They provide resources, encourage internal and external collaboration and find a balance between opportunities and risks. Adaptable organizational structures should be in place enabling creativity and delivery to co-exist.  
Exercise: Organization Structures for Innovation

6 Planning

Opportunities lead to innovation initiatives. Innovation strategy sets the innovation objectives and shows where the organization intends to innovate. Measurable innovation objectives identify opportunity areas, who would be involved and how the objectives should be communicated and understood. The Innovation Portfolio is ensured to be aligned with strategy to achieve the balance of risk versus return.  
Exercise: Strategic Planning for Innovation

7 Innovation support

Culture that enables the coexistence of both creativity and delivery of new solutions is characterized by diversity, experimentation, openness, risk-taking and learning from failure. Collaboration relies upon sharing knowledge with respect and trust. Strategic Intelligence from environmental scanning, data mining, and technology watching. Intellectual property management of patents, copyrights, or trademark applications. Competence should include the ability to manage innovation, identify opportunities, create ideas and develop solutions. Awareness and Communication with all relevant persons regarding the innovation management system. 
Exercise: Innovation Competences

8 Operations for innovation

Potential opportunity aims at identifying unmet needs. Create concepts produces new solutions which are assessed for value. A preliminary value-realization model is developed. Prototyping evaluates feasibility. User friendly solutions are developed. Value is realized by making the solution available and monitoring adoption. 
Exercise: Creative Problem Solving

9 Performance evaluation

Performance indicators such as new insights, development speed, R.O.I., and user satisfaction, are defined. System Assessment and Internal audit are at planned intervals. Management review assesses performance of the IMS, innovation portfolios and whether initiatives are achieving results. Decisions, actions and follow up are recorded.
Exercise: Innovation Metrics

10 Improvement

Through evaluation of results weaknesses and gaps should be addressed to reduce deviations and nonconformities. A deviation can be an identified gap, an undesired effect, a difference from expected performance. Action should be taken to eliminate the causes and risks determined during planning should be updated. Through these actions the organization will continually improve the innovation management system.

Summary and Path Forward

A plan for integrating the IMS with an existing ISO 9001:2015 Management System will be outlined.