DRAFT INTERNATIONAL STANDARD. ISO/DIS 56001 1so/7c279 Secretariat: ANOR Voting terminates on 20231221 Innovation management — Innovation management system — Requirements 1S: 03.100.01; 03.100.40; 03.100.70 ‘ic isttoe hay be SRE Reference number ee usozo Iso/ois S6001:2023(6),Iso/D1S 56001:2023(E) AX. corescrrnorscren vocuntr © 1802023 Allvighs reserve Unles thers specif, or euired in the content of ts implementation no part ahi pubtion may bereproducedor wz otheruizenany orm or by ary mea electronic o mechanical nclding photocopying posting on ‘he mernet or an inane thot por writen permission. Permission canbe requested om ether 80 atthe adres be ‘ori0's member boy nthe county ofthe reqs, sO copyright lice Chol sch de Blandonnet 8 {h1214 Verner Geneva Ema copyeahtnesorg ‘abstr anisoors ii (© 1502025 Aleights reservedIso/is 5600: 7A4 Finance. : 715 Infrastructure. 12 TAG Knowledge wonnn 12 7.7 Intellectual Property cod 7.18 Tools and methods... "13 7.2 Competence. “13 7.3 Awareness and engagement... "13 74 Communication... "13 75 Documented information ~ a 734. General. a 752 Creating and updating documented information. 8 operation.. 8.1 Operational planning and control . 8.2 Innovation initiatives... nS 8.3 Innovation processes, "15 B31 General. "15 83.2 Identify opportunities AG B33 Create concepts cnn, 16 B34. Validate concepts.. 835 Develop solutions 8.3.6 Deploy solutions, 9 Performance evaluation... 9.1 Monitoring, measurement, analysis, and evaluation. 9.1 General. 9.12 Analysis and evaluation. 9.2 Internal audit 92.4 General, 9.22 Internal audit programme. 9.3 Management review.. 931 General. 9.32 Management review inputs. 9.3.3 Management review results 10 Improvement 10.1 Continual improvement "19 102 Nonconformity and corrective action.» a9 Bibliography. 7 20 110.2028 -allrighe reserved iIS0/DIs 56001:2024 Foreword 150 (the international Organization for Standardization) isa worldwide federation of national standards bodies (SO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and ‘non-governmental, in liaison with SO, also take patin the work ISO collaborates closely with the International Electrotechnical Commission (VEC) on all matters of electrotechnical standardization ‘The procedures used to develop this document and those intended for its further maintenance are described in the I$0/IEC Directives, Part 1-In particular, the diferent approval criteria needed forthe different types of 1S documents should be noted. This document was drafted in accordance with the editorial rules of the 1S0/1EC Directives, Part 2 (see wwwiso.org/dirctives). 10 draws attention to the possibility that the implementation of this document may involve the use of (a) patents). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights In respect thereof. As ofthe date of publication of this decument, ISO had not received notice of (a) patent(s) whieh may be required to implement this document. However, implementers ae cautioned that this may not represent the latest information, which may be obtained from the patent database available at ew isaorg/patents, [$0 shall not be held responsible for identifying any or all such patent rights ‘Any trade name used in this documents information given for the convenience of users and does not constitute an endorsement For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions related t0 conformity assessment, as well as information about 1S0's adherence to the World Trade Organization (WTO) principles inthe Technical Barriers to Trade (TBT), see wwwiso org/iso/foreword htm ‘This document was prepared by Technical Committee IS0/TC 279 Innovation management. list of al parts in the 180 56000 series can be found on the ISO website. Any feedback or questions on this document should be directed to the user's national standards body. A complete listing ofthese bodies can be found at wwjs0.0rg/members html w (© 1902028 - A gts reservedIso/DIs 56001:2023(E) Introduction 110.2028 -allrighe reserved yIS0/DIs 56001:2024 0.1 General An organization's ability to innovate and renew itself is recognized as a critical factor for its sustained growth, economic viability, continuous competitiveness, organizational resilience, and capability to achieve its environmental, social, and governance (ESG) related goals and contribute to sustainable development of society. Adopting an innovation management system isa strategic decision for an organization aimed at improving its Innovation performance and ability to adapt to changes, ‘An organization's innovation capability is determined by several interrelated and interacting elements described in this document such as leadership, strategy, culture, structures collaboration, support, resources, competences, communication, processes, and performance evaluation. ‘An organization can innovate more effectively IF all the necessary elements are managed as a system. A systematic approach reduces the evel of uncertainty and increases the feasibility of achieving desired results of innovation initiatives, ‘This document provides an internationally agreed upon terminology and framework of requirements for implementing and continually improving an innovation management system in an organization, ‘The benefits to an organization of implementing an innovation management system based on this document canbe: a) enhanced organizational capability to systematically manage innovation activities under conditions of luncertaintyin an organization or across collaborating organizations; 'b) increased realization of value from new products, services, processes, models, methods, ete. for users, customers, partners, and other interested partes; ©) sustained build-up of ianovation capabilities for enhanced innovation performance; 4) enhanced reputation to attract users, customers, employees, and partners; «) the capability to demonstrate conformity to specified innovation management system requirements. Conformity to requirements can be determined through, for example, management reviews, internal and third party audits, and self or assisted assessment procedures. This document can also be used by: 41) collaborating organizations seeking a shared framework for innovating together In a value chain, open Innovation networks, or ecosystems with a shared mission or vision 2) organizations seeking assurance of the innovation capability of potential partners, suppliers, or other Interested parties; 3) national and international funding and donor agencies, investors, and government authorities seeking assurance ofthe innovation capability of funding applicant or partner organization, {As this isa requirements document, t may not be relevant for early-stage startups Fes not the intent of this document to imply the need for: — uniformity inthe structure of different innovation management systems; — alignment of documentation tothe clause structure of this document. In this document, the following terms are used: —"shall” indicates a requirement — “consider” indicates taking into account possible actions; — "ean" indicates a possibility. NOTE" is for clarifying the associated requirement. wi (© 1902028 - Al rigs reservedIso/DIs 56001:2023(E) 0.2 Innovation management principles ‘This document is referencing the eight innovation management principles, which are described in ISO '56000:2020, andl are the foundation of the innovation management system. The principles are: 1. Realization of value Value, nancial or non-financial, i realized from the deployment, adoption, and impact of new or changed solutions for interested parties. 2, Future-focused leaders ~ Leaders at all levels, driven by curiosity and courage, challenge the status quo by building an inspiring vision and purpose and by continuously engaging people to achieve those aims. 58, Strategic direction - The direction for Innovation activities is based on aligned and shared objectives and a relevant ambition level, supported by the necessary people and ther resources 4 Culture - Shared values, beliefs and behaviours, supporting openness to change, risk-taking, and collaboration, enable the coexistence of creativity and effective execution, 5. Explolting insights - A diverse range of internal and external sources are used to systematically bulld insightful knowledge, to exploit stated and unstated needs. 6, Managing uncertainty - Uncertainties and risks are evaluated, leveraged, and then managed, by learning from systematic experimentation and iterative processes, within a portfolio of opportunities. 7. Adaptability - Changes in the context ofthe organization are addressed by timely adaptation of structures, processes, competences, and value realization models to maximize innovation capabilites, 8. Systems approach - Innovation management is based on a systems approach with interrelated and interacting elements and regular performance evaluation and improvements ofthe system, 0.3 Innovation management system 0.3.1 General {An innovation management system is a set of interrelated and interacting elements with the purpose of realizing value, both financial and non-financial. Value is realized by the systematic identification of opportunites, creation, validation of concepts, development, deployment, adoption, and impact of new solutions for users, customers, and other interested parties (see Figure 1), Opportunities can, for example, be based on current or future, stated oF unstated needs. The system can be applied to both exploring new and exploiting existing opportunites ‘The innovation management system provides a common framework and vocabulary to support the development of innovation capabilites, evaluate performance, and achieve intended results ‘Theclements can be gradually adopted to implement the system according to the context and circumstances of| the organization. Greater benefits are gained, and conformity to the standard can only be claimed, when the organization implements and integrates al the elements of the innovation management system to maturity. 1 190.2025 -allrighes reserved viIS0/DIs 56001:2024 Se Figure 1 ~ Representation of the innovation management system framework with ‘references to the clauses in this document Ultimately, the effective implementation ofthe innovation management system relies on the commitment by top management and other leaders at all levels to promote innovation capabilities and a culture supporting, Innovation activities. ty and risk 0.3.2 Managing unce Innovation activities can Include high degrees of variation and uncertainty, particularly during the early explorative phases, These phases are characterized by non-linearity, experimentation, and learning. As the process progresses, new knowledge and insights are gained, and uncertainty is reduced, Uncertainties can, for example, be related to user acceptance, technical feasibility, manufacturing constraints, regulatory conultons, and market size Innovation initiatives involve risk-taking in decision-making and therefore not all initiatives will achieve successful innovations. However, discontinued initiatives are an integral part of the processes and sources of learning as input to future innovation activities The acceptable degree of risk is dependent on the innovation ambition and strategy, the organization's capability, and the types of innovation addressed by the organization. ‘The management of uncertainty and risk can be addressed by different approaches, for example, iterative processes, systematic experimentation, partnering, and portfolio diversification. By applying a systems approach, interdependencies and uncertainties can be better understood, measured, and managed Organizations can also address the balance between pursuing opportunities and the related risks. Innovation initiatives are enabled by processes that identify opportunites, create, and validate concepts, develop, and deploy solutions. These innovation processes are often iterative and can follow a non-linear sequence. They need to be flexible and adaptable to the types of innovations the organization seeks to achieve. 0.3.3 Plan-ddo-checkcact cycle and management levels, ‘The Plan-Do-Check-Act (PDCA) cycle enables continual improvement of the innovation management system. At the system-level, the clauses ofthis document can be grouped in relation tothe PDCA cycle as follows: Plan (clause 6 Planning), Do (clauses 7 Support and 8 Operation), Check (clause 9 Performance evaluation), and Act (clause 10 Improvement) vil (© 1902028 - Al rigs reservedIso/DIs 56001:2023(E) An innovation management system consists of three management levels: strategic, tactical, and operational. It Includes an innovation intent, policy, and strategy at the strategic level ‘The relationships among the diferent levels (see Figure 2) can be described a follows, ‘The innovation intent (clause 4) at stratogic level helps to determine the scope ofthe innovatlon management system and forms the basis for establishing the innovation strategy. ‘The innovation policy (clause 5) provides a framework for setting the innovation strategy and objectives. Both the innovation intent and policy support the purpose of the organization. The innovation policy can complement other management system policies inthe organization. ‘The innovation strategy (clause 5), including strategie innovation objectives, builds on the innovation intent, Is aligned with the innovation policy, and provides a framework for setting tactical innovation objectives and, establishing Innovation portfolios. The Innovation strategy Is compatible with the strategic direction of the organization, Innovation objectives (clause 6) at tactical level are consistent with the innovation policy and strategy. Innovation initiatives, including objectives, and processes (clause 8) are established atthe operational level, Operational Figure 2 ~ Representation of the management levels and their relationships with, references to the clauses in this document 0.4 Relationship with other management system standards Management system standards complement each other but can also be used independently. The innovation management system can be implemented together with other management system standards, helping organizations to balance the exploitation of existing offerings and operations, with the exploration and Introduction of new offerings and ways of working (see Figure 3), ‘This document applies the Harmonized Structure developed by ISO to improve alignment among its International Standards for management systems. This framework enablesan organization toalignarintegrate its innovation management system with the requirements of other management system standards. It can be necessary to adjust those other management systems to achieve a success integration. 1 190.2025 ihe reserved is1S0/DIs 56001:2024 seecgeret NY \ "syste oon: ox / ee Figure 3 - Representation of the relationships between the innovation management ‘system and other management system standards This document relates to ISO 56002:2019 Innovation management — Innovation management system — Guidance, developed by 1S0/TC 279, which provides comprehensive guidance for the establishment, Implementation, maintenance, and continual improvement ofan innovation management system, x (© 1902028 - Al rigs reservedInnovation management system — Requirements 1 Scope ‘This document specifies requirements for establishing, implementing maintaining, and improving an Innovation management system when an organization: 42) needs to develop and demonstrat is capability to effectively manage innovation activities to achieve sustained success; 1) aims to enhance It innovation performance through the realization of value for users, customers, and other interested parties. All the requirements of this document are generic and are intended to be applicable to any organization, including all functions, regardless of its type or size, the products and services it provides, or types of innovations and innovation approaches used ‘The document can be used by: 4) organizations aiming to systematically manage their innovation activities to achieve intended results; ') users, customers, and other interested parties seeking confidence in the innovation capabilities of an organization; ©) policy makers alming to foster Innovation activities and support sustainable development. 2 Normative references ‘The following documents are referred to in the text in such a way that some oral of thelr content constitutes, requirements ofthis document, For dated references, only the edition cited applies, For undated references, the latest edition ofthe relerenced document (including any amendments) applies. 180 $6000:2020, Innovation management — Fundamentals and vocabulary 3. Terms and definitions For the purposes of this document, the terms and definitions given in 180 56000:2020 and the following apply: 10 and IEC maintain terminology databases for use in standardization atthe following addresses — 150 Online browsing platform: available athttps://muiso.org/obp = IBe Blectropedia: available at htips//wwwvelectronediaorad 34 organization person or group of people that has its own funetions with responsibilities, authorities, and relation achieve its objectives (3.6) Note 1 to entry: The concept of organization includes, but isnot hinted to sole-trader, company, corporation, em, enterprise authority, partnership, charity or institution, or pat or combination thereof whether incorporated or not, public oe private ipsto Note2 to entry the organization ipart of larger entity, the term organization’ refers only tothe part ofthe larger ‘emit that i within the scope ofthe innovation management sytem (3:4) Note 3 to entry: Organizational functions can include, for example, research and development, human resources, Financ, sles, marketing, operations, et. 32 Interested party (preferred term) stakeholder (admitted term) 10 1502028 Arges reserved 11S0/DIs 56001:2024 person or organization (3.1) that can affect, be affected by, or perceive itself wo be affected bya decision or satvty Noteto entry: Interested parties can include, for example, uses,customes, suppllers, partners, funding organizations, Investors, universities, and public authorities a3 ‘customer ‘person or organization that could or does receive a product or a service that is intended for o required by ‘this person or organization, EXAMPLE: Consumer, client, end-user, retailer, receiver of produet or service from an internal process, ‘beneficiary, and purchaser. Note {tent A customer can be internal or external to the organization. [SOURCE: 1s0 90002015) 33 ‘top management person or group of people who directs and controls an organization (3.1) at the highest level Note o entry: Top management has he power to delegate authority and provide resources within the organization, Note2 to entry the scope of the management system (3.4) covers only part ofan organization then top management refers a those who direct and control that part othe organization, 34 ‘management system set of interrelated or interacting elements of an organization (3.1) to establish policies (3.5) and objectives (8.6), as well as processes (3.8) to achieve those objectives, Note 1 toentry A management system can adress single discipline or several disciplines Note 2 to entry: The management system elements Include the organization's structure, roles and responsibilities, Planningand operation, 35 policy Intentions and direction of an organization (3.1) as formally expressed by its top management (3:3) 36 “objective result tobe achieved. Note 1 tocentry An abjetve can be strategie tactical, or operational Note 2to entry: Objectives can relate to different disciplines (such as finance, health and safety, and environment ‘They canbe. for example, organization wide or specifi toa project, product or process (38). Note 3 toenty: An objective canbe expressedin othr ways, eg as.an intended result. as a purpose, as an operational ‘riterion, as an innovation objective of bythe use of ther words with similar meaning fe aim, gol or target) Note 4 to entry: Inthe context of innovation management systems (34), innovation abjectives are set by the ‘organization (31), consistent withthe innovation pliy (35), achieve specific results, 37 risk, effect of uncertainty Note to entry: An effectis a deviation from the expected — positive or negative. 2 (© 150 2028 ~ Aight reserved150/DIs 56001:2023(E) Note 2 to entry: Uncertainty is the state, even partial of deficiency of information related to, understanding or Inowledeof an event, ts consequence, oF lkelinood. Note 3 to entry: Risk is often characterized by relerence to potential events (as defined In 180 Gulde 73) and consequences (as defined in ISO Guide 73), or combination ofthese. Note 40 entry: Risk soften expressed in terms ofa combination ofthe consequences ofan event (including changes in circumstances) and the associatod likelihood (as dened in 10 Guide 73 of occurrence 38 process set of interrelated or interacting activities that uses or transforms inputs to delivera result Note 1 to entry: Whether the result ofa process is called an output, a product ora service depends onthe context of the reference competence ability to apply knowledge and skills to achieve intended results a0 documented information ‘information required ta be controlled and maintained by an organization (3.1) and the medium on which it is contained Note 1 to entry: Documented information cn ben any format and media and from any source. Note 2 to entry: Documented information can refer te 4) the management system (3.4), including related processes (3.8); 3) information created in onder for the organization to operate (documentation): }_ evidence of results achieved (records). aut performance measurable result Note 1 to entry: Performance can eat ether to quantitative or qualtative findings Note 2 to entry: Performance can relate to managing activites, proceses (3.8), product, services, systems or organizations (2.1). saz continual improvement recurring activity to enhance performance (3.11) a3 ‘effectiveness ‘extent to which planned activities are realized and planned results are achieved a4 ‘requirement need or expectation that is stated, generally implied or obligatory Note 4 to entry “Generally implied” means that i 8 eastom or common practice forthe organization (3.1) and interested partes (3.2 tha the need or expectation under constderatian is implied (© 1902028 ~ A eighs reserve 31S0/DIs 56001:2024 Note2 toentry: A specified requirements one thats stated en documented information (3.10) Note 3 to entry: Requirements can, for example, include les, regulations, conventions, agreements, standards and Industry codes 345 ‘conformity fulfilment ofa requirement (3:14) 3.16 nonconformity non-fulflment ofa requirement (3.14) 3a7 correctiveaction action to eliminate the cause{s) ofa nonconformity (3.16) and to prevent recurrence aaa audit systematic and independent process (3.8) for obtaining evidence and evaluating itabjectively to determine ‘the extent to which the audit criteria are fulfilled Note 1 to entry: An aitcan be an internal aut (first party) or an external audit (second party or third party), and ieean bea combined audi (combining two or more dseplines). Note2 to.ntry: An intorna aud is conducted by the organization (3.1 self or by an external party on ts behalf Note tocentry “Audit evidence" and “avait criteria are defined in ISO 19011 319 measurement process (3.8) to determine a value 3.20 ‘monitoring determining the status ofa system, a process (3.8) oran activity Note 1 tent? To determine the status, there ca bea need ta check, supervise or critically observe. 321 innovation intent declared aspiration with regard to innovation EXAMPLE digital transformation, organizational renewal, sustainable operations, healthy work ‘environment, circular material flows, attractive brand NOTE 1 ta entry: An innovation intent provides the purpose and rationale for establishing an innovation management system and engaging in innovation activities. [NOTE 2to entry: An organization (3.1) can have multiple innovation intents at strategie, tactic levels snd operational NOTE 3 o entry: A strategic novation intent i the basis for establishingan innovation strategy (3.23). NOTE 4 to entry: An operational innovation intent provides input to one or more innovation initives. NOTE 5 to entry: The innovation intent describes why and how innovation activities can contribute tothe purpose and srtegle diretion of the organization and serves a asi for establishing the innovation strategy It can nciude ‘Scenarios of what value ean be realized nthe areas of opportunity under conditions of uncertainty. 4 (© 1902028 - A gts reservedIso/DIs 56001:2023(E) 322 strategy plan to achieve objectives (3.6) [Note 1 to entry: Astrategy generally includes a coordinated set of activities and the allocation of resources necessary toachieve the objectives Note 2 to entry A stratgy canbe applied at diferent eves and funetions in or across organizations (31) An overall strategy can be supported bya set of more detailed lower-level and functional strategies. Note to enty: A strategy ls generally planned butean evolve oremenge over tne as a result of continual adaptations and adjustments. [SOURCE: 150 9000:2015, 35.12, moied by removing “long-term or overall” before “objectives and by adding Notes To 3 to entry) ISOURCE: $0 56000:2020, 3.3.4, with adapted references to terms already inthis standard) 3.23 innovation strategy stratogy (3.22) with regard to innovation (31.1) Note 1 toentry: Generally, the innovation strategy is consistent with the overall strategy and strategic direction of the ‘organization (322), can healigned with the innovation vison (3:31 1}and innovation policy (333.21) and provides a Framework forthe setting of innovation objectives (3:33). Note 2 to entry: An innovation strategy generally defines the atonae for engaging in innovation activites (3.1.4) and Innovation inatives (36.1) and how those activities are expected to realize value (3.7.6 forthe organization and relevant interested partes (32.4). Note 3 to entry: An innovation strategy can Include the choices made in terms of what wil be done, types af innovations tobe focused on, ho wil be involved in terms of interested parties, hat willbe required in terms of resources, structures and processes (3.15), who willbe responsible, when wil be completed, and how results wil, ‘emonitored (38.4), measured (382), evaluated (38.3), protected, communicated and documented ete [SOURCE: 180 56000:2020, 33.4.1, Referenced terms can be founds I$056000:2020] Note 4 to entry: An innovation strategy can determine, for example focus areas of opportunity selection entra, Innovation portfolios, the approach to Internal and external collaboration and Inellectal property, and decsion- making guidelines, Note Sto entry: An innovation strategy can support the strategic direction ofthe organization, but a the same time challenge Itby providing a more aspirstonal purpose that goes beyond is current offerings and eapailies, 4 Context of the organization 4.1 Understanding the organization and its context ‘The organization shall determine, monitor, and review: a) external and internal issues that are relevant to Its purpose and strategie direction and that affect its ability, to achieve the intended result(s) of its innovation management system; ») areas of opportunity for potential value realization. [NOTE 1 Issues can include positive and negative factors or conditions for consideration NOTE 2 Understanding the externa context can be faclitated by considering ssues arising fom, for example, palit) ‘economi, social, technologica, legal, ethical, environmental factors, market, and competition; whether lea, regional, ational, o international Issues can be related to past experiences, present situations, and future forecast NOTE Understanding the internal context canbe faciltated by considering issues related, fr example, purpose vision, Iaission, policies, strategies, values, culture, collaboration, Knowledge, competencies, gavernance, organizational Structures, processes, finance, people intellectual propery, esearch and development sie, ype of organization, and its ‘overall performance and innovation perfortnance 10 1502028 Arges reserved 51S0/DIs 56001:2024 4.2 Understanding the needs and expectations of interested parties ‘The organization shall determine, monitor, and review: 2) the internal and external intorested parties, both current and potential, that are relevant to the areas of ‘opportunity andthe innovation management system; by) the relevant needs, expectations and requirements, both currentand anticipated, ofthese interested parties; «) which ofthese needs, expectations, and requirements willbe addressed through the imovation management system. NOTE 1 Needs and expectations can be stated or unstated 4.3 Determining the innovation intent and the scope of the innovation management system. 43.1 Innovation intent ‘The organization shall determine its innovation intent, considering the areas of opportunity and the needs, expectations, and requirements of interested parties. ‘The innovation intent shall be available as documented information. 432 Scope of the innovation management system ‘The organization shall determine the boundaries and applicability ofthe innovation management system to establish its scope, When determining the scope, the organization shall consider: 48) the external and internal issues and areas of opportunity referred toin 4.1; bythe needs, expectations and requirements referred to in 4.2; «) the innovation intent 4) Interactions with other management systems, ifapplicable. ‘The scope shall state what Is covered in terms of offerings, processes and operations, organizational structures and functions, geographical locations and partnerships, as applicable. ‘The organization shall review its scope periodically. ‘The scope shall be avallable as documented information. NOTE 1 The organization (see3:1) to which the Innovation management system apples canbe part ofa larger entity ora combination of entities, 4.4 Establishing the innovation management system ‘The organization (see 3.4) shall establish, implement, maintain, and continually improve an innovation management system, including the processes and other management system elements needed and their Interactions, n accordance with the requirements of this document. 5S Leadership 5.1 Leadership and commitment 54 General “Top management shall demonstrate leadership and commitment with respect to the innovation management system by: a) being accountable forthe effectiveness and efficiency of the innovation management system; ») ensuring thatthe innovation inten, the strategic direction ofthe organization; icy, strategy and objectives are established, and are compatible with 6 (© 1902028 - A gts reservedIso/DIs 56001:2023(E) «ensuring the integration of the innovation management system requirements into the organization's structures and processes; €) ensuring that the resources, supporting organizational structures and processes needed forthe innovation ‘management system, are available; ©) promoting an innovation culture; 9 creating awareness and communicating the importance of effective innovation management and of ‘conforming tothe innovation management system requirements, £8) ensuring thatthe innovation management system achieves its intended results 1) engaging, directing, empowering, and supporting persons to contribute tothe effectiveness of the innovation management system; ') encouraging and recognizing innovators and teams to demonstrate good practices, promote engagement, and facilitate Tearning from both successes and fallures; i) promoting performance evaluation and continual improvement 1) encouraging and supporting leaders at all levels and other relevant rales to demonstrate thelr leadership and commitment, as it applies to thelrareas of responsibility 1) engaging in change management practices to help leaders and others adapt to change and increase likelihood. of implementation success. 5.12 Focuson Value realization ‘Top management shall demonstrate leadership and commitment with respect a value realization, by ensuring: a) that a focus on sustained value realization, both financial and non-financial, is maintained as the overall, Purpose of the innovation management system 1) the implementation of innovation processes that are capable of realizing value under conditions of uncertainty based on an understanding ofthe differences between invention, innovation, and improvement 5.13 Focus on change management ‘Top management shall demonstrate leadership and commitment with respect ta change management by 4) determining the need for change and adaptation to achleve innovation success; by creating awareness of and communicating the importance and need for change and adaptation; ©) ensuring that people are engaged and prepared for change and able to adapt 4) continuously reinforcing the importance of change management for innovation success, 5.2 Innovation Policy 5.2.1 Establishing the innovation policy ‘Top management shall establish, implement, review, and maintain an innovation policy, that 4) expresses the commitment to innovation activities; b)is appropriate to the purpose of the organization; «) considers the context of the organization; 4) provides a framework for setting the innovation strategy and objectives; «) includes a commitment to meet ap lable requirements; 1 includes a commitmentto continual improvement ofthe innovation management system; 4) considers the innovation management priniples. NOTE The Innovation plley can consider ethical, sustaln ty and other commitments 10 1502028 Arges reserved 71S0/DIs 56001:2024 5.22 Communicating the innovation policy ‘The innovation policy shall be 8) available as documented information; ») communicated, and understood, within the organization; ©) available to relevant interested parties, as appropriate. 5.3 Innovation Strategy 5.3.1 Establishing the innovation strategy ‘Top management shall establish, implement, and maintain one or more innovation strategies, that: 4) describe(s) why innovation activites are important For the organization, what the strategic innovation objectives are, and how to achieve them; b) determines and provides forthe necessary support, including the allocation of resources; «) is compatible with the strategic direction ofthe organization; 4) Is based on the innovation intent; €) determines the areas of opportunity to explore and exploit; 1) is aligned with the innovation policy: 4) provides a framework for setting tactical innovation objectives, establishing innovation portfolios, and Innovation performance indicators; 1h) is consistent with other innovation strategies across units, levels, and functions, 2s applicable; 1) ls flexible and adaptable; })ismonitored, reviewed, and updated, as appropriate based on the innovation performance. 5.32 Communicating the innovation strategy ‘The innovation strategy shal be: 2) available as documented information; ») communicated, understood, and applied within the organization; © available to relevant interested parties, as appropriate 54 Innovation Culture ‘Top management shall promote a culture that supports innovation activities, enabling the coexistence of creativity and effective execution, considering as appropriate: 2) openness to change, risk-taking, collaboration and co-creation; +) exploiting insights, focus on users, and value realization; ©) exploration and experimentation to acquire new knowledge; {questioning of assumptions and established conditions; «) diversity of participa mn and respect for different perspectiv 1 balance of assumption-based and evidence-based analysis and decision-making: £8) encouragement of feedback and continuous learning: 1) the ability to work with ambiguity and uncertainty; 1) commitment to results. 8 (© 1902028 - Al rigs reservedIso/DIs 56001:2023(E) 5.5 Roles, responsibilities, and authorities ‘Top management shall ensure that the responsibiltles and authorities for relevant roles are assigned, ‘communicated and understood within the organization. ‘Top management shall assign the responsibilty and authority for: 4) ensuring thatthe innovation management system conforms tothe requirements ofthis document; ») reporting onthe performance ofthe innovation management system and on opportunities for improvement to top management, €) ensuring that the integrity ofthe innovation management system is maintained: 4) the management of the relevant management system elements, Including innovation portfolios, organizational structures, collaboration, innovation initiatives, and innovation processes; ©) decision-making NOTE Responsibilities and authortes can be assigned to dedicated roles, for example, novation management professionals, or added to other established roles inthe organization @ 6 Planning 6.1 Actions to address opportunities and risks 64.1 General ‘When planning forthe innovation management system, the organtzation shall consider the issues referred to In 4.1, the needs, expectations, and requirements referred to in 42, and the innovation strategy referred to in 5.4, ahd determine the riskand-opportunities and risks that need tobe addressed to: 8) manage the associated uncertainties, including the degree and type of risks accepted; b) ave assurance thatthe innovation management system cam achieve is intended results 6) enhance desired effects and prevent, oF reduce, undesired effects €) achieve continual improvement 6.2 Innovation objectives and planning to achieve them 6.21 Innovation objectives ‘The organization shall establish innovation objectives at relevant functions and level. ‘Theinnovation objectives shall: 2) be consistent withthe innovation polly and strategy: b) be measurable (if practicable) or verifiable: 6) take into account applicable requirements; €) be monitored; ©) be communicated and understood; 1 be updated as appropriate; 1 be available as documented information. 6.2.2 Planning to achieve objectives When planning how to achieve ts innovation objectives, the organization shall determine: 2) what wll be done: 10 1502028 Arges reserved 9IS0/DIs 56001:2024 b) what resources will be required ©) who will be involved, considering the relevant interested partis; 44) who will be responsible «) when it will be completed; ‘how the results will be evaluated; 8) how the results will be protected, 1h) how the results will be communicated. 6.3 Planning of changes applicable; When the organization determines the need for changes to the innovation management system, the changes shall be carried out ina planned and timely manner which is understood, and withthe engagement of relevant Interested parties 64 Innovation portfolio 641 General ‘The onganization shall establish, Implement, and maintain one or more innovation portfolios of Innovation Initiatives that: 4) are aligned with the innovation strategy and objectives ) consider innovation and other portolis, as applicable: 6) include defined criteria to evaluate, improve, and prioritize the portfolio and its initiatives. NOTE 1 Innovation portfolios canbe established alming forthe realization of synerges, including for example, possiblities Forre-use and optiizaton regarding resources, technologies platforms, and processes. NOTE 2 Innovation portfolio criteria cam include, for example a balance of risk versus return value versus effort, degrees of novel, types of innovations, ranges of time horizons, diferent areas of opportunity, current versus Hew users and fustomers, and opportunities inside, adjacent t,o beyond current core offerings of the organization, [NOTE 3 The organlzation cn have innovation portfolios at strate tactical, and operational level 642 Performance ‘The performance ofthe innovation portfolios shall: 4) be reported to top management; b) be communicated within the organization as appropriate; ©) provide input to updating the innovation strategy and objectives; 4) be regularly evaluated and updated, as appropriate. 6.5 Organizational structures ‘The organization shall establish, implement and maintain organizational structures that: a) are adaptable and appropriate for achieving the intended results ofthe innovation management system; bare aligned with the innovation strategy and objectives; 10 (© 1902025 - A nights reseed©) consider the need for separated organizational structures dedicated to innovation act 6.6 Collaboration ‘The organization shall establish an approach forthe management of internal and external collaboration that: 4) describes the purpose of collaboration, the collaboration objectives, and how to achieve them: is aligned with the novation strategy and objectives; ©) considers existing competencies and resources; 4) considers issues related to intellectual property: «) considers the importance of respect, openness and trust between parties; 1) is communicated and understood within the organization, as appropriate, NOTE 1 An approach can include, for example, a description of the strategie relevance and seope of collaboration, ‘dentincation and selection of collaboration pats, sues related to intelectual property, and the implementation and communication of collaboration activities, [NOTE 2 Colboration can support innovation activities such sidentiying needs, expectations, and requirements, sharing of insights, opportunites, competences, resources including knowledge and providingaccess to markets, value networks, Intellectual assets, infrastructures and ecosystems. 7 Support 7 Resources TAA General ‘The organization shall determine and provide the resources needed forthe establishment, implementation, ‘maintenance, and continual improvement ofthe innovation management system. ‘The organization shall consider: 8) the allocation of resources consistent with the innovation strategy and objectives; ba flexible and adaptable approach for providing resources; © the capabilites of, and constraints on, existing internal resources; {4 which resources need to be obtained from external providers or through collaboration; ©) the allocation of resources forthe sustained build-up of innovation capabilities: 1 the need for securing and protecting resources for innovation activites as stint from other activities. 742 People ‘The organization shall determine and provide the people necessary for the effective implementation ofits innovation management system, and consider: 4) human resouree development and management with regards to innovation activities; 'b) the need for incentives, including non-financial incentives and recognition; ©) the diversity of peopl, teams and thought contributing to innovation activities: 10 1502028 Arges reserved aIS0/DIs 56001:2024 4) identification and protection of innovators, as necessary, given the potential activities; ©) establishing the terms and conditions for the ownership of ideas and intellectual property. 743° Time ‘The organization shall allow, allocate, and protect people's time for Innovation activities and training, 744 Finance The organization shall determine and provide the financial resources needed forthe effective implementation ofthe innovation management system, and consider: 8) the financial opportunities and risks associated with innovation activities, including the implications of not innovating; ) establishing funding principles and itera for innovation activities and portfolios; ©) theallocation and protection of dedicated Nnancial resources for innovation activities; 44) a flexible and adaptable finding approach that covers planned and unplanned innovation activities, [NOTE Funding principles and eitera can for example, be the balance of funding across diferent time horizons, dllerent degrees of rik and types of innovations, and internal and external sources of nding, 7.4.5 Infrastructure ‘The organization shall determine, provide, and maintain the infrastructure needed for the effective implementation ofthe innovation management system, and consider: a) theneed for separate or sharing of infrastructure; »b) regulary evaluating advances in infrastructure, including developments in technology. NOTE: Infrastructure canbe physical or virtual, nteral or external, and be obtained by, for example outsourcing and Partnering 71.6 Knowledge ‘The onganization shall establish an approach for the management of knowledge needed for the effective Implementation ofthe innovation management system, and consider: 8) identifying capturing, and protecting relevant knowledge, whether external or internal, tacitor explicit; 15) leveraging knowledge gained from past and present innovation activities, including successes and fallures; ©) systematic analysis and sharing of information; 42) acquiring knowledge in new areas relevant to current and future innovation activities; ©), seeking knowledge from multiple and diverse sources; 1) knowledge access and re-use; 9) the evel and means of confidentiality. 7.4.7 Intellectual Property ‘The organization shall establish an approach for the management of intellectual property needed for the effective implementation of the innovation management system, and consider: 8) monitoring and analysing disclosed intellectual property that is relevant for the organization to ensure freedom to operate, and to avoid potential infringements; 'b) whieh intellectual asets are tobe protected; ) maintaining an inventory of intellectual property and periodically review its value; 4) communicating it within the organization. NOTE-The approach forthe management of intellectual property can consider fr example, specifying how to realize value From intellectual property, creating awareness, providing taining, ensuring access, and managing infringements, 2 (© 1902028 - Al rigs reservedIso/DIs 56001:2023(E) 71.8 Tools and methods ‘The organization shall determine, provide, and maintain the tools and methods needed for the effective implementation ofthe innovation management system and consider: 1) amix of appropriate tools and methods supporting diferent types of innovations and innovation activities; b) creating awareness and making the tools and methods available across the organization; ©) training inthe available tools and methods; 4) updating ofthe tools and methods, [NOTE Tools and methods can include, for example, back casting, ethnographic research, scenario planning, foresight brainstorming, strategic Intelligence, design thinking, TRIZ, road mapping. customer surveys, and business model templates. 7.2 Competence ‘The organization shall a) determine the necessary competence forthe effective implementation of the innovation management system of person (s) doing work under its control that affects its innovation performance; ») ensure that these persons are competent onthe basis of appropriate education, training or experience; ©) consider establishing an inventory of existing competences ofthe organization and identify individual and team gaps: 44) where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken, Appropriate documented information shall be available as evidence of competence. [NOTE Applicable actions can include the provision of training fo, the mentoring of oF the re-assignment of currently “mployed persons; or the hiring or contracting of competent persons o organizations 7.3. Awareness and engagement ‘The organization shall ensure that all relevant persons doing work under the organization's control shall be aware of: 42) the needs of users, customers, and other relevant interested parties; 1b) the innovation intent, policy, strategy, and objectives; «) the meaning of innovation and the importance of innovation activities forthe organization; 4) their contribution to the effectiveness of the innovation management system, Including the benefits of Improved innovation performance; «) the implications of not conforming with the innovation management system requirements; 1 the availability of support for innovation activities. ‘The organization shall ensure the engagement of people participating in innovation activites 7.4 Communication ‘The organization shall determine the internal and external communications relevant to the innovation management system, including 4) why I¢will commanteate: bon what i wil communicate; ©) when to communicate; 4) with whom to communicate; 10 1502028 Arges reserved 131S0/DIs 56001:2024 ©) how to communicate; ‘who communicates; £8) monitor engagement and understanding 7.5 Documented information 754 General ‘The organization's innovation management system shall include: 8) documented information required by this document; ') documented information determined by the organization as being necessary for the effectiveness of the Innovation management system. NOTE The extent of documented information for an innovation management system can Afr from one organization to nother deo 1) the size and maturity of organization and its type of activites, processes, products, nd services 2) the complexity of processes anther interactions 53) the competence of persons 7.52 Creating and updating documented information When creating and updating documented information, the organization shall ensure appropriate: 4) identification and deseription ea title, date, version, author, or reference number}; format (eg language, software version, graphics) and media (eg. paper, electronic); ©) review and approval for suitability and adequacy. 7.5.3 Control of documented information Documented information required by the innovation management system and by this document shall be controlled to ensure: 4) [tis available and sultable for use, where and when itis needed; ») itis adequately protected (eg from loss of confidentiality, improper use, or loss of integrity). For the control of documented information, the organization shall address the following activities, as applicable: 4. distribution, acces, level of confidentiality, retrieval, and use; 2 storage and preservation, including preservation of legbilty; 3. control of changes (eg version control}; 4. retention and disposition. Documented information of external origin determined by the organization to be necessary for the design, planning and operation of the innovation management system shall be identified, as appropriate, and controlled. [NOTE Access can imply a decision regarding the permission to view the documented information only or the permission and author to view and change the documented information 4 (© 150 2028 ~ Aight reserved8 Operation 8.1 Operational planning and control ‘The organization shal plan, implement, and control the innovation initiatives, processes, and where applicable Portfolios, needed to address innovation opportunities, meet requirements, and to implement the actions determined in Clause 6, by 8) establishing erteria forthe innovation initiatives, processes, and portfolio: implementing control ofthe imovation initiatives, processes, and portfolios in accordance withthe criteria, Documented information shall be available to the extent necessary fo have confidence that the innovation Initiatives, processes, and portfolios have been carried out as planned, ‘The organization shall control planned changes and review the consequences of unintended changes, taking action o prevent or mitigate any adverse eflect, as necessary. ‘The organization shall ensure that externally provided processes, products, or services, and any collaborative Innovation initiatives that are relevant tothe innovation management system are controlled, [NOTE Operational planing for innovation activities ean requlre an adapted approach to control, especially regarding creative and experimentation activites incorporating a higher degree of freedom and flexibility to manage uncertainty. ‘This approach, incorporating a combination of sequential and non-sequental processes, can intentionally be dierent From other established control practices in the organization. 8.2 Innovation initiatives ‘The organization shall manage each innovation initiative, and consider: 2) establishing and, when appropriate, reviewing the scope, abjectives, and expected results ofthe initiative; aligning withthe innovation strategy, objectives, and portfolios: ¢) determining indicators and how to apply them for evaluating the established criteria: 4) establishing decision-making processes and assigning roles, responsibilities, and authorities; ) ensuring the necessary competencies; locating the necessary resources and staffing levels; 8) establishing internal and external collaboration: 1h) implementing the appropriate innovation processes; 1) issues related to intellectual property: }), legal, regulatory, and other applicable requirement Ie) continuously capturing and using lessons learned and knowledge gained, from both successes and failures, NOTE An innovation initiative canbe implemented using one ora combination of approaches, fr example, inthe frm of an ierml enteral or olaboratv initiative, na temporary or permanent ein an can use outsourcing equstion, 8.3 Innovation processes 83.1 General ‘The organization shall configure flexible and adaptable innovation processes that a) sult the individual innovation initiative; 'b) consider the five generic non-linear innovation processes described inthis document; ©) alm wo reduce uncertainties and increase feasibility of the innovation initiative; 4) include decision points, when appropriate, to repeat the previous processes, continue tothe next processes, orto discontinue the innovation initiative; ©) tlie, and conneet to, other relevant processes in the organization, as appropriate; 1) are continuously reviewed, and re-configured, if necessary; 4) consider integration of innovation initiatives within a portfolio 11902028 - aries reerved 15IS0/DIs 56001:2024 NOTE The innovation processes canbe iterative and non-sequentil and form diferent configurations, depending onthe ‘ypes of innovations and the circumstances ofthe innovation initiative 8.3.2 Identify opportunities ‘The organization shall establish, implement, and maintain processes to identify opportunities by considering: a) the scope, objectives, expected and wnexpected results ofthe innovation initiative; b) acquiring, analysing, and sharing insights in relevant internal and external knowledge areas, including Insights about stated and unstated needs and expectations of users, customers, and other interested parties; ©) identifying, defining, and prioritizing opportunities for value realization based on insights. [NOTE-Theresulofthe activities cam be: 1 amunderstanding of the potential for value realization; fi. ontited, defined and prioritized opportunities areas of opportunity, or problem statement 8.3.3 Create concepts ‘The organization shall establish, implement, and maintain processes to create concepts, by considering: a) Identified opportunities as inputs; by) generating, analysing, evaluating, and selecting ideas for concepts, based on established criteria; ©) developing and describing concepts for potential solutions and propositions for value realization for users, customers, partners, and other interested parties NOTE The elt af the activites on be 1. an understanding ofthe crcl uncertainties or assumptions fo each concept to be validate Ti. priortized concepts with better certainty of Value realization capability, feasibility, resouree requirements and Market acceptably. 8.34 Validate concepts ‘The organization shall establish implement, and maintain processes to validate concepts by considering: 4) created concepts. as inputs; ») identifying prioritizing and testing critical uncertainties related tothe concept to gain new knowledge and reduce uncertainty, ©) adjusting, improving, or terminating the concept based on lessons learned, feedback and new knowledge; 4) evaluating the feasibility of the concept; ©) further validating concepts by reducing remaining uncertainties, if necessary NOTE 1 Uncertainty canbe relate, for example, to Interaction with users, customers, partners, ater interested partes, support, resources, technology, intellectual property, marketing, time to market, competitive threat, financial and legal aspects onganlzational structures and competences [NOTE 2 The result ofthe ativities can be validated concepts with acceptable level f uncertainty that can be developed Into solutions NOTE 3 Understand the validated concep’ priority within the portfolio(s 8.35 Develop solutions ‘The organization shall establish, Implement, and maintain processes to develop solutions, by considering: 8) validated concepts as inputs; 'b) developing the concept, including its value realization model, into a working solution; © Hdentitying and addressing uncertainties and risks related to deployment; 16 (© 1902028 - Al rigs reservedIso/DIs 56001:2023(E) 4) implications for intellectual property, including avoiding infringement and securing protection, as appropriate; ©) preparing the necessary deployment capacities and capabilities, [NOTE 1 Deployment uncertainties and risks can be related to ser acceptance, marketing production, supply, partners, cospotems, sustainability, scalability budget yee, and ting NOTE 2 The result ofthe activites can be developed solutions including vale realization models that canbe deployed. 6 Deploy solutions ‘The organization shall establish, implement, and maintain processes to deploy solutions, by considering: 2) developed solutions as inputs; b) scalability plans; €) providing the solution, including promotion and support, to interested parties; 4) monitoring, analysing, and evaluating the adoption and impact of the solution in terms of value realization; ©) Implications for intelectual property and portioio; © capturing new knowledge from the deployment to improve solutions and identify new opportunities [NOTE The resultofthe activities cam be {nancial or non-financial value realized frm deployed solutions and |. new knowledge and opportunites. 9 Performance evaluation 9.1 Monitoring, measurement, analysis, and evaluation 9.1.4 General ‘The organization shall determine: 2) what needs to be monitored and measured, considering innovation performance at system, portfolio, and Initiative levels; 1) which innovation performance indicators are to be used «) the methods for monitoring, measurement, analysis and evaluation, as applicable, to ensure valid results; <4) when the monitoring and measuring shal be performed; €) when the results from monitoring and! measurement shall be analysed and evaluated 1) who willbe responsible. Documented information shall be available as evidence ofthe results, 9.1.2 Analysis and evaluation, ‘The organization shall analyse and evaluate the performance and the effectiveness of the innovation management system, ‘The results of analysis shall be used to evaluate value realization in relation to the innovation strategy and objectives, Documented information shall be available as evidence ofthe results, 10 1502028 Arges reserved 71S0/DIs 56001:2024 9.2 Internal audit 9.21 General ‘The organization shall conduct internal audits at planned intervals to provide information on whether the agement system: 2) conforms to: 1) the organization's own requirements for its innovation management system; 2) the requirements ofthis document. Is effectively implemented and maintained: 9) has any gaps that needs to he addressed. 9.22 Internal audit programme ‘The organization shall plan, establish, implement, and maintain (an) audit programme(s), including the frequency, methods, responsibilities, planning requirements and reporting, ‘When establishing the internal audit programme(s), the organization shall consider the importance of the processes and other management system elements concerned andthe results of previous audits. ‘The organization shall 2) define the audit objectives, criteria and scope for each audit; 1) select auditors and conduct audits ta ensure objectivity and the Impartiality of the audit process; ©) ensure that the results of audits are reported to relevant managers; 4) resolve corrective action within a reasonable timeframe. Documented information shall bea the audit results, ble as evidence of the implementation of the audit programme(s) and 9.3 Management review 9.34 General ‘Top management shall review the organization's innovation management system, at planned intervals, to ensure its continuing suitability, adequacy, and effectiveness. 9.3.2 Management review inputs ‘The management review shall include: a) the status of actions from previous management reviews; b) changes in external and internal issues and areas of opportunity that are relevant to the innovation management system; «changes in needs and expectations of interested parties that are relevant to the innovation management system; 4) information on the innovation performance, including trends in 1) realization of value; 2) the extent to which innovation objectives have been achieved; 3) the performance of innovation portfolios, initiatives, and processes; 4) knowledge sharing and learning from both successes and failures; $5) nonconformities and corrective actions; 66) monitoring, measurement, analysis, and evaluation results; 18 (© 1902028 - A gts reserved150/DIs 56001:2023(E) ‘Taualt results. ©) the compatibility of the innovation intent, policy, strategy and objectives with the strategie direction of the organization; 1 the adequacy of support, including resources and competenc 1) the adequacy of innovation performance indicators; hi) the effectiveness of actions taken to address opportunities and risks; 8) opportunites for continual improvement, 9.33 Management review results The results of the management review shall include decisions and actions related to opportunities for improvement and any need for changes to the innovation management system, Documented information shall be available as evidence ofthe results of management reviews. 10 Improvement 10.1 Continual improvement ‘The organization shall continually improve the suitability, adequacy, effectiveness and efficiency of the Innovation management system, ‘The organization shal select opportunities for improvement and optimization to maintain or enhance strengths and address weaknesses and gaps. 10.2 Nonconformity and corrective action Wnen a nonconformity occu a) react to the nonconformity and, as applicable: 1) take action to control and correct 2) deal with the consequences; 'b) evaluate the need for action to eliminate the causes ofthe nonconformity, in order that it does not recur oF ‘occur elsewhere, by: 1) reviewing and analysing the nonconformity; 2) determining the causes ofthe nonconformity; 3) determining if similar nonconformities exist, or can potentially occur €) implement any action needed; «) review the effectiveness of any corrective action taken; the organization shall ©) make changes tothe innovation management system, if necessary. Corrective actions shall be appropriate tothe effects ofthe nonconformities encountered Documented information shall be available as evidence of — the nature of the nonconformities and any subsequent ations taken; — the results of any corrective action, 10 1502028 Arges reserved 19IS0/DIs 56001:2024 Bibliography [1] 180 56002:2019, Innovation management - Innovation management system - Guidance [2] 1S0/7R 56003, Innovation management - Assessment - Guidance [8] 150.56004:2019, innovation management ~ Tools and methods for innovation partnership ~ Guidance [4] 150.56005:2020, innovation management Intellectual property management ~ Guidance [5] 180 56006:2021 Innovation management ~ Strategic intelligence management ~ Guidance [6] 150 9000:2015 Quality management systems ~ Fundamentals and vocabulary 20 (© 1902025 - A nights reseed