PECB ISO 56001 Foundation key terms

A new or significantly improved product, service, process, model, or method that creates or redistributes value when it is implemented and adopted by users or stakeholders.

A structured set of interrelated policies, objectives, processes, roles, and resources an organization uses to direct, support, and continually improve its innovation performance.

The foundational ideas underlying ISO 56001, including realization of value, visionary leadership, culture of innovation, collaboration, and continual improvement through a systematic approach.

The measurable results an organization achieves from its innovation activities, judged against its innovation objectives and the value delivered to customers, stakeholders, and the organization itself.

The generation of tangible or intangible benefit, such as revenue, efficiency, reputation, or social impact, that results from turning ideas into implemented and adopted solutions.

The shared values, behaviors, and norms that encourage curiosity, experimentation, tolerated failure, open exchange of ideas, and psychological safety across an organization.

Any deliberate work, such as research, ideation, prototyping, testing, or scaling, undertaken to generate, develop, and implement new or improved offerings and ways of working.

The network of internal units and external partners, including customers, suppliers, universities, startups, and public bodies, whose interactions influence an organization's ability to innovate.

A way of working in which an organization deliberately uses external ideas, knowledge, and partners, and shares its own unused ideas externally, to accelerate and broaden innovation.

The combination of internal and external issues, such as market conditions, technology trends, regulation, culture, and capabilities, that affect how an organization manages innovation.

A person or organization that can affect, be affected by, or perceive itself to be affected by the organization's innovation decisions, activities, or outcomes, including customers, employees, and partners.

The documented boundaries and applicability of the innovation management system, stating which units, locations, products, or activities are covered and which are excluded, with justification.

Demonstrated top management involvement in the IMS, including setting innovation direction, providing resources, integrating requirements into business processes, and promoting the desired culture.

The person or group at the highest level of the organization who has authority to set strategy, allocate resources, and make decisions affecting the innovation management system.

A formal statement of the organization's intentions and direction for innovation, providing a framework for setting innovation objectives and committing to relevant requirements.

A specific, measurable result the organization intends to achieve through innovation within a defined timeframe, consistent with the innovation policy and aligned with strategic direction.

Potential negative effects and potential positive possibilities that the organization identifies and addresses to give assurance that the IMS achieves intended results and prevents undesired outcomes.

Information required to be controlled and maintained by the organization, together with the medium on which it is held, covering both procedures and records of innovation activities.

A set of interrelated activities that transforms inputs such as insights and ideas into outputs such as validated concepts, prototypes, and implemented innovations, with defined owners and controls.

The systematic capture, evaluation, selection, and development of ideas from employees and external sources so that promising concepts receive resources and progress toward implementation.

A model showing how many early-stage ideas are progressively filtered and developed, with few reaching launch, used to manage capacity, investment, and decision points across the pipeline.

A decision model in which innovation projects pass through defined stages separated by review gates where funding, continuation, redirection, or termination is formally decided.

The collection of innovation projects and initiatives an organization manages together, balanced across risk, time horizon, and strategic themes to optimize overall return and learning.

The assignment of people, budget, time, tools, and facilities to innovation activities, reflecting strategic priorities and enabling approved initiatives to progress.

The demonstrated ability to apply knowledge and skills needed for innovation work, determined by the organization and developed through education, training, or experience where gaps exist.

The state in which personnel understand the innovation policy, their contribution to the effectiveness of the IMS, and the implications of not conforming to its requirements.

Working jointly with internal functions and external partners, sharing knowledge, risks, and benefits, to create innovation outcomes that a single party could not achieve alone.

Legally protected and strategically managed assets such as patents, trademarks, designs, and trade secrets arising from innovation, requiring clear ownership, protection, and exploitation rules.

The practices used to capture, organize, share, and reuse knowledge held by people, teams, and systems so that innovation does not depend on individual memory.

Planned interaction with interested parties to understand their needs and expectations, gather insight, and build support for innovation initiatives and their outcomes.

A deep, evidence-based understanding of user needs, behaviors, and pain points, derived from research and data, that guides which innovation opportunities are worth pursuing.

A clear statement of the benefits a new or improved offering delivers to a defined group of users, and why it is preferable to existing alternatives.

The planned determination of what innovation performance is tracked, by which methods, at what frequency, and how results are analyzed and evaluated against objectives.

A quantifiable measure, such as number of validated concepts, time to market, or revenue from new offerings, used to track progress toward innovation objectives.

A systematic, independent examination of the IMS against planned arrangements and the standard's requirements, performed at planned intervals and reported to management.

A periodic top management evaluation of the IMS's suitability, adequacy, and effectiveness, using defined inputs and producing decisions on improvement, resources, and changes.

A failure to meet a requirement of the standard or of the organization's own IMS arrangements, which must be recorded, evaluated, and addressed.

Action taken to eliminate the cause of a detected nonconformity so that it does not recur, including investigation of root cause and review of the action's effectiveness.

The ongoing enhancement of the IMS and innovation performance through repeated cycles of analysis, learning, and change, rather than a one-time corrective fix.

Documented knowledge from completed or failed innovation efforts, including what worked and what did not, used to improve future decisions and processes.

An independent third-party assessment, typically in two stages, that verifies an organization's IMS conforms to ISO 56001 before a certificate is issued.

An independent organization, usually accredited, that audits and certifies management systems against a standard and maintains oversight through surveillance and recertification.

A periodic follow-up audit conducted after initial certification to confirm the certified IMS continues to conform and remains effective between full recertification audits.

Formal recognition by an authoritative body that a certification body is competent to carry out specific certification activities, giving confidence in issued certificates.

Records, statements of fact, or other verifiable information collected during an audit and used by auditors to evaluate conformity with audit criteria.