PECB ISO 56001 Lead Implementer key terms

A structured set of interrelated policies, objectives, processes and resources an organization uses to direct, support and continually improve its innovation activities, established against the requirements of ISO 56001.

A new or changed entity, such as a product, service, process, model or method, that realizes or redistributes value. Novelty alone is insufficient; the value must be realized or credibly intended.

A time-bound set of activities undertaken to create, develop and deploy an innovation, managed as a discrete endeavor with its own objectives, resources, uncertainty and decision points.

The organization's ability to perform innovation consistently, arising from the combination of leadership, culture, resources, processes, knowledge and learning rather than from any single project success.

The shared values, behaviors and norms that encourage curiosity, experimentation, psychological safety, constructive challenge and learning from failure, enabling people to contribute ideas and take calculated risks.

The gap between information available and information needed to decide and act on an innovation initiative, spanning technical, market, organizational and regulatory unknowns that cannot be eliminated by planning alone.

A cyclical approach of forming hypotheses, running low-cost tests, observing results and adjusting direction, used to reduce innovation uncertainty progressively instead of committing to a fixed plan.

The smallest version of a product, service or process that delivers enough value to real users to generate valid learning about desirability, feasibility or viability before further investment.

The point at which an innovation actually delivers intended benefits, such as revenue, efficiency, societal gain or strategic advantage, to the organization or its interested parties.

The deliberately balanced collection of innovation initiatives across horizons, risk levels and types, managed collectively to align with strategy and spread investment risk.

The stated level of novelty and impact the organization intends to pursue, ranging from incremental improvements to breakthrough and disruptive change, which shapes strategy, risk appetite and resource allocation.

The documented direction describing which innovation areas, types and ambitions the organization will pursue, why they matter strategically, and how they will be resourced and governed.

The external and internal factors, including market, technological, legal, cultural and organizational conditions, that are relevant to the organization's purpose and affect its innovation management system.

A person or organization that can affect, be affected by, or perceive itself to be affected by the organization's innovation activities, such as customers, employees, partners, regulators or communities.

The documented boundaries of the innovation management system, stating which organizational units, locations, activities and interfaces are covered and which are excluded, with justification for exclusions.

Top management's demonstrable commitment to innovation through setting direction, allocating resources, establishing culture and governance, and personally sponsoring and protecting innovation activity.

A high-level statement of the organization's intentions and principles regarding innovation, providing a framework for setting innovation objectives and demonstrating commitment to interested parties.

Measurable, time-bound results the organization commits to achieve in support of its innovation strategy, established at relevant functions and levels and tracked through performance indicators.

A defined metric used to evaluate progress and effectiveness of innovation activities, covering inputs, activities, outputs and outcomes such as pipeline health, time-to-market or share of revenue from new offerings.

Potential negative effects and potential positive possibilities identified from the organization's context and interested parties that must be addressed to give assurance the innovation management system achieves intended results.

A defined sequence of interrelated activities, from insight generation through ideation, development, deployment and learning, with owners, inputs, outputs and controls needed to turn ideas into realized value.

A planned review point at which evidence from an innovation initiative is assessed against defined criteria and a decision is made to continue, pivot, pause or stop, releasing resources accordingly.

The deliberate choice to terminate an innovation initiative that no longer justifies continued investment, treated as a legitimate learning outcome rather than a failure of the team.

The structured process for capturing, classifying, evaluating and progressing ideas from internal and external sources so that valuable ones reach development and the rest are answered or archived.

The practice of deliberately using knowledge, ideas and technologies from external sources, and allowing unused internal knowledge to flow outward, through partnerships, licensing, crowdsourcing or co-creation.

An external organization such as a supplier, university, startup, customer or public body with which the organization collaborates to access capabilities, knowledge, markets or resources it does not hold internally.

A supporting element that makes innovation possible and repeatable, including people, competencies, tools, methods, data, funding, time and physical or digital infrastructure.

The systematic capture, organization, sharing and reuse of internal and external knowledge, including lessons from failed and successful initiatives, so it remains available to future innovation work.

A climate in which people feel able to speak up, propose unconventional ideas, admit mistakes and challenge assumptions without fear of humiliation or punishment, supporting honest experimentation.

The process by which insights from experiments, reviews and outcomes are captured, interpreted and embedded into changed practices, decisions and competencies of the organization.

The identification, protection, use and commercialization of intangible assets such as patents, trade secrets, designs and know-how arising from innovation, aligned with strategy and legal obligations.

Information the organization is required to control and maintain, and the medium on which it is held, including innovation policies, objectives, process descriptions, records of decisions and evidence of results.

The planned determination of what to measure, how, when and by whom, in order to evaluate innovation performance, process effectiveness and progress against innovation objectives.

An independent, planned and systematic examination of the innovation management system against the organization's own criteria and the standard's requirements, producing findings for correction.

A periodic top-management evaluation of the innovation management system's suitability, adequacy and effectiveness, using defined inputs and producing decisions on improvement, resources and strategic direction.

A failure to meet a requirement of the standard or of the organization's own innovation management system, which must be assessed, corrected and, where needed, prevented from recurring.

Action taken to eliminate the cause of a detected nonconformity so that it does not recur, typically following root-cause analysis and verification of the effectiveness of the action taken.

The recurring activity of enhancing the innovation management system's performance and maturity through incremental and breakthrough changes, informed by monitoring, audits, reviews and learning.

An independent third-party audit conducted by a certification body to determine whether the organization's innovation management system conforms to ISO 56001 and is effectively implemented and maintained.

The initial certification audit phase that reviews documented information and readiness, checks the scope and context, and identifies any areas of concern to be addressed before the Stage 2 audit.

The certification audit phase that evaluates implementation and effectiveness through sampling evidence, interviewing personnel and observing processes, resulting in a recommendation on certification.

An independent organization, typically accredited by a national accreditation body, that audits and issues certificates confirming conformity of a management system to a published standard.

Formal recognition granted by an authoritative body that a certification body is competent to perform specific conformity assessment activities, giving credibility to certificates it issues.

A documented result of an audit evaluation, classified typically as a nonconformity, observation or opportunity for improvement, that the organization must address and close out appropriately.

A periodic post-certification audit, usually annual, verifying that the certified innovation management system continues to conform and function effectively between full recertification cycles.

A full audit conducted before a certificate expires, typically every three years, to confirm continuing conformity and effectiveness and to decide whether the certificate should be renewed.

A structured comparison of the organization's current practices against ISO 56001 requirements, used to identify missing elements and prioritize implementation activities before certification.

A sequenced plan of activities, responsibilities, milestones and resources for building the innovation management system to a state of readiness for certification audit.

The state in which the innovation management system is fully implemented, evidenced by records, internal audit and management review, so that an independent certification audit can be conducted.