Changing the Dynamics and Impact of Innovation Management: A Systems Approach and the ISO Standard

Contents
Foreword
About the Editors
About the Contributors
Part I Perspectives
Chapter 1 Introduction
1.1. Changing the Impact and Dynamics of Innovation Management
1.2. Structure of the Book
1.3. Call to Action
References
Chapter 2 The Standard for Innovation Management
2.1. Background
2.1.1. The development of the standard
2.1.2. Why a standard for innovation management?
2.1.3. What is a management system?
2.1.4. Innovation intent, opportunities and value equation
2.2. Innovation Management Fundamentals
2.2.1. The ISO definition of innovation
2.2.2. Different types of innovation
2.2.3. Other key definitions
2.3. Innovation Management Principles
2.4. Elements of the Innovation Management System
2.5. Concluding Remarks
2.5.1. Benefits
2.5.2. Challenges
2.5.3. Call to action
References
Chapter 3 Academic Perspectives on the Systems Approach to Innovation Management
3.1. Background
3.2. Development of Innovation Management Research and Practice
3.3. Towards an Understanding of Innovation Management as a Comprehensive System
3.4. Benefits of a Systems Approach to Innovation Management
3.4.1. Explicit systems approach
3.5. Standardising for Innovation
References
Part II Implementing an Innovation Management System: Case Studies from Around the World
Chapter 4 Introduction to Case Studies
4.1. Selection of Cases and Guidance for Writing the Case Studies
4.2. Diversity of Cases
4.2.1. Geography
4.2.2. Type of organisation
4.2.3. Relation to ISO 56002
4.3. Overview of Case Studies
Reference
Chapter 5 Airbus: Foster Innovation Culture in Practice within a Large International Corporation — Case of Airbus Defence and Space Division
5.1. Introduction
5.2. Introduction to Airbus Defence and Space
5.2.1. Business context
5.2.2. Innovation in the defence and space industry
5.3. Development of the Innovation Management System at Airbus Defence and Space
5.3.1. The relationship between innovation strategy and innovation culture in a large corporation
5.3.2. How different innovation approaches impact culture
5.4. Basics Elements of Innovation Culture
5.4.1. Routines and rituals to reinforce the values
5.4.2. Places to encourage creativity and collaboration
5.4.3. Share the culture to encourage feedback and collaboration
5.4.4. Airbus innovation from culture to value
5.5. Foster Culture by Employees Upskilling
5.5.1. The key competencies (considering the strategy and the culture)
5.5.3. Design a learning solution for the innovation coaches with a set of cards
5.5.4. From the learning solution to the portfolio management
5.6. Conclusion
References
Chapter 6 China International Marine Containers Group: Cultivating World-Class Champions — A Systems Approach
6.1. Introduction
6.2. Hidden Champion and Leanovation
6.3. CIMC’s Innovation Journey and Dynamics
6.3.1. External stimulation and market-central strategy
6.3.2. Internal stimulation and resource-central strategy
6.4. CIMC’s Leanovation System
6.4.1. World-class champion strategy
6.4.2. Coaching leadership
6.4.3. Collaborative networks and organisational structure of innovation
6.4.4. Learning routines and innovation evaluation
6.4.5. Employee appreciation and innovation process
6.4.6. Learning culture
6.4.7. Glocalisation and global competence
6.5. Challenges and Prospect of CIMC Innovation Management
Acknowledgements
References
Chapter 7 Evonik Industries AG: Capability Building for Strategic Innovation in the Innovation Management System
7.1. Background
7.2. A Management System for Strategic Innovation
7.2.1. Brief on the methodology
7.3. Development of an Innovation Management System in Evonik
7.4. Implementation of the System Elements
7.4.1. Managing uncertain opportunities in a strategic innovation process
7.4.2. Organisational structure and performance evaluations
7.5. Achievements of the Innovation Management System
7.6. Overall Reflections and Way Forward
7.7. Summary
Acknowledgements
References
Chapter 8 Humanitarian Innovation Fund: Managing Innovation in Humanitarian Aid
8.1. Introduction
8.1.1. Origins of HI
8.1.2. The nature of HI today
8.1.3. Growing interest in HI
8.1.4. Focus on innovation management
8.2. Thinking About Innovation Management from a Systemic and Systematic Perspective
8.3. Experience with Innovation in the HI Sector
8.3.1. Influences on success — Learning from the cases
8.4. Discussion
References
Chapter 9 Instituto Nacional de Tecnologìa Industrial: Innovation Management System Implementation at INTI — Argentina
9.1. Background and Introduction
9.2. Description of Innovation Components in a System Perspective
9.3. How Were These Components of the System Implemented?
9.3.1. Awareness and training
9.3.2. Strategic components
9.3.3. Stakeholders and their interests
9.4. Achievements of the Innovation System
9.4.1. Summary of findings regarding the most relevant issues in the IMS implementation
9.5. Overall Reflections and Way Forward
References
Chapter 10 Kanthal: Building Bridges for Increased Innovation Capability
10.1. Introduction to Kanthal
10.1.1. Company origins
10.1.2. From invention to innovation
10.1.3. Maintaining a leadership position
10.1.4. Long-term innovation investment
10.1.5. Preconditions for innovation
10.2. Description of Innovation Elements from a Systems Perspective
10.2.1. Embedding innovation in an organisation
10.2.2. Recommendations for increased innovation capability at Kanthal
10.2.3. Understanding intersection points — Clarity, self-confidence and control
10.3. Elements of Interest in This Case
10.3.1. Culture
10.3.2. Competence
10.3.3. Identify opportunities
10.4. Building Bridges
10.4.1. How were these elements of the system implemented?
10.4.2. What were the barriers to bridge-building?
10.4.3. Innovation timing and communication
10.5. Achievements of the Innovation Management System
10.5.1. Innovation climate
10.5.2. Innovation board
10.5.3. KPIs
10.5.4. Implications
10.6. Overall Reflections and Way Forward
10.6.1. Structure beyond process
10.6.2. More function-oriented innovation work and collaboration
10.6.3. Innovation campaigns and bridges
References
Chapter 11 Karolinska University Hospital: Implementing an Innovation Management System at a University Hospital Providing Highly Specialised Care
11.1. Introduction
11.1.1. Karolinska University Hospital
11.1.2. Innovation in healthcare
11.1.3. Developing support for systematic innovation work at Karolinska
11.2. Designing an Innovation Management System for the Hospital
11.2.1. Key system elements
11.2.2. Reflections based on a systems approach
11.3. Implementation Experiences
11.3.1. Combination of top-down and bottom-up approaches
11.3.2. Communication and documentation
11.3.3. Measuring performance
11.3.4. Implementation timeline drift
11.4. Effects of Systematic Work for Increasing Innovation Capabilities
11.4.1. Innovation as a leadership tool at the Emergency Unit
11.4.2. Supporting structures for an industry collaboration in neuroscience
11.4.3. Reducing cancellations of planned surgeries for children
11.5. Overall Reflections and Way Forward
References
Chapter 12 KTH Global Development Hub: Developing an Innovation Management System for Global Sustainable Development
12.1. Introduction
12.2. Managing Innovation for Global Sustainable Development
12.2.1. The innovation process
12.2.2. Leadership and culture
12.2.3. Additional support and resources
12.2.4. Performance evaluation and improvement
12.3. Implementation of an Innovation Management System for Global Sustainable Development
12.3.1. Organisational set up and direction
12.3.2. Building and sustaining commitment to innovation and change
12.3.3. Developing networks and collaboration in the innovation ecosystem
12.4. Reflections and Future Needs
12.4.1. Reflections on the innovation management system developed
12.4.2. Towards a self-supporting global sustainable innovation system — Limitations of existing innovation management system frameworks
References
Chapter 13 Midea Group: The Systems Approach to Becoming a Global Leader in Household Appliance Sector
13.1. Introduction
13.2. Midea’s Innovation Journey and Innovation System
13.2.1. Future-oriented innovation vision and strategy
13.2.2. Indigenous innovation competence as the support
13.2.3. External resources as the support for innovation activities
13.2.4. Four-level technology roadmap as innovation action plan
13.2.5. Organisational structures for innovation activities
13.2.6. Internal and external collaboration
13.2.7. Midea’s lean innovation in digital age
13.2.8. Midea’s innovation management system
13.3. Insights from Midea’s Promotion of ISO 56002:2019 Innovation Management System
13.4. Challenges and Prospects of Midea’s Innovation System
Acknowledgements
References
Chapter 14 Moen Incorporated: Initiating and Sustaining Transformational Growth Through a Systems Approach
14.1. Introduction to Moen
14.1.1. Growth challenge
14.1.2. History
14.1.3. Innovation in context of plumbing industry
14.2. Description and Initiation of Innovation Capability Development
14.2.1. Innovation assessment — 2007
14.2.2. Context for innovation within Moen
14.2.3. Approach to innovation capability building
14.3. Development of the Innovation Management System at Moen
14.3.1. Call to action and initiation — Starting with Discovery
14.3.2. Evolving — Moving to Incubation
14.4. Building a Sustainable Capability
14.4.1. Sustaining — Transitioning to Acceleration
14.4.2. Organisational crossroad
14.5. Achievements of the Innovation Management System
14.6. Overall Reflections and Way Forward
14.7. Summary
Acknowledgements
References
Appendix
Chapter 15 Naturvårdsverket, Swedish Environmental Protection Agency: Innovation Capability in a Government Agency — Key Drivers in a Systemic Innovation Platform
15.1. Introduction to the Swedish Environmental Protection Agency
15.1.1. Context of organisation and main challenges
15.1.2. Innovation needs and intent
15.1.3. Methodological notes
15.2. Description of Innovation Components from a Systems Perspective
15.2.1. The Swedish benchmark study and the innovation management system
15.2.2. Innovation strategy
15.2.3. Organisation
15.2.4. Value networks
15.2.5. Innovation projects
15.2.6. Results
15.3. Summary and Conclusions
15.4. Reflections
Acknowledgements
References
Chapter 16 Norconsult AS: Management by Definition — The Role of Terminology and Shared Understandings in Implementing an Innovation Management System
16.1. Background and Introduction
16.1.1. About Norconsult as an innovating company
16.1.2. About engineering consulting as an industry for innovation
16.2. Main Challenges and Purpose of Implementation
16.2.1. Situation and status of IMS
16.3. Implementation of the IMS
16.3.1. Background and rationale
16.3.2. Setting up the implementation project
16.3.3. Narrative recollection-the implementation project
16.3.4. More change and complexity — Definitions remain paramount
16.4. Achievements, Results and Impact of the IMS
16.5. Overall Reflection and Way Forward
References
Chapter 17 Oki Electric Industry Company: Implementation of Yume Pro, an Innovation Management System
17.1. Introduction
17.1.1. OKI — Background
17.1.2. Needs for innovation and change
17.1.3. Decision to introduce an innovation management system
17.2. Yume Pro — OKI’s Innovation Management System
17.2.1. IMS overview
17.2.2. Key elements of Yume Pro
17.3. Implementation Experiences
17.3.1. Internal assessment and planning for implementation
17.3.2. Training and communication
17.3.3. Critical factors and challenges during the implementation
17.4. Effects of Implementing an Innovation Management System
17.5. Overall Reflections and Way Forward
Acknowledgements
References
Chapter 18 Oregon State University: Impact Studio — Advancing a University’s Institutional Innovation Capability
18.1. Background/Introduction
18.1.1. Challenges in US higher education
18.1.2. Challenges in university institutional innovation
18.1.3. Oregon State University’s experiment
18.2. Description of the Innovation System and Components
18.2.1. Oregon State’s innovation system overview and assessment
18.2.2. Context and conditions
18.2.3. Leadership
18.2.4. Planning
18.2.5. Processes
18.2.6. Evaluation and improvement
18.3. System Implementation
18.3.1. Impact Studio actions and timeline
18.3.2. New barriers in the innovation system
18.4. Achievements of the Innovation Management System
18.4.1. Performance versus goals for Impact Studio portfolio
18.4.2. Achieved capabilities
18.4.3. Impacts on the innovation system beyond Impact Studio
18.5. Overall Reflections and Way Forward
18.5.1. Fundamental parts — What makes a difference?
18.5.2. Critical factors
References
Chapter 19 Sime Darby Plantation: A Top-Down Approach to Innovation Management in a State-Owned, Globally Integrated Plantation Company
19.1. Introduction
19.2. SDP’s Innovation Management System
19.2.1. Innovation before the de-merger
19.2.2. Innovation after the de-merger
19.2.3. Achievements and challenges through innovation
19.3. Evolution in Response to the COVID-19 Pandemic
19.3.1. Renewed focus of the Innovation Portal
19.3.2. Renewed role of leaders
19.3.3. Integrating open innovation
19.4. Achievements of the Innovation Management System
19.4.1. Mapping the system components to those of ISO 56002
19.4.2. Development opportunities for a total innovation management system
19.5. Reflections and Way Forward
References
Chapter 20 Södra Skogsägarna: The Sustainable Innovator
20.1. Introducing Södra Skogsägarna
20.2. Towards an Innovation Management System
20.2.1. Innovation vision, strategy and governance
20.2.2. Strategic roadmaps and planning
20.2.3. Innovation process, projects, planning and context
20.2.4. Innovation indicators and follow-up
20.2.5. Collaboration
20.2.6. Leadership and innovation culture
20.2.7. Summary of key elements
20.3. Implementing Innovation Management Capabilities
20.3.1. Investments in R&D and innovation activities
20.3.2. Developing the innovation strategy
20.3.3. Implementing the new innovation setup
20.3.4. Sustainability as an innovation driver
20.4. Innovation Achievements
20.4.1. Textiles from forest fibres
20.4.2. Energy from biomethanol
20.4.3. Multi-storeyed constructions from wood
20.5. Way Forward
20.6. Conclusions and Reflections
References
Part III Reflections
Chapter 21 Common Themes and Success Factors
21.1. Why an Innovation Management System Journey?
21.1.1. Reasons for IMS journeys
21.1.2. External triggers
21.1.3. Internal triggers
21.2. How Has the International Standard Been Used?
21.2.1. Overview
21.2.2. Cases that explicitly used the international standard
21.2.3. Cases that did not explicitly use the international standard
21.2.4. Selected issues identified when explicitly or implicitly using the standard
21.3. What Emerged as Prerequisites for Success and Why?
21.3.1. Definition of a clear innovation strategy
21.3.2. Innovation culture, networking and training of people
21.3.3. Top management involvement and commitment
21.3.4. A systematic process for managing different types of innovation
21.3.5. Towards practical guidance
21.4. What Practical Guidance Directs a Successful Journey?
21.4.1. Bottom-up
21.4.2. Top-down
21.4.3. A combination
References
Chapter 22 Conclusions and Path Forward
22.1. Implications for the Innovation Management Community
22.1.1. Overview
22.1.2. Practitioners
22.1.3. Academic educators and researchers
22.1.4. Standard developers
22.1.5. Professional associations
22.1.6. Policymakers
22.2. Changing the Dynamics and Impact of Innovation Management
22.2.1. Proactive systems approach
22.2.2. Discipline of innovation management
22.2.3. Impact of innovation
22.2.4. Future role of innovation
References
Index