BS 7000-1:2008

Foreword
0 Introduction
   0.1 General
   0.2 Survival of the fittest
   0.3 Innovation goes beyond technology
   0.4 Innovation is not for all
   0.5 Designing total experiences for products, services
        and processes
1 Scope
2 Normative references
3 Terms and definitions
4 Innovation, newness and an overview of the basics of
   innovation management
   4.1 Flow chart of the complete innovation management
   framework
   4.2 Planning beyond current horizons
   4.3 Co-ordinating short-term and long-term work
   4.4 Nature of innovation
   4.5 Reasons to innovate
   4.6 High productivity innovation
   4.7 Degrees of newness
   4.8 Sources of newness
   4.9 The value chain
   4.10 How change is introduced over time
   4.11 Innovation and change management
   4.12 Basis of effective innovation management
5 Managing innovation at the organization level
   5.1 General
   5.2 Assign responsibilities for innovation
   5.3 Stage 1 - Review current innovation practices to
        determine potential for improvement
   5.4 Stage 2 - Create future vision
   5.5 Stage 3 - Draw up mission statement relating to innovation
   5.6 Stage 4 - Distil innovation objectives and strategies
        from organization's overall objectives and strategies
   5.7 Stage 5 - Determine the innovation highway
   5.8 Stage 6 - Plan introduction of new approach to innovation
   5.9 Stage 7 - Communicate essence of innovation mission,
        objectives and strategies
   5.10 Stage 8 - Promote an innovation-nurturing culture
   5.11 Stage 9 - Reinforce infrastructure and expertise to
        manage innovation
   5.12 Stage 10 - Draw up master innovation programme
   5.13 Stage 11 - Implement programme and support new approach
        to innovation
   5.14 Stage 12 - Evaluate progress and contribution of master
        innovation programme
   5.15 Stage 13 - Build distinctive competencies and competitive
        advantage through innovation
   5.16 Stage 14 - Document, share, publicize and celebrate
        achievements through innovation
   5.17 Stage 15 - Enhance organization's reputation through
        innovation
   5.18 Stage 16 - Review and refine overall approach to
        innovation
6 Operating the innovation management framework: Further
   detail
   6.1 General
   6.2 Identification of innovation leaders
   6.3 Selection of core innovation team
   6.4 Making time for the longer-term future
   6.5 Job security
   6.6 Managing innovation projects with clear stages and
        gateway reviews
   6.7 Scope of review of current innovation practices
   6.8 Top-level review and brainstorming sessions on
        innovation/Opportunity scanning
   6.9 Forming innovative alliances
   6.10 Innovation team brainstorming sessions and project
        reviews
   6.11 Environmental dimension of innovation management
   6.12 Legal dimension of innovation management
   6.13 Resourcing the long term: Investment in innovation
   6.14 Fast-tracking
   6.15 Cannibalization
   6.16 Plan product withdrawals and replacements
   6.17 Evaluation of processes and infrastructure
   6.18 Agility to exploit opportunities quickly and flexibility
        to change course as necessary
7 Tools and techniques for managing innovation
   7.1 Recording and archiving ideas
   7.2 Backcasting
   7.3 Brainstorming
   7.4 Customer-product experience cycles
   7.5 Ethnographic research
   7.6 Inclusive design
   7.7 Intellectual property
   7.8 Knowledge management
   7.9 Rapid prototyping
   7.10 Risk assessment
   7.11 Scenario planning
   7.12 The internet, intranets, extranets and wikis
   7.13 User-centred design
   7.14 Visualization
Bibliography

Provides guidance on managing innovation, specifically the design and development of innovative and competitive products that satisfy customers' perceived needs and aspirations in the long-term future. It stretches the planning horizon to at least two generations after that currently under development.

This part of BS7000 gives guidance on managing innovation, specifically the design and development of innovative and competitive products that satisfy customers’ perceived needs and aspirations in the long-term future. It stretches the planning horizon to at least two generations after that currently under development.

NOTE1 In line with the convention adopted by British Standards, the term “product” also encompasses services, processes and business models.

Guidance covers the total experience and benefits of innovating, as well as the application of general principles and techniques to the management of innovation, from conception, creation, fabrication, delivery and sustenance in markets, right through to withdrawal, final disposal, recycling and the development of subsequent generations of offerings.

The standard applies to all types of organizations (not least small and medium-size enterprises that seek to grow) in manufacturing, process, service and construction industries as well as in the public and not-for-profit sectors.

The guidance in this standard covers all levels of staff and management. It dovetails with that in other design management guides: BS7000‑2, BS7000‑3, BS7000‑4 and BS7000‑6. Insights are provided into what can be attained at all levels of an organization.

This standard complements BSENISO9001. Innovation is critical to sustaining customer satisfaction over the longer term, and considerable skill is required to design quality into products, services and processes. All innovation, bar none, is designed. No innovation can be implemented or brought to market without going through at least one design phase. Detailed guidance is provided, relating to innovation management systems, which help to achieve the desired quality and customer satisfaction (see Clauses5 and 6). Notes throughout indicate clauses that facilitate fulfilling the requirements of this widely-adopted specification.

NOTE2 See Bibliography for other documents providing guidance on general management techniques.

NOTE3 Guidance on procedures needed to meet statutory requirements (such as health and safety, or product certification and liability) are not intended to be comprehensive.