ISO 56002 has been developed, based  on a set of principles. These principles may help an organization to understand how innovation can be a source of value.

1.1.1  Realization of value

1.1.1.1  Statement Value, financial or non-financial, is realized from the deployment, adoption, and impact of new or changed solutions for interested parties.

1.1.1.2  Rationale The purpose of innovation management is to realize value. Value is realized by the process of identifying, understanding, and satisfying needs of interested parties. Realizing value, both financial and non-financial, is vital to the sustainability of organizations. 1.1.2  Future-focused leaders

1.1.2.1  Statement 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.

1.1.2.2  Rationale Conscious efforts to challenge the status quo enable the organization to balance the current focus and short-term performance with attention to innovation opportunities in order to anticipate and create the future. Leaders across the organization inspire and engage employees and other interested parties to innovate.

1.1.3  Strategic direction

1.1.3.1         Statement The direction for innovation activities is based on aligned and shared objectives and a relevant ambition level, supported by the necessary people and other resources.

1.1.3.2         Rationale Commonly shared and understood innovation objectives and strategy, that are aligned with the overall objectives and strategic direction of the organization, provide the basis for allocating people and resources. The strategic direction is used for prioritizing innovation activities, as well as for setting the scope for monitoring and evaluating innovation performance and impact.

1.1.4  Culture

1.1.4.1         Statement Shared values, beliefs, and behaviours, supporting openness to change, risk taking, and collaboration, enable the coexistence of creativity and effective execution.

1.1.4.2         Rationale Traditional management practices focus on efficient execution. For innovation management, it is also necessary to develop values, beliefs, and behaviours supportive of the creation and execution of new ideas. To achieve innovation, the culture must enable the coexistence of the behaviours of creativity and execution.

1.1.5  Exploiting insights

1.1.5.1         Statement A diverse range of internal and external sources are used to systematically build insightful knowledge, to exploit stated and unstated needs.

1.1.5.2         Rationale The development of innovative solutions depends on the identification of stated and unstated needs. Identifying insights that can be exploited to realize value requires a systematic approach, drawing on diverse sources of knowledge. Effective insights go beyond the obvious and incorporate strategic foresight about future needs and conditions.

1.1.6  Managing uncertainty

1.1.6.1         Statement Uncertainties and risks are evaluated, leveraged, and then managed, by learning from systematic experimentation, and iterative processes, within a portfolio of opportunities.

1.1.6.2         Rationale Balancing the exploitation of opportunities and management of risks increases the potential for value realization. The application of a portfolio approach, combining experimentation and exploitation, generates confidence and builds resilience to manage uncertainties.

1.1.7  Adaptability

1.1.7.1         Statement Changes in the context of the organization are addressed by timely adaptation of structures, processes, competences, and value realization models to maximize innovation capabilities.

1.1.7.2         Rationale New ideas and solutions often require changes in structures, processes, competences and models and the capacity to respond accordingly. The ability to systematically anticipate, understand the need for change, and respond to changes is an essential innovation capability.

1.1.8  Systems approach

1.1.8.1         Statement Innovation management is based on a systems approach with interrelated and interacting elements, and regular performance evaluation and improvements of the system.

1.1.8.2         Rationale The innovation performance of an organization is dependent on processes that operate towards a common purpose. Measuring the interaction between elements develops the understanding of their interrelation. Managing these elements as a system, improves organizational learning, effectiveness, and efficiency.