9.1.1.1 The organization should determine (P):
a) what needs (4.2) to be monitored and measured, including which innovation performance (9) indicators are to be used;
b) the tools and methods (7.6) for monitoring, measurement, analysis (9.1.2), and evaluation (9.1.2), needed (4.2) to ensure valid results;
c) when (7.1.3) the monitoring and measuring should be performed (C);
d) when (7.1.3) the results from monitoring and measurement should be analysed (A) (9.1.2) and evaluated (C) (9.1.2);
e) who (7.1.2) will be responsible (5.3).
9.1.1.2 The set of innovation performance (9) indicators, quantitative or qualitative, can include a balance of:
a) input-related indicators, e.g. number of ideas (8.3.3), number of innovation initiatives (8.2), value (7.1.5) creation potential (6.1) of ideas (8.3.3), new sources of knowledge (7.1.4), new insights (8.3.3), resources (7.1), and competence (7.2);
b) throughput-related indicators, e.g. speed (7.1.3) of experimentation, learning (7.1.4) and development, number or ratio of employees (7.1.2), managers (5.3; 6.3) or users (4.2) involved (7.3) or trained (7.2), effectiveness (9) of collaboration (4.2; 7.6) and relationships (7.4; 7.6), new tools and methods (7.6) adopted, time (7.1.3) to profit (7.1.5), time (7.1.3) to market (4.1), engagement (7.3) level, and brand awareness (7.3);
c) output-related indicators, e.g. number or ratio of ideas (8.3.3) implemented, return on innovation investment (7.1.5), revenue (7.1.5) and profit (7.1.5) growth (10), market (4.1) share, ease of use, speed (7.1.3) of adoption by users (4.2), user (4.2) satisfaction, rate of innovation diffusion, organizational renewal and transformation (6.3), social and sustainability (4.1) benefits, cost savings (7.1.5), rate of learning (7.1.4), intellectual property (7.8), new users (4.2), and image.
Innovation performance (9) indicators can be applied at system (4.4), portfolio (6.4), or initiative (8.2) level and can be evaluated (9.1.2) and improved (10), as appropriate. They can focus either on the evaluation (9.1.2) of the elements of the innovation management system (4.4), their interactions (7.4), as well as on the results (9).
The organization can use comparisons with other organizations when monitoring and evaluating (9.1.2) performance (9).
9.1.2.1 The organization should analyse (A) and evaluate (C) the innovation performance (9) and the effectiveness (9) and efficiency (9) of the innovation management system (4.4).
The analysis and evaluation should consider (P):
a) the realization and redistribution of value (7.1.5), in relation to the innovation strategy (5.1.4) and objectives (6.2), and as a result of innovation activities (8);
b) the elements of the innovation management system (4.4) and their interactions, including portfolios (6.4), support (7), initiatives (8.2), and processes (8.3).
The frequency of analysis and evaluation, as well as the tools and methods (7.6) used, can depend on the context of the organization (4.1), as well as on its ambition to further improve (10) innovation performance (9).
9.1.2.2 The results of the analysis can be used to evaluate:
a) the level of understanding (7.3) of the context (4.1);
b) the degree of leadership commitment (5.1);
c) the effectiveness (9) of actions taken to address opportunities and risks (6.1);
d) the effectiveness (9) of the innovation strategy (5.1.4);
e) the effectiveness (9) and efficiency (9) of innovation support (7) and processes (8.3);
f) knowledge (7.1.4) sharing (7.4) and learnings (7.1.4) from both successes (9) and failures (10.2);
g) the need (4.2) for improvements (10) of the innovation management system (4.4).
The organization should retain (A) appropriate documented information (7.5) as evidence (7.5) of the results (9).
9.2.1 The organization should conduct (C) internal audits at planned (6) intervals (7.1.3) to provide (7.4) information (7.5) on whether the innovation management system (4.4):
a) conforms to:
1) the organization’s own requirements (7.5) for its innovation management system (4.4);
2) other applicable requirements (7.5);
b) is effectively (9) implemented and maintained.
9.2.2 The organization should:
a) plan (P) (6), establish (P), implement (P), and maintain (A) an audit program (7.5) including the frequency (7.1.3), methods (7.6), responsibilities (5.3), planning (6) requirements (7.5), and reporting (7.4; 7.5), which should take into consideration (P) the importance of the processes (4.4; 8) concerned and the results (7.5; 9) of previous audits;
b) define (P) the audit objectives (6.2), criteria (7.5), and scope (4.3) for each audit;
c) select (C) auditors (7.1.2; 7.2) and conduct audits (C) to ensure objectivity and the impartiality of the audit process (4.4);
d) ensure that the results (7.5) of the audits are reported (A) (7.4; 7.5) to relevant management (5.3; 6.3; 9.3);
e) take appropriate correction (A) and corrective actions (A) (10.2) without undue delay (7.1.3; 10.2);
f) undertake follow-up activities (A), including the verification (C) of the actions taken and reporting (A) of the verification results (7.5);
g) retain (A) documented information (7.5) as evidence (7.5) of the implementation of the audit program (7.5) and the audit results (7.5; 9), as well as of the follow-up activities.
Top management should review (C) the organization's innovation management system (4.4), at planned (6) intervals (7.1.3), to ensure its continuing (10.3) suitability (4.1), adequacy (4.1), effectiveness (9), and efficiency (9).
The management review can take place over a period of time (7.1.3) and can partially, or fully (4.3), cover all elements of the innovation management system (4.4). The depth (4.3) and frequency (7.1.3) of such reviews can vary with the circumstances (4.1) of the organization.
The management review should include consideration (P) of:
a) the status of actions from previous management reviews (9.3.3);
b) changes in external (4.1.2) and internal (4.1.3) issues that are relevant to the innovation management system (4.4);
c) information (7.5) on the performance (9) of the innovation management system (4.4), including trends (9.1.2) in:
1) realization and redistribution of value (7.1.5);
2) the extent to which innovation objectives (6.2) have been achieved;
3) the performance (9) of innovation portfolios (6.4), initiatives (8.2), and processes (8.3);
4) knowledge (7.1.4) sharing (7.4) and learning (7.1.4) from both successes (9) and failures (10.2);
5) deviations, nonconformities, and corrective actions (10.2);
6) monitoring, measurement, analysis, and evaluation (9.1) results (7.5);
7) audit (9.2) results (7.5);
d) the consistency of the innovation vision (5.1.3), strategy (5.1.4), and policy (5.2) with the strategic direction (5.2) of the organization;
e) the adequacy of support (7), including resources (7.1) and competencies (7.2);
f) the adequacy of innovation performance (9) indicators;
g) the effectiveness (9) of actions taken to address opportunities and risks (6.1);
h) opportunities (6.1) for continual improvement (10.3).
The outputs of the management review should include decisions, actions, and follow-up (A) related to:
a) opportunities (6.1) for improvement (10);
b) any need (4.2) for changes to the innovation management system (4.4), considering the organization’s readiness for change.
The organization should retain (A) documented information (7.5) as evidence of the results (7.5) of management reviews.