This study originates in a recognised unsustainable cost escalation for complex defence equipment. In order to understand how such cost escalation for complex product systems (CoPS) can be avoided, this study comparatively explores four different industrial sectors–energy, transportation, healthcare and defence–with and without intergenerational increasing costs, represented by four international companies. The results, collected from studying the development of one of each company’s products, reveal some characteristic differences in market factors between those sectors and companies having problems with intergenerational escalating costs and customer affordability, as compared to other sectors and companies. It is suggested that dependent on market characteristics, it might be necessary to actively manage affordability when CoPS are developed. Efforts made by the companies to make products more affordable were identified, and several factors enabling and disabling the development of less costly products without compromising customer needs were explored. Further, the implications of affordability management in a CoPS setting are elaborated on.

This report presents the concept data model for the digital twin of metal, from specification of metal product to definition of scrap yard, and from scrap yard to final metal product. The report leads the reader from the basic needs of data-based foundry production management system through logic steps to the model where all key concepts for the data model is presented.

Most of the research institutes that during the last years merged to create RISE Research Institutes of Sweden had previously developed unique ways of delivering LCA competence, services and data to Swedish industry and public sector. Thereby RISE holds a unique position to establish itself as a leader in the LCA field, in practical application areas such as lifestyle and sustainability analyses, scenario simulation and modeling, service innovation, and policy recommendations at different system levels. To put this in effect, the competence groups of the former separate institutes need to establish synergetic collaboration and operational infrastructure of knowledge, internal standards, and data sharing, as well as concerted LCA offerings. Recognizing the general explosion of interest for environmental assessments, such as carbon footprints, from industry, public sector and consumers, RISE now focuses its capacity to manage different types and formats of life cycle data for internal use as well as for customer offerings. The goal is to increase availability of the life cycle competence connected to RISE’s technical breadth, to provide synergized competence in support of sustainable transition to industry and society. During 2020 the first step towards this goal resulted in an internal shared view of RISE’s LCA offerings and common fundamental and flexible data documentation principles for all different life cycle data within RISE’s different life cycle competence groups. This is an achievement, considering that formats for data presentations within RISE ranges from aggregated carbon footprint results of per kg of products to ILCD European Product Environmental Footprints. During 2021 the RISE effort is dedicated to formation of a solid platform for generic life cycle data sharing, through common internal data exchange formats and interfaces towards customers, as well as a long-term governance, maintenance and competence supply for the synergetic collaboration.

This report describes the results and the learnings of a project that had the aim to develop a protocol for measuring circularity for products. The project was centered around an assessment of the real-world example of a lubrication cleaning and recirculation system by SKF RecondOil. The process of assessment required that the team match circularity in principle (how circularity can be measured in theory) with circularity in practice (how circularity can be measured in a real system). In the process, the team identified different ways to measure circularity based on drafted circularity principles (from ongoing ISO work on circularity). In the end, these alternatives were to be practically verifiable and certifiable. Learnings are to be fed into ongoing work on developing international standards (ISO) for assessing circularity. In the progress of the work, a framework for understanding and measuring circularity for the system at hand was developed including: a heuristic (diagram) describing a system of interest and a list of chosen circular economy principles see Figure 3. It is thought that the heuristic and list of principles could be used to guide an entity in the process of first, creating their system model, and then, making sense of and applying principles.

This report is intended to guide the use of the Certified to LAST canvases. The concept of LAST establishes the fundamental content, trust and structure of an information system needed to verify the promises and claims about individual product’s circularity, durability, and sustainability. This refers to claims about the product’s durability lifetime, accessibility to affordable service and spare parts, resource efficiency, and other sustainability claims about the materials and resources. These claims are classified into four groups, Long lifetime, Accessible service and spare parts, Sustainable materials and life cycle, and Transparent information, abbreviated into L, A, S, and T, and integrated into a certified market competition platform called Certified to LAST.

Digitalization is key for an organization to achieve sustainability leadership, to be able to conform with sustainability objectives, support claims, and inform consumers and consecutive stakeholders. However, there is no impartial, credible, and universal market platform where market competition favors data exchange and traceability of products and materials. This paper addresses the question of how to utilize digital tools to meet the challenges at the interface between the producer and the consumer. The methodology of the study is action research, which includes various qualitative and quantitative research methods. The research results in the creation of an information system platform, which shows how to merge digital information with a product to provide credibility to consumers and support their purchasing decision based on the claimed lifetime of the product, the sustainability requirements met, how the consumer will find service and spare parts, as well as the design of a universal digital twin. This research contributes to the transparency and traceability aspects by showing how organizations can work and cooperate to create verifiable information and establish claims that support resource efficiency decisions, as well as demonstrating how a traceability system can facilitate the efficient use of materials and energy resources. © 2022 by the authors.

Solving many current societal challenges requires collaboration between numerous actors from different disciplines. However, there are several challenges in these interdisciplinary collaborations that have managerial implications, which this article aims to describe. The study is based on observations and fourteen interviews with actors from three innovation ecosystems (IES) that attack the challenges with the help of digitalization and enabling technology. Examples of identified challenges are difficulties for participating competitors to cooperate, that actors may feel threatened by the approaching result from the collaboration, that the actors may have different underlying motives for participating in the IES, and difficulties for actors to understand each other due to different domain knowledge.

This study provides insights into innovation management practice at a hospital and explores how having a personal certification as an innovation management professional can play a role. The study was conducted at a large university hospital in Sweden and interviews were made with certified innovation management professionals working at the hospitals’ Center for Innovation. Identified main drivers for entering the certification process were different aspects related to legitimacy but also related to enhance the knowledge from different aspects. At present, the urge for legitimization of innovation management appears even stronger in the healthcare context than identified in earlier studies. Since innovation management is an emerging area, a personal certification is not only legitimizing the individual, but also the area in itself. Identified effects from the personal certifications was a raised legitimacy but also an enhanced clarity of contribution of innovation management compared to e.g. research and improvement work.

This chapter provides an illustration of how the support for innovation workhas been developed at Karolinska University Hospital. Karolinska is a largeuniversity hospital in Sweden that provides highly specialised healthcaretogether with research and education. The chapter presents a ‘journey’ spanningthe period 2011–2020 whose overall goal was to support innovation efforts at thehospital. During that time, different initiatives to achieve the goal were launched.These included establishing expertise in forming and leading innovationpartnerships; developing a portfolio of educational programmes for clinicalstaff regarding innovation management; utilising the opportunity to certify thehospital’s innovation management professionals; engaging in the developmentof ISO standards for innovation management; and designing and implementinga hospital-wide innovation management system. This journey is then reflectedupon, and the specific issues of adapting innovation management to a healthcarecontext and developing innovation management support in a hospital setting arediscussed. This all serves as input for how to address innovation management aswell as for future models of healthcare delivery.

To address grand societal challenges, united actions from multiple actors are required. Innovation management in mission-oriented, collaborative contexts is however a particularly tall order. In parallel, ISO standards for innovation management have become available. This paper has studied nine collaborative innovation initiatives (diverse domains/levels) to capture their experiences and challenges. These were analysed regarding the relevance of applying standard-based frameworks for innovation management in such settings. It is concluded that a standard-based framework for innovation management can be applied as a support for both planning and execution, making a relevant starting point to ensure crucial aspects are not overlooked. Thereto, this paper also presents a tentative methodology aiming to contribute to the planning and execution of such collaborative innovation initiatives. The methodology contains (1) a preparatory step of mapping the initiative, and (2) a second step utilising a set of guiding aspects in the form of questions and claims.

ISO56002 ‒ a global standard for innovation management systems was published 2019 and empirical validation of using the standard is so far limited. This study investigates design and introduction of innovation management systems based on ISO56002 and explores the impact this brings to the studied organizations. 

Two organizations, a UK-based consultancy firm in engineering, and a Japan-based information and technology company, both explicitly utilizing ISO 56002 and considered as leading examples were studied. A qualitative approach was chosen, mainly based on interviews in order to open for elaborations on the emerging phenomenon of innovation management systems based on a standard. 

The study shows that the ISO56002 brought value to both organizations, despite them being in different sectors. The standard does not provide detail solutions, instead it is used as support to actively apply a systems approach to innovation covering strategic, structural, and cultural issues all together. Specifically, management functions are supported to address strategy and culture, including design structures for fencing space for exploration, risk-taking and experimentation. Critical features to enable this, such as appointing a core team with a long-term ambition, are identified and discussed. 

A professionalization within the area of innovation management is taking place, and this paper presents a study on the phenomenon of personal certification as an innovation management professional. The study has investigated motivations for taking a personal certification as an innovation management professional, and impacts from it, addressing certified individuals, their organizations, and potential contributions to professionalization. The study was conducted in Sweden related to the personal certification of innovation management professionals launched in 2017by the Swedish Association for Innovation Management Professionals (Innovationsledarna) and RISE Research Institutes of Sweden as a third-partycertification body. Identified motivational factors covered desired knowledge enhancement, measuring of competence level, a strive for legitimacy, and curiosity. Impact from taking the certifications were for example increased knowledge, enhanced professional communication about innovation management, boosted selfconfidence, expanded network, and more opportunities to influence. The current situation was also analyzed from a professionalization perspective as well as discussed in terms of innovation maturity and innovation diffusion.

This paper addresses how personal certification in innovation management can contribute to the ongoingprofessionalisation within the innovation management discipline. The empirical study focused a projectin Sweden initiated to develop qualification, specifically personal certification, of innovation managementprofessionals. The project resulted in a certification process and a first batch of certified innovationmanagement professionals. The study aimed to capture the individuals’ reasons for, as well as results andeffects from, choosing to acquire a voluntary personal certification within innovation management. A widerange of reasons for taking the certifications was reported such as willingness to learn more, willingness toformalise innovation management competence, a wish to clarify roles, but also to promote the discipline itself.Certification was apprehended as a trustworthy format to achieve this. Identified effects were establishmentof a common language, increased visibility of individuals, and innovation management professionals to feelmore confident in their jobs.

This chapter presents results from initial studies on personal certifications of innovation management professionals, drawing from a Swedish context. The results capture motivations for, as well as effects from, the certification process. They are discussed from the perspective of how this is relevant for developing and enhancing innovation leadership competencies. Increased knowledge, enhanced professional communication, and strengthened self-confidence related to innovation management were identified as outcomes for individuals pursuing the certifications. Further, this laid the ground for increased visibility, expanded network, and thus more opportunities to influence innovation work. An overarching theme appearing in the study is how a certification can contribute to strengthening the legitimacy of working with innovation management, and thus serve as an enabler for innovation management practice and subsequently innovation leadership. Effects from the certification that may be beneficial for successful innovation leadership include the opportunity for practitioners to articulate their own experiences and competencies, in addition to improving the impact of their efforts utilising innovation terminology. For organisations, knowledge of personal certification can be used both for recruitment and for development of existing personnel and their innovation leadership. Through a longer perspective, it can also contribute to decreasing the dependence on a few specific individuals and instead strengthen the long-term organisational innovation capabilities.

En vägledande ISO-standard för innovationsledningssystem (ISO 56002) publicerades 2019. Den ger möjlighet att följa hur ett sådant ramverk kan stödja organisationer som vill stärka sin innovationsförmåga med hjälp av en systemansats. Den här artikeln delar insikter från fallstudier bland annat på organisationer som uttalat har använt ISO-standarden för att implementera ett innovationsledningssystem.

Within the area of innovation management, an increase of new job roles, and development of standards and certifications, signals an ongoing professionalization. This paper shares findings from studying the emerging phenomenon of personal certification as innovation management professionals (IMP). The study aimed to investigate motivational factors related to entering (or not entering) a process of IMP certification, as well as perceived impact and effects on innovation management quality and practice from such certification. The study was conducted through interviews, including a comparative element interviewing both certified IMPs and non-certified IMPs. Both intrinsic and extrinsic motivational factors for IMP certification were identified, but also amotivation related to not favouring standardization. Several examples of effects from IMP certification were reported, where the most significant was revolving around the IMP being more self-confident, based on both external validation and knowledge enhancement. 

This paper examines an organization’s adoption of an ISO innovation managementstandard to systematize and lead its innovation efforts. We focus on how the ISO standard has acted as a legitimating factor for innovation activities in the organization.Theoretically, we clarify how legitimacy can be understood, and used to explain innovation management activities. Managerial implications include a suggestion to utilizethe ISO name and its approaches to innovation management.

“If not now, when?” The UN’s sustainable development goals (SDGs) are gaining increasing attention, and there is wide acknowledge-ment that the challenges ahead, as well as the solutions needed, are often complex. In contrast, the historical strength of Quality Management (QM) lies in situations when the cause–effect relations can be analysed and understood, when technical expertise can provide the answer, where the application of “best practice” is helpful, and where order is a virtue. When dealing with complexity, leaders who tend to impose this kind of command-and-control style will often fail. Success, rather than this, comes from setting the stage, stepping back a bit, allowing patterns to emerge, curiously tracking what takes place, spreading what was learned, and scaling up success. Such aleadership and practice has been referred to as the fourth and called for “Emergence Paradigm” of QM. The purpose of this paper is to contribute with knowledge about how the Emergence Paradigm of QM comes into play when getting organisations and the world to take action on the 2030 Agenda. This paper is conceptual but includes experiences from dialogic action research in an emergent process of 60 Swedish authorities getting into collective action on the 2030 Agenda. As a result, the paper highlights how QM may contribute to realising the 2030 Agenda by dynamically combining the strengths of the past QM paradigms with new practices and mindsets related to complexity and emergence. It also provides new insights that may help when applying QM to take the bold and transformative steps urgently needed to shift the world onto a sustainable and resilient path.

This study aims to conduct a functional analysis of the technological innovation system with the inclusion of sectoral and spatial perspectives. This involves the impact analysis of a variety of sectors’ integration into the biogas value chain and a more explicit review of spatial and institutional contexts of the transition process. By applying mixed methods research, this approach is illustrated by examining the development of the biogas industry in Russia. As a result, the adjusted framework enables us to understand how technological innovation develops, diffuses, and uses in specific segments and places. Such an advanced insight of the analyzed case also helps to give accurate recommendations for policymakers, researchers, and practitioners, who seek to initiate or expand the diffusion of biogas technologies in Russia. © 2022 The Author

The significance of systems perspectives in addressing complex problems has been emphasized in literature. However, application of such perspectives in the field of innovation management has been relatively limited but is increasingly gaining attention. This study contributes to the advancement of knowledge in this field by presenting a novel approach for studying and measuring systemic aspects of innovation management approaches by introducing the concept of systemicity in an innovation management context. Systemicity encompasses how systemic a system is, thereby addressing important aspects that have not been taken into consideration previously. The empirical data, collected in semi-structured interviews with two established companies, were analyzed using a tentative framework developed in this study. The study suggests that the three system dimensions comprehensiveness, coherence and correspondence are suitable for capturing systemicity and can support in identifying strengths and areas for improvement, providing a more holistic perspective on the system's potential for fostering innovation. Further research is needed to explore practical implementation of the framework for researchers and practitioners, and to determine suitable levels of systemicity as this was not examined.

This paper addresses the innovation strategy formulation in publicsector organizations. Specifically, it focuses on the innovation strategyformulation process, document output and the support ISO56000 innovationmanagement standards provide for such a formulation process. Therefore, thispaper presents a case study in a Swedish municipality formulating an innovationstrategy. As a result, the paper describes the two main innovation strategyformulation phases: the experimental pre-phase and the emergent strategy phasewith its sub-phases and the contributing actor-stakeholders. Furthermore, itreveals the areas where the innovation management standards supported theinnovation strategy formulation process and its output. Moreover, the paperillustrates the challenges the political-administrative nature of organizing in thepublic sector causes for innovation work. The paper contributes to the literatureon strategic management, especially public sector innovation managementliterature regarding innovation strategy planning and innovation managementstandard use in a municipal context. 

Foreword: Product certification involves confirmation by an independent third party that a product fulfils requirements set out in standards or some other form of specification. Certification by RISE is performed by RISE Certification. Certification of products by RISE is performed in accordance with SS-EN ISO/IEC 17065.

This document sets out the rules for certification, product requirements and requirements in respect of ongoing surveillance of fire suppression systems intended for use in engine compartments of buses, coaches and other heavy vehicles.

The requirements concerning surveillance as set out in sections 4 and 5, have been drawn up by RISE. The technical requirements as set out in section 3 is described in test method SP Method 4912 with reference to actual standards where applicable.. The products are divided into different fire technical classes as specified in SP Method 4912. Certification, as described in section 2, is performed by RISE Certification.

Continuous inspection involves inspection by the manufacturer and surveillance inspection by RISE. Surveillance inspection is carried out through visits to the manufacturer, and involves assessment of the manufacturer's FPC including system for risk assessment of engine compartment with following design and installation of suppression systems. In addition, samples of the finished products may be taken for testing in order to verify that the manufacturer's FPC is operating as intended.

The certification rules are based on current standards, but may be revised in future, e.g. to harmonise them with European or international standards. Revision may also be necessary if new regulations are introduced or if a need for such revision is shown by the results of experience of application of the rules.

This version of the rules replaces the previous version dated September 2017.

Disclaimer: It is up to the fire suppression system provider in collaboration with the vehicle/ mobile machine supplier or owner to carry out a full risk assessment for and of each application. RISE takes no responsibility for how a certified system performs in a real engine compartment fire.

The ISO Innovation Management System (IMS) Standard (ISO 56002) provides a much needed and well-timed input to the innovation management discipline. While research efforts within the domain of innovation management have vastly increased over the past decades, research has primarily been conducted through specific contributions to distinct areas of innovation management (e.g., top management, culture, processes), lacking a more holistic perspective. Practitioners know that managing innovation is challenging. Bringing in a globally recognised standard that offers a holistic perspective will be key in professionalising the innovation management discipline, much like quality management and project management standards have done in the past. This book focuses on the ISO Innovation Management System Standard and the links with ISPIM's Body of Knowledge (BoK) special interest group, the ISO innovation management community, and the International Collaboration Platform for Innovation Management System (ICP4IMS). It covers four topics as follows: • Introduction to a systems approach for innovation management and the ISO Innovation Management System Standard (ISO 56002), including historical context, descriptions of terms, typology, and the clauses in the Standard. • Elaboration of the innovation management fundamentals and principles (ISO 56000). • Features 16 case studies of diverse organisations from around the globe, including those that have implemented a management system before the Standard was released and those following it now, completely or partially. • Lessons learned and implications, including insights for how to take innovation management to its next level to address opportunities and challenges in organisations and societies.