This piece summarises the five zones side by side, shows how ISO 56001 can act as a compass rather than a destination, and explains why the real risk isn’t being in a “low” zone – it’s aiming at the wrong one or bolting on programmes that don’t fit your capacity or risk appetite.

In this Insight you’ll discover:

• A clear, one‑page view of the five zones: from ad‑hoc innovation by accident through to innovation as a living system, with typical ambitions and the role of standards at each step.
• Why “good enough” structure, language and governance often beats chasing certification too early, and why different parts of the same organisation may sensibly sit in different zones.
• Two simple ways to move forward with Celsio: starting with the free ISO‑aligned Pulse Check, or booking a focused “Good Enough Innovation” conversation to clarify your target zone and next steps.

If you’d like help turning this model into concrete decisions for your organisation, you can start with the free Celsio Innovation Pulse Check or get in touch to arrange a short conversation.

In parallel, ISO 56011, a standard initiated by Celsio's Charlie Tuxworth, who is ISO's global project lead, has progressed through the ISO process and is now a Draft International Standard (DIS) due for release early 2027.

This Insight introduces a commentary paper exploring how the two can work together: Innovation Caucus as a rich, task‑linked skills vocabulary, and ISO 56011 as a standards‑based competence architecture and proficiency structure that can be used to operationalise and extend that skills language in organisations and systems.

The paper discusses:

• Points of convergence between ISO 56011 and Innovation Caucus including a shared view of innovation as system‑wide, multi‑dimensional capability and attention to both innovation execution and the management system that supports it.
• How ISO 56011 can be used to operationalise the Innovation Caucus framework by introducing a standards‑based competence architecture, proficiency levels and explicit links to innovation management systems.
• Implications for research, policy and practice, including how national skills bodies and organisations might reference Innovation Caucus for skills language while using ISO 56011 to structure roles, pathways, assessments and innovation management system expectations.

In short, the commentary argues that ISO 56011 and the Innovation Caucus framework are best read as complementary rather than competing contributions to innovation capability development, and that using them together might offer a coherent route from broad “innovation skills” rhetoric to a coherent, standards‑aligned innovation competence system.

If you’re working with the Innovation Caucus framework, or considering how ISO 56011 could support your innovation capability work, you can download the full paper below or get in touch to explore how this combined approach might apply in your context.

This Insight explains what Zone 5 looks like in practice (meta‑experiments on the innovation system, ecosystem plays, deep learning culture), why only some organisations truly need it, and how to decide where Level 5 capability is warranted versus where a strong Level 4 is “good enough”.

In this Insight you’ll discover:

• When Zone 5 is a pragmatic choice for firms competing on speed of learning and adaptation, facing frequent disruption from new technologies, business models and entrants.
• Typical Zone 5 symptoms: innovation treated as a product in its own right, extended portfolios that include ventures and ecosystem bets, and deliberate experimentation with governance, funding and collaboration architectures.
• What healthy Zone 5 looks like: a dynamic, self‑improving innovation system, explicit meta‑experiments on the IMS, ecosystem orchestration, and annual retrospectives on the system itself, not just on individual projects.

If you’d like an ISO‑aligned view of which zone you’re really innovating in, and whether you genuinely need Level 5 everywhere or only in selected domains, you can also try the free Celsio Innovation Pulse Check.

This Insight explains what Zone 4 looks like in real life (dashboards, portfolio reviews, internal audits), why that can be a sensible “good enough” target for boards and investors who want evidence, and how a measured, ISO‑aligned system can bring innovation under control without drowning teams in bureaucracy.

In this Insight you’ll discover:

• When Zone 4 is a pragmatic choice for organisations where leadership regularly asks, “What are we getting for this innovation spend?”
• Typical Zone 4 symptoms: KPIs and dashboards in place, portfolio reviews happening, but ongoing questions about data quality, portfolio balance and how much control is enough.
• What healthy Zone 4 looks like: a concise KPI set, regular executive‑level reviews, structured portfolio decisions, internal audits and management reviews that keep the innovation system under control and continuously improving.

If you’d like a quick, ISO‑aligned view of which zone you’re innovating in, and whether Zone 4 is the right “good enough” target for your context, you can also try the free Celsio Innovation Pulse Check.

This Insight explains what Zone 3 looks like in real life (common lifecycle, clearer decision points, portfolio views), why that can be a “good enough” target for many mid‑sized and larger organisations, and how codifying and integrating innovation can close the gap between bold strategy and patchy delivery – all without yet building the full analytics and optimisation layers of Zones 4 and 5.

In this Insight you’ll discover:

• When Zone 3 is a pragmatic choice for organisations that want steady, strategic innovation as an organisation‑wide capability.
• Typical Zone 3 symptoms: frameworks that exist on paper but are unevenly used, recurring debates about “how much standardisation is enough”, and data that supports innovation decisions but does not yet fully steer portfolios.
• What healthy Zone 3 looks like: a clear innovation framework or playbook, a portfolio view across units, shared tools and competencies, and ISO 56001 used as a complete blueprint rather than just a checklist.

If you’d like a quick, ISO‑aligned view of which zone you’re innovating in, and what “good enough” looks like for your context, you can also try the free Celsio Innovation Pulse Check.

This Insight explains what Zone 2 looks like in real life (local pilots, patchy processes, unclear ownership), why that isn’t necessarily a problem, and how a light, shared pipeline can turn scattered efforts into a more consistent flow of small improvements without building a heavy innovation bureaucracy or chasing certification.

In this Insight you’ll discover:

• When Zone 2 is a pragmatic choice for your current ambition, complexity, and risk appetite.
• Typical Zone 2 symptoms: islands of good practice, ideas dying between enthusiasm and execution, and confusion about “how we do innovation here”.
• What healthy Zone 2 looks like: a simple idea‑to‑implementation path, light‑touch roles, and a few basic metrics that show innovation is contributing without over‑engineering the system.

If you’d like a quick, ISO‑aligned view of which zone you’re innovating in, and what “good enough” looks like for your context, you can also try the free Celsio Innovation Pulse Check.

This Insight explains what Zone 1 looks like in real life (random ideas, local heroes, no shared language), why that isn’t a failure state, and how a few low‑friction practices can stop good ideas being lost without launching a full innovation programme or chasing certification.

In this Insight you’ll discover:

• When Zone 1 is a sensible choice for your current ambition and risk appetite.
• Typical Zone 1 symptoms: random improvements, over‑reliance on heroes, and a fuzzy definition of “innovation”.
• What healthy Zone 1 looks like: simple definitions, low‑friction idea capture, and short stories instead of dashboards.

If you’d like a quick, ISO‑aligned view of which zone you’re innovating in, and what “good enough” looks like for your context, you can also try the free Celsio Innovation Pulse Check.

I say this as a contributor to the ISO 56000 series of standards, advisor to the ISO technical committee chair, and convenor and project lead for the new ISO 56011 Competency Framework for Innovation Management. I've spent years helping define the 'gold standard' for innovation, but I still believe many organisations don't need full certification to get most of the benefit.

So rather than jumping straight to a certification project, I'd encourage you to pause and ask a different question: what level of innovation maturity is actually 'good enough' for us right now?

This article introduces a 5-zone innovation maturity model, shows how ISO 56001 can act as a practical compass in each zone, and helps you answer that question for your organisation.

Download the full report as a PDF below.

Technological disruption, shifting customer expectations, new competitive entrants, and global economic pressures are converging in ways that make the status quo an increasingly dangerous place to sit. The question for most business leaders is not whether to innovate, but how to do it in a way that is sustainable, aligned, and genuinely impactful.

For those organisations that have embraced an innovative mindset, the picture is very different. Innovation becomes an enabler for growth, a source of resilience, and a way to stay ahead of the curve - not by predicting the future, but by building the capability to respond to it.

The starting point is always clarity. Clarity about where you are now, where you want to be, and what stands between the two. From there, the work is methodical: building the skills, setting the strategy, and delivering the results that prove the value of innovation - not as an abstract aspiration, but as a measurable business outcome.

The organisations that thrive in the years ahead will be those that have chosen to move - deliberately, strategically, and with the right support.

Invention is the creation of something entirely new. Innovation, by contrast, is the application of ideas to create value. You can innovate by combining existing concepts in a new way, by improving a process, by entering a new market, or by changing your business model entirely. None of these require inventing something from scratch.

The consequences of this confusion are significant. Businesses that equate innovation with invention set an impossibly high bar, leaving their teams feeling that meaningful change is beyond them. It silences the quiet, incremental improvements that, in aggregate, drive enormous competitive advantage.

Breaking this link requires a deliberate shift in how organisations talk about and reward innovation. It means celebrating the person who streamlined a process as much as the person who launched a new product. It means recognising that innovation is everyone's responsibility - not just the R&D department.

Organisations that make this shift find that their capacity for change increases dramatically. When people realise they don't need to be inventors to be innovators, the entire culture begins to move.

Access the report here.

The study, 'Innovation Skills: International Developments and Northern Ireland Economic Priorities' forms part of an ambitious international competency framework project being led from Northern Ireland and directly aligns to Northern Ireland's aspirations of becoming a leader in innovation-driven economic growth.

The findings are drawn from extensive academic research, global best practices, and consultations with industry leaders from key sectors, including global enterprises, consultancies, business services, and the voluntary sector.

Charlie Tuxworth, CEO at Celsio said: 'The report identifies critical gaps and offers clear, actionable solutions for Northern Ireland. Our local skills ecosystem is fragmented, without a unified approach to addressing innovation challenges. The report shows a shortfall in leadership competencies, particularly in areas such as systems thinking, adaptability, and cross-functional collaboration.

'The report also highlights the need for sector-specific innovation strategies to better support Northern Ireland's priority industries, such as advanced manufacturing, agritech and life sciences. The report provides clear recommendations for bridging these gaps, including targeted upskilling initiatives, the creation of sector-specific innovation strategies, and better alignment of educational programmes with industry needs.'

Dr Shirley Davey, Lecturer in Innovation & Management Development, Ulster University, said: 'Leadership in innovation isn't just about having great ideas; it's about empowering people to think differently and equipping them with the tools to succeed. This framework is a transformative breakthrough for Northern Ireland, offering a practical and structured way to build innovation capabilities which organisations of all sizes very much need, today and in the future.

'The framework emphasises collaboration between businesses, government bodies, and academic institutions, calling for a unified, transdisciplinary effort to address the skills gap. It also aligns Northern Ireland's priorities with global innovation standards, giving organisations the tools to effectively manage and implement innovation strategies.'

The report connects directly to Northern Ireland's strategic goals for improving productivity, regional balance, and sustainability. Charlie further commented: 'Innovation is at the heart of solving the challenges Northern Ireland faces, whether that's creating good jobs, addressing regional disparities, or achieving net-zero targets. Northern Ireland government is serious about achieving its ambitions for economic growth and sustainability, and this report outlines exactly where to focus efforts.'

The framework's application will extend beyond this report, as organisations begin integrating it into their operations through targeted workshops and practical initiatives.

Professor Michael Brennan, Professor of Strategic Management at Ulster University highlighted the importance of academic-industry collaboration in addressing these challenges: 'This report reflects a unique partnership between academia and industry. It not only identifies the gaps but provides a roadmap for how Northern Ireland can turn these challenges into opportunities. By aligning with global benchmarks like ISO 56001, we can ensure Northern Ireland is at the forefront of innovation.'

Ulster University's involvement ensures that the findings are rooted in robust academic research, while also being highly applicable to real-world industry challenges.

Charlie said: 'One of the framework's core principles is inclusivity, ensuring that innovation is accessible to all sectors and demographics. Workshops facilitated by Celsio have incorporated insights from leaders across a range of industries, providing diverse perspectives and practical solutions for organisations of all sizes.

'The report also emphasises the role of education in driving long-term change. By embedding innovation-focused modules into higher education and training programmes, Northern Ireland can ensure the next generation of leaders is equipped to meet future challenges.'

Adrian Johnston, Belfast Innovation Commissioner said: 'It is great to see this important report on Innovation Skills in Northern Ireland, with many opportunities emerging nationally and internationally, we are looking forward to working with Celsio and partners in Ulster University to maximise inclusive innovation competencies and growth.'

The Innovation Competency Framework report provides a critical resource for policymakers, business leaders, and educators alike. Its recommendations offer actionable solutions to ensure that Northern Ireland remains competitive on the global stage.

The full report is now available for download at https://www.economy-ni.gov.uk/publications/innovation-skills-international-developments-and-northern-ireland-economic-priorities.

CT: For me, innovation in business today is all about rethinking how we approach challenges and opportunities and coming up with new ways of working; new ways that often involve leveraging some of the amazing technologies available to us. It's not just about creating new products or services, but instead focusses on transforming how we operate, communicate, and deliver value to customers. These changes can range from exploiting tools like AI and data analytics to enhance decision-making, to adopting sustainable practices that not only benefit the environment but also drive economic growth. It's not just about technology. It's also about pushing boundaries in how we think, collaborate, and execute ideas that challenge the status quo. In a fast-paced business, innovation is about moving quickly and adapting to changing needs through novel solutions.

Do you think a company can expand or sustain its market position without engaging in innovation?

JW: In short, I believe not. Innovation plays a crucial role in adapting and staying competitive in today's ever changing market conditions. As Charlie rightly pointed out, it extends beyond mere product development; contemporary innovation encompasses refining processes and enhancing services. It should not be just a one-time occurrence but an ongoing journey. A company that fails to innovate may find itself struggling to differentiate, respond to industry shifts or capture new market opportunities. In my experience, businesses that foster a culture of continuous improvement and are leveraging R&D tax credits to support their innovation projects, greatly increase their chances of achieving long-term growth.

Can you give an example of how technology is shaping business innovation at Celsio?

CT: Absolutely. At Celsio, we've integrated process automation into our operations. We're an SME, so leveraging software and automation tools allow us to operate at a scale we simply could not do manually. Our project delivery approach accelerates projects, reduces costs for us and the companies we provide services to, and allows our customers to engage with us when it works for them. By leveraging this technology, we've been able to not only improve our efficiency but also find the space and time to anticipate and meet customer needs more effectively, staying ahead in a competitive market. Even when approached from a technology point of view, innovation starts with mindset. We encourage and enable teams to be curious, to question the norm, and to not fear failure. We want companies to invest in developing their own understanding and competency in innovation as that fosters creative thinking and delivers real impact. We look for innovation to become part of the organisational DNA – how they operate on a daily basis.

How is innovative technology shaping the broader market landscape?

JW: The technology and communications sector leads in the number of R&D tax credit claims. While it's our second-largest market segment, various other industries are directing their investment towards technology enhancements. This trend of digital transformation has brought technology into new areas of business that fundamentally alter the way businesses operate and compete. It is increasing efficiencies, connectivity, and providing novel approaches to addressing consumer needs, preferences and experiences. The pandemic and the economic challenges it created has undeniably accelerated digital transformation. We are also seeing automation playing a prominent role in the market, being intertwined in manufacturing lines, robotics, back office processes and projects involving SMART or IoT devices. Additionally, there is a significant focus on security enhancements, particularly within the FinTech (Financial Technology) sector. Digital transformation and the introduction of AI are becoming increasingly prevalent.

What are the biggest challenges businesses face in innovation?

CT: The biggest challenge is often 'the way things have always been done around here'. Moving the company away from a deeply embedded traditional, often risk-averse mindset to one that embraces experimentation, innovation, and failure as part of business as usual. Additionally, staying abreast of rapidly changing technologies and integrating them into existing systems can be daunting for many businesses. It's human nature to resist change and to defer to the status quo, so encouraging your team internally to embrace new ideas can be difficult. There are simple, obvious ways to overcome this resistance, but these only tend to be obvious when they're pointed out and we have the benefit of hindsight.

How can the R&D tax credit incentive aid and encourage innovation?

JW: Over the past two decades, R&D tax credits have served as a cornerstone in supporting UK innovation. The incentive empowers businesses to mitigate some of the key expenses associated with R&D projects, including staff salaries, subcontractors, consumable waste and software. Encompassing both successful and unsuccessful innovations, the program effectively reduces risks and increases financial flexibility for innovating businesses. R&D tax credits play an active part in helping both established and early-stage companies push both their technological and business growth further.

When a company innovates, it brings change. Real, profound change that can be in equal parts exciting, frightening, and disruptive. New ideas challenge existing power structures, established processes, and comfortable routines. They demand resources, attention, and patience - often over a longer horizon than leadership teams are used to.

Many organisations invest heavily in the front end of innovation - the ideas - and far too little in the organisational readiness required to see those ideas through. The result is a graveyard of promising concepts that never made it past the whiteboard.

Building this readiness requires deliberate effort. It means creating clear pathways from idea to implementation. It means giving teams the authority and the budget to experiment. It means being honest about risk appetite and ensuring that failure - when it happens - is treated as learning rather than liability.

The businesses that thrive are not necessarily those with the best ideas. They are the ones that have built the capability, the culture, and the courage to turn good ideas into real results.

Working with International Standards Organisation (ISO) and National Standards Authority of Ireland (NSAI), Charlie has laid the foundations for a new international framework for innovation competency, which would fall within the ISO suite of standards for innovation management.

As an international innovation expert with a strong interest in aligning innovation skills with the needs of industry, Charlie was asked by ISO to lead the research and design of a new framework in partnership with global experts, industry professionals, and academics.

Such a framework will be invaluable for organisations wanting to cultivate innovation skills, evaluate innovation performance, and champion a culture of innovation within their teams.

Charlie commented on the announcement 'I'm delighted to have this opportunity to lead this project and to collaborate with truly world class innovation experts. This project can only help to raise Northern Ireland's innovation credentials, and the competency framework it creates will benefit anyone driving innovation in their own organisations'.

Ulster University Business School (UUBS) has worked closely with Charlie before around innovation skills and will provide academic input and oversight as the project develops.

Dr Shirley Davey from UUBS said 'Innovation is vital for organisations of all sizes today. We are excited to be collaborating with Charlie and the team at Celsio who have an excellent understanding of international best practice combined with real-world experience in innovation management and strategy. That experience will be invaluable to this important work and will enable companies in Northern Ireland to be at the forefront of innovation competency development globally.'

The project is also being supported by Eoin Flavin from Dublin firm Stepstone, who will add more than twenty-five years of ISO standards experience as well as extensive practical commercial work in the innovation space.

Eoin commented 'The creation of a new ISO standard can be a long and challenging process, and it's a rare honour to work on something so impactful for the innovation profession. It's fantastic to see Charlie leading this project and I'm looking forward to working with him.'

Celsio has quickly established itself as a leading innovation consultancy, helping businesses across a wide range of industries to innovate and grow. Led by managing partners Charlie Tuxworth and David Mawhinney, the business has developed a reputation for delivering measurable results and helping businesses to achieve their innovation goals.

The global standard for innovation skills is expected to have a major impact on the way companies approach innovation around the world.

Unlike traditional training models, F!Sk® takes a structured approach to identifying capability gaps and mapping out a path to close them - ensuring that innovation isn't just a one-off event but an embedded organisational competency.

The framework draws on international standards - including ISO 56002 - and on practical experience working with organisations across the public and private sectors. It is designed to be adaptable, scalable, and directly tied to the strategic objectives of the organisation.

By giving leaders and teams a shared language and a measurable baseline, F!Sk® turns the abstract concept of 'innovation capability' into something tangible, trackable, and actionable.