ISO 56003:2019 download free

06-23-2021 comment

ISO 56003:2019 download free.Innovation management-Tools and methods for innovation partnership Guidance.
Innovation partnerships are developed to create value for each partner working together. Benefits of an innovation partnership include
— access to knowledge, skills, technology and other intellectual assets that are not available within the organization, and
— access to infrastructure resources, such as experimental laboratories and equipment to develop new or improved product and services.
ISO 56003 provides recommendations for engaging in external partnerships to realize innovation. The corresponding tools and methods are detailed in Annex.A to AnnxE.
ISO 56003 relates to the Iso 56000 family of standards, developed by TC 279, as follows:
a) ISO 56000, Innovation management system — Fundamentals and vocabulary provides the essential background for the understanding and implementation of this document.
b) ISO 56002, Innovation management system — Guidance provides guidance for the development, Implementation and maintenance of an innovation management system, to which all subsequent standards of the family, are complementary to.
c) ISO 56005, Innovation management — intellectual property management — Guidance provides guidance on how to use intellectual property to achieve business objectives.
1 Scope
ISO 56003 provides a guidance for innovation partnerships. It describes the innovation partnership framework (see Clause 4 to Clause 8) and the sample corresponding tools (see Annex A to Annex E) to
— decide whether to enter an innovation partnership.
— identify, evaluate and select partners.
— align the perceptions of value and challenges of the partnership.
— manage the partner interactions.
The guidance provided by this document is relevant for any type of partnerships and collaborations and it is intended to be applicable to any organizations, regardless of its type, size, product/service provided, such as:
a) start-ups collaborating with larger organizations;
b) SMEs or larger organizations;
c) private sector entities with public or academic entities;
d) public, academic or not-for-profit organizations.
Innovation partnerships start with a gap analysis, followed by the identification, and engagement, of potential innovation partners and the governance of their interaction.
NOTE The essence of an innovation partnership Is for all parties to mutually benefit from working together in the context of an opportunity for innovation.
ISO 56003 is not applicable to organizations seeking innovation by merger or acquisition.
2 Normative references
There are no normative references in ISO 56003.
5 Entering an innovation partnership
5.1 General
Once an opportunity for innovation has been identified, the organization should conduct a gap analysis to evaluate the difference between the organizations existing competencles. capabilities and assets and those it needs.
Based on the gap analysis, the organization can decide if the project can be handled internally or through training, new hires and/or acquisition. For instance, when the opportunity cannot satisfactorily be handled within the organization, the organization should consider partner selection.
In most cases a gap analysis produces an Inventory of missing technological and organizational knowledge, competencles. capabilities and assets, which then Is used to Identify and select the most appropriate partner(s).
It may also happen that based on the relevant internal and external issues, needs and expectations. an organization can join forces without any defined opportunity for innovation, It may have the competencies, capabilities and assets to handle the innovation initiative alone, but still prefers partnering.
Other reasons for partnering may include
— sharing risks (including financial risks) and addressing them more effectively,
— gaining a clearer insight into an ecosystem, as part of the context of the organization (e.g. new market. sector. etc.),
— motivating people (e.g. Internal teams) and building unity, as part of the leadership and Innovation culture that alms to enable the coexistence of creativity and actions needed to identify and deliver new solutions that realize value,
— learning from benchmarki ngand from any other means for monitoring and evaluating the innovation capacity and performance of the organization.
— reducing time to market, by enhancing pbnning and operational processes of the organization.
— reducing costs and/or optimizing resources and assets of the organization.
— establishing best practices to identify and deliver value driven new solutions,
— enhancing Image or reputation, and
— reducing own investments.
Reasons for not partnering may Include
a) loss of independence,
b) prefer to develop capabilities internally,
c) reluctance to share proprietary knowledge, and
d) prefer to retain ownership of intellectual property.
The result of the analysis allows the organization to decide whether to enter an innovation partnership (see 52 and Ani).
— preparedness to share risks. opportunities, knowledge and assets;
— quality risks, e.g. failure to fullil customer requirements, failure to ensure proper quality control:
— reputatinnal risks;
— access to knowledge, assets and/or networks:
— geo-politlcal behaviours and related social, technological and economic effects;
— cultural aspects and language;
— legal and compliance requirements and/or constraints;
— cost structure analysis.
Organizations should use such criteria to assess suitability of the potential partners (see 6.4) against their skills, knowledge and/or resoirce gaps.
6.4 Partner selection decision
To assess the suitability of the shortlisted potential partners identiried in 63. use the management analysis tools and suggested process in Annex IL to further prioritize criteria listed in 6.3 and then score each potential partner. by relative importance of the criteria.
NOTE Annex R provtdes the tools to make a partner selection decision.
It is recommended that due diligence be based on sets of criteria such as those listed in 6.3 and other alignment factors listed In 7.3 and more detailed In Annex C.
Once respective pros and cons of potential partners are known, those shortilsted are typically engaged In preliminary negotiations to determine their compatibility and willingness to collaborate. The selection process may need to be repeated.
7 Partner alignment
7.1 General
Before organizations formalize a legally binding agreement, it is important to ensure a shared understanding of the proposed opportunity for innovation and the partnership. To do so a number of factors to develop a common understanding should be addressed in order to increase the innovation partnership’s likelihood of success.
7.2 Non-disclosure agreement
The partners should sign the agreement, before entering into discussions or negotiations and before confidential information is shared.
7.3 and Annex C describe the factors that can affect a shared understanding and suggested content for a formal partnership agreement.
7.3 Developing a common understanding
In order to develop a common perspective, the partners should agree on a common understanding of the:
— customer benefits;
— factors that can influence the inputs required;
— factors that can Influence the outcome, and;
— factors that relate to the action plan.
The alignment of the parties should be recorded in the form of a memorandum of understanding or a letter of intent.
NOTE Anaex contains the suggested content for a memorandum 01 understanding or a letter of Intent.
8 Interactions between the partners
8.1 General
This clause descnbes the interactions between partners In the context of an innovation partnership. These interacttons can vary depending on the nature of the collaboration and roles of the partners.
How the partners will interact Is formalised in the innovation partnership agreement. The nature and substance of the Interactions will depend on the nature or the collaboration and assigned roles. Interactions can also be influenced by extraneous factors such as the duration of the partnership. organisatlonal cultures, existing relationships, commitments and agreements.
8.2 Key factors of interaction
Elements that may be addressed are as follows:
— confidentiality:
— program and objectives of the innovation partnership;
— Implementation of the InnovatIon partnership;
— management;
— organizational;
— governance;
— funding and resources;
— cost budgeting
— roles and responsibilities and powers of each board;
— Intellectual assets;
— liabilities, indemnities and warranties;
— termination strategy.
The outcome of this clause may take the form of a formal Innovation partnership agreement detailing the nature of the partners’ Interaction,
NOTE Annex I) provides guidance to the development o an Innovation partnership agreement.

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