Innovation management - Tools and methods for innovation partnership - Guidance (ISO 56003:2019)

This document 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.
This document is not applicable to organizations seeking innovation by merger or acquisition.

Innovationsmanagement - Werkzeuge und Methoden für Innovationspartnerschaften - Leitfaden (ISO 56003:2019)

Management de l'innovation - Outils et méthodes pour les partenariats en innovation - Lignes directrices (ISO 56003:2019)

Le présent document fournit des recommandations pour les partenariats en innovation. Il décrit une structure pour les partenariats en innovation (voir Article 4 à Article 8) et des exemples d'outils correspondants (voir Annexe A à Annexe E) permettant
— de décider de s'engager ou non dans un partenariat en innovation,
— d'identifier, d'évaluer et de sélectionner des partenaires,
— d'aligner les perceptions de valeur et les enjeux du partenariat,
— de gérer les interactions entre partenaires.
Les recommandations fournies dans le présent document sont pertinentes pour tout type de partenariat et de collaboration et sont destinées à s'appliquer à tout organisme, quels que soient son type, sa taille, les produits/services fournis, tels que:
a) des start-ups collaborant avec des organismes de plus grande taille;
b) des PME ou des organismes de plus grande taille;
c) des entités du secteur privé avec des entités publiques ou universitaires;
d) des organismes publics, universitaires ou à but non lucratif.
Les partenariats en innovation débutent par une analyse des écarts, suivie de l'identification et de l'implication de partenaires potentiels en matière d'innovation et de la gouvernance de leur interaction.
NOTE L'essence du partenariat en innovation est que toutes les parties bénéficient mutuellement de la collaboration dans le contexte d'une opportunité d'innovation.
Le présent document ne s'applique pas aux organismes en quête d'innovation par fusion ou acquisition.

Upravljanje inovacij - Orodja in metode za inovacijsko partnerstvo - Navodilo (ISO 56003:2019)

General Information

Status
Published
Current Stage
6060 - Definitive text made available (DAV) - Publishing
Due Date
13-Jan-2021
Completion Date
13-Jan-2021

RELATIONS

Buy Standard

Standard
EN ISO 56003:2021
English language
29 pages
sale 10% off
Preview
sale 10% off
Preview

e-Library read for
1 day
Draft
prEN ISO 56003:2020
English language
26 pages
sale 10% off
Preview
sale 10% off
Preview

e-Library read for
1 day

Standards Content (sample)

SLOVENSKI STANDARD
SIST EN ISO 56003:2021
01-marec-2021
Nadomešča:
SIST-TS CEN/TS 16555-5:2015

Upravljanje inovacij - Orodja in metode za inovacijsko partnerstvo - Navodilo (ISO

56003:2019)

Innovation management - Tools and methods for innovation partnership - Guidance (ISO

56003:2019)
Innovationsmanagement - Werkzeuge und Methoden für Innovationspartnerschaften -
Leitfaden (ISO 56003:2019)

Management de l'innovation - Outils et méthodes pour les partenariats en innovation -

Lignes directrices (ISO 56003:2019)
Ta slovenski standard je istoveten z: EN ISO 56003:2021
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
SIST EN ISO 56003:2021 en,fr,de

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

---------------------- Page: 1 ----------------------
SIST EN ISO 56003:2021
---------------------- Page: 2 ----------------------
SIST EN ISO 56003:2021
EN ISO 56003
EUROPEAN STANDARD
NORME EUROPÉENNE
January 2021
EUROPÄISCHE NORM
ICS 03.100.01; 03.100.40 Supersedes CEN/TS 16555-5:2014
English Version
Innovation management - Tools and methods for
innovation partnership - Guidance (ISO 56003:2019)

Management de l'innovation - Outils et méthodes pour Innovationsmanagement - Werkzeuge und Methoden

les partenariats en innovation - Lignes directrices (ISO für Innovationspartnerschaften - Leitfaden (ISO

56003:2019) 56003:2019)
This European Standard was approved by CEN on 13 December 2020.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this

European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references

concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN

member.

This European Standard exists in three official versions (English, French, German). A version in any other language made by

translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management

Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,

Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,

Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and

United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels

© 2021 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 56003:2021 E

worldwide for CEN national Members.
---------------------- Page: 3 ----------------------
SIST EN ISO 56003:2021
EN ISO 56003:2021 (E)
Contents Page

European foreword ....................................................................................................................................................... 3

---------------------- Page: 4 ----------------------
SIST EN ISO 56003:2021
EN ISO 56003:2021 (E)
European foreword

The text of ISO 56003:2019 has been prepared by Technical Committee ISO/TC 279 "Innovation

management” of the International Organization for Standardization (ISO) and has been taken over as

EN ISO 56003:2021 by Technical Committee CEN/TC 389 “Innovation Management” the secretariat of

which is held by UNE.

This European Standard shall be given the status of a national standard, either by publication of an

identical text or by endorsement, at the latest by July 2021, and conflicting national standards shall be

withdrawn at the latest by July 2021.

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. CEN shall not be held responsible for identifying any or all such patent rights.

This document supersedes CEN/TS 16555-5:2014.

According to the CEN-CENELEC Internal Regulations, the national standards organizations of the

following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,

Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland,

Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of

North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the

United Kingdom.
Endorsement notice

The text of ISO 56003:2019 has been approved by CEN as EN ISO 56003:2021 without any modification.

---------------------- Page: 5 ----------------------
SIST EN ISO 56003:2021
---------------------- Page: 6 ----------------------
SIST EN ISO 56003:2021
INTERNATIONAL ISO
STANDARD 56003
First edition
2019-02
Innovation management — Tools and
methods for innovation partnership
— Guidance
Management de l'innovation — Outils et méthodes pour les
partenariats en innovation — Lignes directrices
Reference number
ISO 56003:2019(E)
ISO 2019
---------------------- Page: 7 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2019

All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may

be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting

on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address

below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2019 – All rights reserved
---------------------- Page: 8 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
Contents Page

Foreword ........................................................................................................................................................................................................................................iv

Introduction ..................................................................................................................................................................................................................................v

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ...................................................................................................................................................................................... 1

3 Terms and definitions ..................................................................................................................................................................................... 1

4 Innovation partnership framework ................................................................................................................................................. 2

4.1 Framework ................................................................................................................................................................................................. 2

4.2 Entry points to innovation partnership ............................................................................................................................ 2

5 Entering an innovation partnership ................................................................................................................................................ 3

5.1 General ........................................................................................................................................................................................................... 3

5.2 Deciding whether or not to enter an innovation partnership ........................................................................ 4

6 Partner selection .................................................................................................................................................................................................. 4

6.1 General ........................................................................................................................................................................................................... 4

6.2 Generating a long-list of potential partners................................................................................................................... 4

6.3 Generating a short-list of potential partners ................................................................................................................ 6

6.4 Partner selection decision ............................................................................................................................................................. 7

7 Partner alignment ............................................................................................................................................................................................... 7

7.1 General ........................................................................................................................................................................................................... 7

7.2 Non-disclosure agreement............................................................................................................................................................ 7

7.3 Developing a common understanding ................................................................................................................................ 7

8 Interactions between the partners .................................................................................................................................................... 8

8.1 General ........................................................................................................................................................................................................... 8

8.2 Key factors of interaction ............................................................................................................................................................... 8

Annex A (informative) Tools and methods for entering the partnership ...................................................................... 9

Annex B (informative) Tools and methods for partner selection ........................................................................................12

Annex C (informative) Tools and methods for partner alignment .....................................................................................13

Annex D (informative) Tools and methods for interaction between partners: sample

innovation partnership agreement ...............................................................................................................................................15

Annex E (informative) Performance evaluation criteria ..............................................................................................................20

Bibliography .............................................................................................................................................................................................................................21

© ISO 2019 – All rights reserved iii
---------------------- Page: 9 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www .iso .org/patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO's adherence to the

World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www .iso

.org/iso/foreword .html.

This document was prepared by Technical Committee ISO/TC 279, Innovation management.

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www .iso .org/members .html.
iv © ISO 2019 – All rights reserved
---------------------- Page: 10 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
Introduction

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.

This document provides recommendations for engaging in external partnerships to realize innovation.

The corresponding tools and methods are detailed in Annex A to Annex E.

This document 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.
© ISO 2019 – All rights reserved v
---------------------- Page: 11 ----------------------
SIST EN ISO 56003:2021
---------------------- Page: 12 ----------------------
SIST EN ISO 56003:2021
INTERNATIONAL STANDARD ISO 56003:2019(E)
Innovation management — Tools and methods for
innovation partnership — Guidance
1 Scope

This document 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.

This document is not applicable to organizations seeking innovation by merger or acquisition.

2 Normative references
There are no normative references in this document.
3 Terms and definitions
No terms and definitions are listed in this document.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https: //www .iso .org/obp
— IEC Electropedia: available at http: //www .electropedia .org/
© ISO 2019 – All rights reserved 1
---------------------- Page: 13 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
4 Innovation partnership framework
4.1 Framework

As described in Figure 1, this document proposes a structured approach and the corresponding tools

in Annex A to Annex E. It can be used at any stage of its innovation process by a single organization to

— decide whether or not to enter an innovation partnership (see Clause 5),
— identify and select partners (see Clause 6),
— align partners and agree on a common understanding (see Clause 7),
— assign roles, responsibilities and govern the interaction (see Clause 8).

Throughout the process, a continuous review should be carried out and actions adapted according to

the performance evaluation criteria drawn from ISO 56002:— , 9.1.1.1 and 9.1.1.2 and presented in

Annex E.
Figure 1 — The framework to develop and manage innovation partnerships.
4.2 Entry points to innovation partnership

Entering into an innovation partnership is not a linear process. Organizations may enter the innovation

partnership process at any point, depending on their circumstances. For instance:

— if an organization has already decided the reason to enter an innovation partnership, it can skip

Clause 5 and start from Clause 6;

— if an organization has already identified or been identified by potential partners, it can skip Clauses 5

and 6 and start from Clause 7;

— if an organization is already aligned with partners, it can start from Clause 8.

1) Under preparation. Stage at the time of publication ISO/DIS 56002:2019.
2 © ISO 2019 – All rights reserved
---------------------- Page: 14 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
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 organization's existing competencies, 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, competencies, 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 aims to enable the coexistence of creativity and actions needed to identify and deliver

new solutions that realize value,

— learning from benchmarking and from any other means for monitoring and evaluating the innovation

capacity and performance of the organization,

— reducing time to market, by enhancing planning 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 5.2 and Annex A).
© ISO 2019 – All rights reserved 3
---------------------- Page: 15 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
5.2 Deciding whether or not to enter an innovation partnership

The determination whether to enter into a strategic relationship involves the following steps.

a) Identify the gaps (see A.1, using Table A.1 to guide this analysis);

b) Determine the best approach to fill the gap - internally or fill gaps by partnering (see A.2, using

Table A.2 and Table A.3 to guide this analysis).
The decision is determining the best approach.

NOTE 1 Annex A provides the tools to guide the gap analysis to assist in determining the best partnership

approach.

NOTE 2 Evaluation criteria to determining the best approach that may be relevant to your organization, can

be sourced from throughout this international standard (see 5.1, 6.3, Annex C and Annex D).

6 Partner selection
6.1 General

Partner selection provides guidance on how an organization can identify, evaluate and select the

appropriate partner(s). This clause addresses the suitability of each potential partner by evaluating the

way in which two or more organizations can work together for mutual benefit.
6.2 Generating a long-list of potential partners

An internal multi-disciplinary team may be formed to assist in the partner identification process.

Potential partners can originate from the analysis of the context of the organization i.e. its interested

parties and existing relationships and its internal and external sources, as follows:

a) Internal:
— organization’s own documentation;

— strategic intelligence, such as forecasting, foresight exercises, scenario planning, road maps,

market plan, market analysis, customer needs;
— supply chains;
— procurement chains;
— project teams;
— innovation department;
— sales and marketing;
— product development;
— manufacturing;
— finance;
— intellectual property;
— R & D departments;
— ethics and compliance committees.
4 © ISO 2019 – All rights reserved
---------------------- Page: 16 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
b) External:
— customer and end-user feedback/needs;
— competitor supply chains;
— competitor manufacturers;
— competitor activities;
— clusters and networks;
— industry associations;
— trade associations;
— trade agreements;
— regulations and standards;

— publications, such as research papers, trade journals, annual reports, market reports;

— databases of patents and intellectual property rights;
— universities/professors/consultants;
— research and technology organizations (RTOs).

However, an open-minded approach is advised rather than focusing too early on known organizations

in the network. Generating a long-list of potential partners can be useful as it may yield new and

unexpected collaboration opportunities.

Figure 2 illustrates examples of organizations that can potentially become collaborative partners or

help to identify partners.
Figure 2 — Examples of potential partners
© ISO 2019 – All rights reserved 5
---------------------- Page: 17 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
6.3 Generating a short-list of potential partners

To narrow down the long-list to a short-list, the suitability of the identified long-list of potential partners

in 6.2, should be evaluated on the basis of the following criteria:
a) Previous partnership experience:
— past collaborative track record;
— entrance and exit reasons;
— partnering restrictions, potential future collaboration lock-out.
b) Organizational knowledge, competences:
— intellectual assets or access to intellectual assets;
— R&D capabilities;
— origin of knowledge or access to expertise;
— knowledge protection systems.
c) Innovation track record:

— new and innovative product, service, process, business model and/or other development, both

incremental or disruptive;
— patents, publications and citations;
— increase in market share;
— joint innovation outcomes.
d) Operational fit:
— supportive innovation culture and working environment;
— risk appetite and tolerance;
— human resources and turnover rate;
— capability and efficiency of processes;
— time to market.
e) Financial profile:
— annual reports;
— resources.
f) Intellectual property management:
— intellectual asset database search;
— ownership;
— licensing and litigation track record;
— background and foreground strategies.
g) Geo-political, corporate, ethical and other risks:

— likelihood of emergent competition, risk of making a competitor out of a collaborator;

6 © ISO 2019 – All rights reserved
---------------------- Page: 18 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
— preparedness to share risks, opportunities, knowledge and assets;

— quality risks, e.g. failure to fulfil customer requirements, failure to ensure proper quality

control;
— reputational risks;
— access to knowledge, assets and/or networks;

— geo-political 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 resource gaps.
6.4 Partner selection decision

To assess the suitability of the shortlisted potential partners identified in 6.3, use the management

analysis tools and suggested process in Annex B, to further prioritize criteria listed in 6.3 and then

score each potential partner, by relative importance of the criteria.
NOTE Annex B provides 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 shortlisted 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;
© ISO 2019 – All rights reserved 7
---------------------- Page: 19 ----------------------
SIST EN ISO 56003:2021
ISO 56003:2019(E)
— 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 Annex C contains the suggested content for a memorandum of understanding or a letter of intent.

8 Interactions between the partners
8.1 General

This clause describes the interactions between partners in the context of an innovation partnership.

These interactions 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 of the collaboration and assigned roles.

Interactions can also be influenced by extraneous factors such as the duration of the partnership,

organisational 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;
— fundin
...

SLOVENSKI STANDARD
oSIST prEN ISO 56003:2020
01-oktober-2020

Upravljanje inovacij - Orodja in metode za inovacijsko partnerstvo - Navodilo (ISO

56003:2019)

Innovation management - Tools and methods for innovation partnership - Guidance (ISO

56003:2019)
Innovationsmanagement - Werkzeuge und Methoden für Innovationspartnerschaften -
Leitfaden (ISO 56003:2019)

Management de l'innovation - Outils et méthodes pour les partenariats en innovation -

Lignes directrices (ISO 56003:2019)
Ta slovenski standard je istoveten z: prEN ISO 56003
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
oSIST prEN ISO 56003:2020 en,fr,de

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

---------------------- Page: 1 ----------------------
oSIST prEN ISO 56003:2020
---------------------- Page: 2 ----------------------
oSIST prEN ISO 56003:2020
INTERNATIONAL ISO
STANDARD 56003
First edition
2019-02
Innovation management — Tools and
methods for innovation partnership
— Guidance
Management de l'innovation — Outils et méthodes pour les
partenariats en innovation — Lignes directrices
Reference number
ISO 56003:2019(E)
ISO 2019
---------------------- Page: 3 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2019

All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may

be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting

on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address

below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2019 – All rights reserved
---------------------- Page: 4 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
Contents Page

Foreword ........................................................................................................................................................................................................................................iv

Introduction ..................................................................................................................................................................................................................................v

1 Scope ................................................................................................................................................................................................................................. 1

2 Normative references ...................................................................................................................................................................................... 1

3 Terms and definitions ..................................................................................................................................................................................... 1

4 Innovation partnership framework ................................................................................................................................................. 2

4.1 Framework ................................................................................................................................................................................................. 2

4.2 Entry points to innovation partnership ............................................................................................................................ 2

5 Entering an innovation partnership ................................................................................................................................................ 3

5.1 General ........................................................................................................................................................................................................... 3

5.2 Deciding whether or not to enter an innovation partnership ........................................................................ 4

6 Partner selection .................................................................................................................................................................................................. 4

6.1 General ........................................................................................................................................................................................................... 4

6.2 Generating a long-list of potential partners................................................................................................................... 4

6.3 Generating a short-list of potential partners ................................................................................................................ 6

6.4 Partner selection decision ............................................................................................................................................................. 7

7 Partner alignment ............................................................................................................................................................................................... 7

7.1 General ........................................................................................................................................................................................................... 7

7.2 Non-disclosure agreement............................................................................................................................................................ 7

7.3 Developing a common understanding ................................................................................................................................ 7

8 Interactions between the partners .................................................................................................................................................... 8

8.1 General ........................................................................................................................................................................................................... 8

8.2 Key factors of interaction ............................................................................................................................................................... 8

Annex A (informative) Tools and methods for entering the partnership ...................................................................... 9

Annex B (informative) Tools and methods for partner selection ........................................................................................12

Annex C (informative) Tools and methods for partner alignment .....................................................................................13

Annex D (informative) Tools and methods for interaction between partners: sample

innovation partnership agreement ...............................................................................................................................................15

Annex E (informative) Performance evaluation criteria ..............................................................................................................20

Bibliography .............................................................................................................................................................................................................................21

© ISO 2019 – All rights reserved iii
---------------------- Page: 5 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work of preparing International Standards is normally carried out

through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International

organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.

ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of

electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the

different types of ISO documents should be noted. This document was drafted in accordance with the

editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/directives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of

any patent rights identified during the development of the document will be in the Introduction and/or

on the ISO list of patent declarations received (see www .iso .org/patents).

Any trade name used in this document is information given for the convenience of users and does not

constitute an endorsement.

For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and

expressions related to conformity assessment, as well as information about ISO's adherence to the

World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www .iso

.org/iso/foreword .html.

This document was prepared by Technical Committee ISO/TC 279, Innovation management.

Any feedback or questions on this document should be directed to the user’s national standards body. A

complete listing of these bodies can be found at www .iso .org/members .html.
iv © ISO 2019 – All rights reserved
---------------------- Page: 6 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
Introduction

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.

This document provides recommendations for engaging in external partnerships to realize innovation.

The corresponding tools and methods are detailed in Annex A to Annex E.

This document 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.
© ISO 2019 – All rights reserved v
---------------------- Page: 7 ----------------------
oSIST prEN ISO 56003:2020
---------------------- Page: 8 ----------------------
oSIST prEN ISO 56003:2020
INTERNATIONAL STANDARD ISO 56003:2019(E)
Innovation management — Tools and methods for
innovation partnership — Guidance
1 Scope

This document 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.

This document is not applicable to organizations seeking innovation by merger or acquisition.

2 Normative references
There are no normative references in this document.
3 Terms and definitions
No terms and definitions are listed in this document.

ISO and IEC maintain terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https: //www .iso .org/obp
— IEC Electropedia: available at http: //www .electropedia .org/
© ISO 2019 – All rights reserved 1
---------------------- Page: 9 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
4 Innovation partnership framework
4.1 Framework

As described in Figure 1, this document proposes a structured approach and the corresponding tools

in Annex A to Annex E. It can be used at any stage of its innovation process by a single organization to

— decide whether or not to enter an innovation partnership (see Clause 5),
— identify and select partners (see Clause 6),
— align partners and agree on a common understanding (see Clause 7),
— assign roles, responsibilities and govern the interaction (see Clause 8).

Throughout the process, a continuous review should be carried out and actions adapted according to

the performance evaluation criteria drawn from ISO 56002:— , 9.1.1.1 and 9.1.1.2 and presented in

Annex E.
Figure 1 — The framework to develop and manage innovation partnerships.
4.2 Entry points to innovation partnership

Entering into an innovation partnership is not a linear process. Organizations may enter the innovation

partnership process at any point, depending on their circumstances. For instance:

— if an organization has already decided the reason to enter an innovation partnership, it can skip

Clause 5 and start from Clause 6;

— if an organization has already identified or been identified by potential partners, it can skip Clauses 5

and 6 and start from Clause 7;

— if an organization is already aligned with partners, it can start from Clause 8.

1) Under preparation. Stage at the time of publication ISO/DIS 56002:2019.
2 © ISO 2019 – All rights reserved
---------------------- Page: 10 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
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 organization's existing competencies, 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, competencies, 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 aims to enable the coexistence of creativity and actions needed to identify and deliver

new solutions that realize value,

— learning from benchmarking and from any other means for monitoring and evaluating the innovation

capacity and performance of the organization,

— reducing time to market, by enhancing planning 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 5.2 and Annex A).
© ISO 2019 – All rights reserved 3
---------------------- Page: 11 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
5.2 Deciding whether or not to enter an innovation partnership

The determination whether to enter into a strategic relationship involves the following steps.

a) Identify the gaps (see A.1, using Table A.1 to guide this analysis);

b) Determine the best approach to fill the gap - internally or fill gaps by partnering (see A.2, using

Table A.2 and Table A.3 to guide this analysis).
The decision is determining the best approach.

NOTE 1 Annex A provides the tools to guide the gap analysis to assist in determining the best partnership

approach.

NOTE 2 Evaluation criteria to determining the best approach that may be relevant to your organization, can

be sourced from throughout this international standard (see 5.1, 6.3, Annex C and Annex D).

6 Partner selection
6.1 General

Partner selection provides guidance on how an organization can identify, evaluate and select the

appropriate partner(s). This clause addresses the suitability of each potential partner by evaluating the

way in which two or more organizations can work together for mutual benefit.
6.2 Generating a long-list of potential partners

An internal multi-disciplinary team may be formed to assist in the partner identification process.

Potential partners can originate from the analysis of the context of the organization i.e. its interested

parties and existing relationships and its internal and external sources, as follows:

a) Internal:
— organization’s own documentation;

— strategic intelligence, such as forecasting, foresight exercises, scenario planning, road maps,

market plan, market analysis, customer needs;
— supply chains;
— procurement chains;
— project teams;
— innovation department;
— sales and marketing;
— product development;
— manufacturing;
— finance;
— intellectual property;
— R & D departments;
— ethics and compliance committees.
4 © ISO 2019 – All rights reserved
---------------------- Page: 12 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
b) External:
— customer and end-user feedback/needs;
— competitor supply chains;
— competitor manufacturers;
— competitor activities;
— clusters and networks;
— industry associations;
— trade associations;
— trade agreements;
— regulations and standards;

— publications, such as research papers, trade journals, annual reports, market reports;

— databases of patents and intellectual property rights;
— universities/professors/consultants;
— research and technology organizations (RTOs).

However, an open-minded approach is advised rather than focusing too early on known organizations

in the network. Generating a long-list of potential partners can be useful as it may yield new and

unexpected collaboration opportunities.

Figure 2 illustrates examples of organizations that can potentially become collaborative partners or

help to identify partners.
Figure 2 — Examples of potential partners
© ISO 2019 – All rights reserved 5
---------------------- Page: 13 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
6.3 Generating a short-list of potential partners

To narrow down the long-list to a short-list, the suitability of the identified long-list of potential partners

in 6.2, should be evaluated on the basis of the following criteria:
a) Previous partnership experience:
— past collaborative track record;
— entrance and exit reasons;
— partnering restrictions, potential future collaboration lock-out.
b) Organizational knowledge, competences:
— intellectual assets or access to intellectual assets;
— R&D capabilities;
— origin of knowledge or access to expertise;
— knowledge protection systems.
c) Innovation track record:

— new and innovative product, service, process, business model and/or other development, both

incremental or disruptive;
— patents, publications and citations;
— increase in market share;
— joint innovation outcomes.
d) Operational fit:
— supportive innovation culture and working environment;
— risk appetite and tolerance;
— human resources and turnover rate;
— capability and efficiency of processes;
— time to market.
e) Financial profile:
— annual reports;
— resources.
f) Intellectual property management:
— intellectual asset database search;
— ownership;
— licensing and litigation track record;
— background and foreground strategies.
g) Geo-political, corporate, ethical and other risks:

— likelihood of emergent competition, risk of making a competitor out of a collaborator;

6 © ISO 2019 – All rights reserved
---------------------- Page: 14 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
— preparedness to share risks, opportunities, knowledge and assets;

— quality risks, e.g. failure to fulfil customer requirements, failure to ensure proper quality

control;
— reputational risks;
— access to knowledge, assets and/or networks;

— geo-political 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 resource gaps.
6.4 Partner selection decision

To assess the suitability of the shortlisted potential partners identified in 6.3, use the management

analysis tools and suggested process in Annex B, to further prioritize criteria listed in 6.3 and then

score each potential partner, by relative importance of the criteria.
NOTE Annex B provides 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 shortlisted 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;
© ISO 2019 – All rights reserved 7
---------------------- Page: 15 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
— 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 Annex C contains the suggested content for a memorandum of understanding or a letter of intent.

8 Interactions between the partners
8.1 General

This clause describes the interactions between partners in the context of an innovation partnership.

These interactions 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 of the collaboration and assigned roles.

Interactions can also be influenced by extraneous factors such as the duration of the partnership,

organisational 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 D provides guidance to the development of an innovation partnership agreement.

8 © ISO 2019 – All rights reserved
---------------------- Page: 16 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)
Annex A
(informative)
Tools and methods for entering the partnership

This annex relates to Clause 5 that involves deciding whether to enter into an innovation partnership.

This annex details business tools to address each of these areas.
— Identify the gaps (see A.1):

— Sample generic business management tools are provided to undertake various assessments.

— Table A.1 can be used a template to guide this analysis.
— Determine the best approach to fill the gap (see A.2):

— Table A.2 and sample criteria in Table A.3 can be used as a template to identify pros and cons.

— The decision is determining the best approach – internally sourced or with an external partner.

NOTE Evaluation criteria to determining the best approach that may be relevant to your organization, can

be sourced from throughout this international standard (see 5.1, 6.3, Annex C and Annex D.)

A.1 Identify the gaps

In the context of the opportunity for innovation, Table A.1 can be used as a template, to identify the

internal knowledge and/or resource deficiencies required to improve business performance, understand

change in the market, how to be competitive in those markets and/or find new opportunities.

Table A.1 — Guide for this analysis
Existing competen-
Needed competences,
Identified Gaps cies, assets and capa- Requirements to fill the gap
assets and capabilities
bilities

The following business management tools (see Reference [2]) can be used to undertake various

assessments to position a product, determine competitors, etc. to identify the gaps, as such, some

generic tools are provided:

Gap Analysis – is an internal evaluation to identify performance deficiencies of business functions

i.e. cash flow, visibility, etc. The analysis compares actual performance with desired performance,

determines factors that have led to its current state, identifies factors needed to reach desired state,

and then develops strategy to fill the gap between the two states. A gap analysis helps identify flaws

in internal business processes i.e. market development, planning, strategy, finance, production,

procurement, research, etc.

Score Cards is a strategic management method to identify and improve internal business processes

or functions, according to the resultant, external outcomes, therefore can assist organizations in

assessing gaps. The outcomes are measured against, pre-established performance metrics that are

used to measure and provide feedback to the organization.

SWOT Analysis (SWOT) stands for strengths, weaknesses, opportunities and threats, generally an

assessment within a particular environment to answer a specific question. It isolates opportunities and

threats and lists strengths and weaknesses to develop strategies that capitalize on internal strengths,

© ISO 2019 – All rights reserved 9
---------------------- Page: 17 ----------------------
oSIST prEN ISO 56003:2020
ISO 56003:2019(E)

respond to environmental opportunities, and mitigate external threats while avoiding internal

weaknesses.

Product Lifecycle Management (PLM) is the process of managing the entire lifecycle of a product

from inception through disposal, aiming to design products with closed-loop supply structures. The

aim is to design products with less inputs (fewer, simpler and less harmful materials, etc), higher

quality (more durability and easier repair), and more environmentally friendly disposal, that could be

an input t
...

Questions, Comments and Discussion

Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.