SIST-TS CEN/TS 16555-5:2015
(Main)Innovation management - Part 5: Collaboration management
Innovation management - Part 5: Collaboration management
This Technical Specification provides guidance for the management of collaboration and productive interaction between individuals, departments, divisions and third party organizations engaged in innovation. It applies to all types of organization including manufacturing and services industries, voluntary organizations, governmental and social enterprise but with a particular focus on small and medium-sized enterprises (SMEs).
This document is one of six parts that support Part 1 of the series, CEN/TS 16555-1.
Innovationsmanagement - Partnermanagement
Diese Technische Spezifikation bietet eine Anleitung für das Management von Zusammenarbeit und die produktive Wechselwirkung zwischen Einzelpersonen, Fachbereichen, Abteilungen und Organisationen Dritter, die mit Innovation befasst sind. Sie wendet sich an alle Arten von Organisationen, einschließlich Hersteller und Dienstleister, Freiwilligenorganisationen, öffentliche und soziale Unternehmen; ein besonderer Fokus liegt allerdings auf kleinen und mittelständischen Unternehmen (KMU).
Dieses Dokument ist einer von sechs Teilen, die Teil 1 der Reihe, CEN/TS 16555-1, unterstützen.
Management de l'innovation - Partie 5 : Management de la collaboration
La présente Spécification technique fournit des lignes directrices pour le management de la collaboration et l'interaction productive entre des personnes, des services, des divisions et des organismes tiers engagés dans l'innovation. Elle s'applique à tous les types d'organisme, y compris les industries manufacturières et de services, les organismes bénévoles, les organisations gouvernementales et sociales, mais en portant une attention particulière aux petites et moyennes entreprises (PME).
Le présent document est l'une des six parties complétant la partie 1 de la série CEN/TS 16555-1.
Upravljanje inovacij - 5. del: Upravljanje sodelovanja
Ta tehnična specifikacija zagotavlja navodila za upravljanje sodelovanja in produktivne interakcije med posamezniki, oddelki, sektorji in organizacijami tretjih strani, ki sodelujejo pri inovacijah. Uporablja se za vse vrste organizacij, vključno s proizvodnimi in storitvenimi industrijami, prostovoljnimi organizacijami, vladnimi in socialnimi podjetji, a je usmerjen zlasti v mala in srednje velika podjetja.
Ta dokument je eden od šestih delov, ki dopolnjujejo 1. del te skupine, tj. CEN/TS 16555-1.
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
SIST-TS CEN/TS 16555-5:2015
01-februar-2015
Upravljanje inovacij - 5. del: Upravljanje sodelovanja
Innovation management - Part 5: Collaboration management
Innovationsmanagement - Partnermanagement
Management de l'innovation - Partie 5 : Management de la collaboration
Ta slovenski standard je istoveten z: CEN/TS 16555-5:2014
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
SIST-TS CEN/TS 16555-5:2015 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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SIST-TS CEN/TS 16555-5:2015
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SIST-TS CEN/TS 16555-5:2015
TECHNICAL SPECIFICATION
CEN/TS 16555-5
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
December 2014
ICS 03.100.40; 03.100.50
English Version
Innovation management - Part 5: Collaboration management
Management de l'innovation - Partie 5 : Management de la Innovationsmanagement - Teil 5: Management der
collaboration Zusammenarbeit
This Technical Specification (CEN/TS) was approved by CEN on 27 October 2014 for provisional application.
The period of validity of this CEN/TS is limited initially to three years. After two years the members of CEN will be requested to submit their
comments, particularly on the question whether the CEN/TS can be converted into a European Standard.
CEN members are required to announce the existence of this CEN/TS in the same way as for an EN and to make the CEN/TS available
promptly at national level in an appropriate form. It is permissible to keep conflicting national standards in force (in parallel to the CEN/TS)
until the final decision about the possible conversion of the CEN/TS into an EN is reached.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, 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: Avenue Marnix 17, B-1000 Brussels
© 2014 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN/TS 16555-5:2014 E
worldwide for CEN national Members.
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
Contents Page
Foreword .3
Introduction .4
1 Scope .5
2 Normative references .5
3 Terms and definitions .5
4 Collaboration .5
4.1 General .5
4.2 Collaboration and its benefits .5
4.3 Types of collaboration .6
5 Collaboration at different stages in the innovation process .8
6 Management of collaboration .9
6.1 General .9
6.2 Internal collaboration .9
6.2.1 Culture .9
6.2.2 Management commitment .9
6.2.3 Resources .9
6.3 External collaboration . 10
6.3.1 Criteria for external collaboration . 10
6.3.2 Finding the right partners . 10
6.3.3 The collaboration agreement . 11
6.3.4 Governance . 11
6.3.5 Intellectual property . 11
7 Collaboration between large and small organizations . 12
7.1 General . 12
7.2 Small organizations . 12
7.3 Large organizations . 12
8 Encouraging collaboration . 13
8.1 General . 13
8.2 Collaboration across time and distance . 13
Annex A (informative) Case studies . 15
A.1 Case study 1 – An open innovation consortium . 15
A.2 Case study 2 – Bilateral collaboration . 15
A.3 Case study 3 – A public-private partnership . 15
Bibliography . 17
2
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
Foreword
This document (CEN/TS 16555-5:2014) has been prepared by Technical Committee CEN/TC 389 “Innovation
Management”, the secretariat of which is held by AENOR.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent rights.
This document is not intended for the purpose of certification.
The CEN/TS 16555 series consists of the following parts with the general title Innovation management:
— Part 1: Innovation Management System;
— Part 2: Strategic intelligence management;
— Part 3: Innovation thinking;
— Part 4: Intellectual property management;
— Part 5: Collaboration management;
— Part 6: Creativity management;
— Part 7: Innovation management assessment.
Part 7 is in preparation.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the following
countries are bound to announce this Technical Specification: Austria, Belgium, Bulgaria, Croatia, Cyprus,
Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany,
Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland,
Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom.
3
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
Introduction
Individuals and organizations would be hard pressed to possess all the skills and knowledge necessary to
innovate regularly and effectively. Through collaboration it is possible to significantly improve the innovative
performance of an organization.
This document describes the reasons to collaborate in different circumstances and the different ways in which
organizations can collaborate, and it provides guidance for managing collaboration between individuals, teams
and different organizations.
Issues addressed include when, how and with whom to collaborate, different types of collaboration and the
difficulties and benefits of doing so. Case studies are included in Annex A to provide insight through the
experience of others.
4
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
1 Scope
This Technical Specification provides guidance for the management of collaboration and productive
interaction between individuals, departments, divisions and third party organizations engaged in innovation. It
applies to all types of organization including manufacturing and services industries, voluntary organizations,
governmental and social enterprise but with a particular focus on small and medium-sized enterprises (SMEs).
This document is one of six parts that support CEN/TS 16555-1 of the series, CEN/TS 16555.
2 Normative references
The following documents, in whole or in part, are normatively referenced in this document and are
indispensable for its application. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
CEN/TS 16555-1, Innovation Management — Part 1: Innovation Management System
3 Terms and definitions
For the purposes of this document, the terms and definitions given in CEN/TS 16555-1 and the following
apply.
3.1
bilateral collaboration
collaboration where two partners are involved
3.2
consortium
association or combination of multiple partners engaging in a joint venture
3.3
internal collaboration
collaboration between different individuals or groups within the same organization
3.4
open innovation
)
1
using external as well as internal ideas, and internal and external paths to market, in order to innovate
4 Collaboration
4.1 General
As described in CEN/TS 16555-1, collaboration is often an integral part of an innovation process and, in
CEN/TS 16555-1:2013, 7.9 and 11.5 briefly describe collaboration management and how it is possible,
through managed collaboration, to significantly improve the innovative performance of an organization. This
document provides more detail.
4.2 Collaboration and its benefits
Collaboration can allow for the acquisition of new skills and resources. In addition it can bring different groups
together, improve the opportunities for successful creativity and innovation, solve problems and help exploit
external potential.
1) Henry Chesbrough, who is generally credited with inventing the paradigm, defines it as 'use of purposive inflows and
outflows of knowledge to accelerate innovation'.
5
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
Collaboration can be internal as well as with external entities. Involving staff members and their
representatives is important in order to ensure buy-in and to dispel apprehension. In several countries such
broad involvements are mandatory and rooted in social partner agreements and national legislation. Teams
from different parts of an organization (or from outside), perhaps from different countries or regions, or from
diverse business functions, may collaborate to achieve a common goal – a new global product or service or a
bid to a major customer.
Collaboration is an activity that pools skills and resources that the organization does not have itself and it does
so at less cost and/or by sharing risk, to contribute to a shared goal. This may be a matter of needing more
resource or specialist expertise in one or more areas. Collaboration may also bring increased credibility to one
or more of the people involved in the collaboration. Innovation can arise from interactions among people with
different skill sets and experiences, who either solve problems or generate ideas that create value.
Collaboration is therefore of vital importance for increasing the potential for innovation.
Collaboration with universities and research institutes is recommended as one policy as this can bring a
variety of benefits. First, market innovations originating in a research facility can be exploited and brought to
market; second, a wide range of disciplines can be accessed to generate ideas for new products and services
and finally, research may be able to provide specific expertise to resolve otherwise intractable problems.
Collaboration with other organizations, sometimes competitors, may take place to reduce costs, especially in
areas of non-competition or in areas that the organization considers non-core, or to bring complementary
expertise to the project.
4.3 Types of collaboration
The knowledge and technology necessary for innovation may lie partly or wholly outside an organization’s
traditional core competencies. A common policy for addressing this problem is to form alliances with other
organizations and institutions. This can increase the circulation of tacit knowledge and allow an organization to
acquire knowledge outside its boundaries. Consequently, these cooperative agreements for R&D have grown
dramatically.
However, many organizations enter into these agreements without considering the appropriate form of
collaboration. Figure 1 shows the different types of collaboration, expressing the wider scope as we proceed
from purely internal to fully open innovation.
6
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
Figure 1 — Types of collaboration
a) Internal collaboration:
Collaboration can be within organizations as well as involving external partners. Internal collaboration has
many challenges, including a tendency among groups, known as the 'not invented here' syndrome, to reject
ideas and innovations that originated elsewhere. However, since the participants are from the same
organization, they would tend to have some shared understanding, which is a necessary condition for
successful collaboration. However, in many very large organizations, even this shared understanding is
missing because of their sprawl and scope. Sharing information and communicating the organization's vision
and mission widely to all staff members is crucial.
Many of the cultural barriers to collaboration are as prevalent within as between organizations. It has been
suggested that information can flow more easily between, say, software developers from different companies
meeting at a barbeque than between people from different departments within the same organization.
Organizations therefore need to create a culture of sharing and, often, to overcome political resistance to
working across silos.
Modern technologies have the potential to facilitate internal collaboration and also external collaboration
across time, distance and cultures.
b) Bilateral collaboration:
Bilateral collaboration is a simpler version of the consortium where two partners are involved. Nonetheless,
the same issues (see Clause 7) should be addressed.
c) Consortium:
A consortium is an association or combination of multiple partners. It is essential to agree in advance how the
consortium will work, the ownership of intellectual property, etc. (see Clause 7).
d) Open innovation:
The central idea behind open innovation is that in a world of widely distributed knowledge, with the border
between the organization and its environment becoming ever more permeable, organizations cannot afford to
7
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
rely entirely on their internal knowledge, but should instead look to complement it with external knowledge by,
for example, buying, licensing or co-generating processes or inventions from or with other organizations.
These are the 'inflows' in Figure 2. These can be used to better address the organization’s current market or
to extend its current boundaries and address new markets.
In addition, internal inventions not being used in an organization's business could be put to use through
licensing, joint ventures, spinoffs, for example. This creates new markets for others, as shown in Figure 2. The
IP policy should clearly state who will benefit from any income from licences or patents.
Figure 2 — Open innovation (after Henry Chesbrough)
5 Collaboration at different stages in the innovation process
Collaboration is integral to a wider on-going innovation management process (CEN/TS 16555-1). As such it
should be embedded in the organization's policy, sanctioned and supported by the organization’s leadership
and accepted by staff and other stakeholders. The leaders should define the reasons for innovating and the
scale of their ambition and be explicit in encouraging collaborative behaviour as part of the innovation
process.
Collaboration can take place at many different phases of innovation (see Figure 3) and the type of partner can
vary depending where one is in the process. For example, at the later stages the organization may not be
looking for a new idea but instead need to find a solution to a specific technical problem, require access to
manufacturing facilities or need marketing expertise – that is, looking for knowledge to solve a problem (which
may be about producing a new product or service) rather than knowledge that prompts or generates an
opportune innovation. All stages of the innovation process are important, not just idea generation, and
collaboration can be appropriate throughout.
8
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SIST-TS CEN/TS 16555-5:2015
CEN/TS 16555-5:2014 (E)
Figure 3 — Schematic representation of the innovation management process (innovation funnel)
(CEN/TS 16555-1:2013, Figure 2)
6 Management of collaboration
6.1 General
There are many issues to be dealt with if collaboration is to be successful or, indeed, if it is to happen at all.
Although some of these are common to all forms of collaboration it is worth distinguishing between internal
and external cooperation needs.
6.2 Internal c
...
SLOVENSKI STANDARD
kSIST-TS FprCEN/TS 16555-5:2014
01-september-2014
Upravljanje inovacij - 5. del: Upravljanje sodelovanja
Innovation management - Part 5: Collaboration management
Innovationsmanagement - Partnermanagement
Management de l'innovation - Partie 5 : Management de la collaboration
Ta slovenski standard je istoveten z: FprCEN/TS 16555-5
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
kSIST-TS FprCEN/TS 16555-5:2014 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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kSIST-TS FprCEN/TS 16555-5:2014
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kSIST-TS FprCEN/TS 16555-5:2014
TECHNICAL SPECIFICATION
FINAL DRAFT
FprCEN/TS 16555-5
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
June 2014
ICS 03.100.40; 03.100.50
English Version
Innovation management - Part 5: Collaboration management
Management de l'innovation - Partie 5 : Management de la Innovationsmanagement - Partnermanagement
collaboration
This draft Technical Specification is submitted to CEN members for formal vote. It has been drawn up by the Technical Committee CEN/TC
389.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United
Kingdom.
Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are aware and to
provide supporting documentation.
Warning : This document is not a Technical Specification. It is distributed for review and comments. It is subject to change without notice
and shall not be referred to as a Technical Specification.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2014 CEN All rights of exploitation in any form and by any means reserved Ref. No. FprCEN/TS 16555-5:2014 E
worldwide for CEN national Members.
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kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
Contents Page
Foreword .3
Introduction .4
1 Scope .5
2 Normative references .5
3 Terms and definitions .5
4 Collaboration .5
4.1 General .5
4.2 Collaboration and its benefits .5
4.3 Types of collaboration .6
5 Collaboration at different stages in the innovation process .8
6 Management of collaboration .9
6.1 General .9
6.2 Internal collaboration .9
6.2.1 Culture .9
6.2.2 Management commitment .9
6.2.3 Resources .9
6.3 External collaboration . 10
6.3.1 Criteria for external collaboration . 10
6.3.2 Finding the right partners . 10
6.3.3 The collaboration agreement . 11
6.3.4 Governance . 11
6.3.5 Intellectual property . 11
7 Collaboration between large and small organizations . 12
7.1 General . 12
7.2 Small organizations . 12
7.3 Large organizations . 12
8 Encouraging collaboration . 13
8.1 General . 13
8.2 Collaboration across time and distance . 13
Annex A (informative) Case studies . 15
A.1 Case study 1 – An open innovation consortium . 15
A.2 Case study 2 – Bilateral collaboration . 15
A.3 Case study 3 – A public-private partnership . 15
Bibliography . 17
2
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kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
Foreword
This document (FprCEN/TS 16555-5:2014) has been prepared by Technical Committee CEN/TC 389
“Innovation Management”, the secretariat of which is held by AENOR.
This document is currently submitted to the Formal Vote.
This document is not intended for the purpose of certification.
The CEN/TS 16555 series consists of the following parts with the general title Innovation management:
— Part 1: Innovation Management System;
— Part 2: Strategic intelligence management;
— Part 3: Innovation thinking;
— Part 4: Intellectual property management;
— Part 5: Collaboration management;
— Part 6: Creativity management;
— Part 7: Innovation management assessment.
Part 7 is in preparation.
3
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kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
Introduction
Individuals and organizations would be hard pressed to possess all the skills and knowledge necessary to
innovate regularly and effectively. Through collaboration it is possible to significantly improve the innovative
performance of an organization.
This document describes the reasons to collaborate in different circumstances and the different ways in which
organizations can collaborate, and it provides guidance for managing collaboration between individuals, teams
and different organizations.
Issues addressed include when, how and with whom to collaborate, different types of collaboration and the
difficulties and benefits of doing so. Case studies are included in Annex A to provide insight through the
experience of others.
4
---------------------- Page: 6 ----------------------
kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
1 Scope
This Technical Specification provides guidance for the management of collaboration and productive
interaction between individuals, departments, divisions and third party organizations engaged in innovation. It
applies to all types of organization including manufacturing and services industries, voluntary organizations,
governmental and social enterprise but with a particular focus on small and medium-sized enterprises (SMEs).
This document is one of six parts that support Part 1 of the series, CEN/TS 16555-1.
2 Normative references
The following document, in whole or in part, is normatively referenced in this document and is indispensable
for its application. For dated references, only the edition cited applies. For undated references, the latest
edition of the referenced document (including any amendments) applies.
CEN/TS 16555-1:2013, Innovation Management — Part 1: Innovation Management System
3 Terms and definitions
For the purposes of this document, the terms and definitions given in CEN/TS 16555-1 and the following
apply.
3.1
bilateral collaboration
collaboration where two partners are involved
3.2
consortium
association or combination of multiple partners engaging in a joint venture
3.3
internal collaboration
collaboration between different individuals or groups within the same organization
3.4
open innovation
)
1
using external as well as internal ideas, and internal and external paths to market, in order to innovate
4 Collaboration
4.1 General
As described in CEN/TS 16555-1, collaboration is often an integral part of an innovation process and, in
CEN/TS 16555-1:2013, Subclauses 7.9 and 11.5 briefly describe collaboration management and how it is
possible, through managed collaboration, to significantly improve the innovative performance of an
organization. This document provides more detail.
4.2 Collaboration and its benefits
Collaboration can allow for the acquisition of new skills and resources. In addition it can bring different groups
together, improve the opportunities for successful creativity and innovation, solve problems and help exploit
external potential.
1) Henry Chesbrough, who is generally credited with inventing the paradigm, defines it as 'use of purposive
inflows and outflows of knowledge to accelerate innovation'.
5
---------------------- Page: 7 ----------------------
kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
Collaboration can be internal as well as with external entities. Involving staff members and their
representatives is important in order to ensure buy-in and to dispel apprehension. In several countries such
broad involvements are mandatory and rooted in social partner agreements and national legislation. Teams
from different parts of an organization (or from outside), perhaps from different countries or regions, or from
diverse business functions, may collaborate to achieve a common goal – a new global product or service or a
bid to a major customer.
Collaboration is an activity that pools skills and resources that the organization does not have itself and it does
so at less cost and/or by sharing risk, to contribute to a shared goal. This may be a matter of needing more
resource or specialist expertise in one or more areas. Collaboration may also bring increased credibility to one
or more of the people involved in the collaboration. Innovation can arise from interactions among people with
different skill sets and experiences, who either solve problems or generate ideas that create value.
Collaboration is therefore of vital importance for increasing the potential for innovation.
Collaboration with universities and research institutes is recommended as one policy as this can bring a
variety of benefits. First, market innovations originating in a research facility can be exploited and brought to
market; second, a wide range of disciplines can be accessed to generate ideas for new products and services
and finally, research may be able to provide specific expertise to resolve otherwise intractable problems.
Collaboration with other organizations, sometimes competitors, may take place to reduce costs, especially in
areas of non-competition or in areas that the organization considers non-core, or to bring complementary
expertise to the project.
4.3 Types of collaboration
The knowledge and technology necessary for innovation may lie partly or wholly outside an organization’s
traditional core competencies. A common policy for addressing this problem is to form alliances with other
organizations and institutions. This can increase the circulation of tacit knowledge and allow an organization to
acquire knowledge outside its boundaries. Consequently, these cooperative agreements for R&D have grown
dramatically.
However, many organizations enter into these agreements without considering the appropriate form of
collaboration. Figure 1 shows the different types of collaboration, expressing the wider scope as we proceed
from purely internal to fully open innovation.
6
---------------------- Page: 8 ----------------------
kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
Figure 1 — Types of collaboration
a) Internal collaboration:
Collaboration can be within organizations as well as involving external partners. Internal collaboration has
many challenges, including a tendency among groups, known as the 'not invented here' syndrome, to reject
ideas and innovations that originated elsewhere. However, since the participants are from the same
organization, they would tend to have some shared understanding, which is a necessary condition for
successful collaboration. However, in many very large organizations, even this shared understanding is
missing because of their sprawl and scope. Sharing information and communicating the organization's vision
and mission widely to all staff members is crucial.
Many of the cultural barriers to collaboration are as prevalent within as between organizations. It has been
suggested that information can flow more easily between, say, software developers from different companies
meeting at a barbeque than between people from different departments within the same organization.
Organizations therefore need to create a culture of sharing and, often, to overcome political resistance to
working across silos.
Modern technologies have the potential to facilitate internal collaboration and also external collaboration
across time, distance and cultures.
b) Bilateral collaboration:
Bilateral collaboration is a simpler version of the consortium where two partners are involved. Nonetheless,
the same issues (see Clause 7) should be addressed.
c) Consortium:
A consortium is an association or combination of multiple partners. It is essential to agree in advance how the
consortium will work, the ownership of intellectual property, etc. (see Clause 7).
d) Open innovation:
The central idea behind open innovation is that in a world of widely distributed knowledge, with the border
between the organization and its environment becoming ever more permeable, organizations cannot afford to
7
---------------------- Page: 9 ----------------------
kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
rely entirely on their internal knowledge, but should instead look to complement it with external knowledge by,
for example, buying, licensing or co-generating processes or inventions from or with other organizations.
These are the 'inflows' in Figure 2. These can be used to better address the organization’s current market or
to extend its current boundaries and address new markets.
In addition, internal inventions not being used in an organization's business could be put to use through
licensing, joint ventures, spinoffs, for example. This creates new markets for others, as shown in Figure 2. The
IP policy should clearly state who will benefit from any income from licences or patents.
Figure 2 — Open innovation (after Henry Chesbrough)
5 Collaboration at different stages in the innovation process
Collaboration is integral to a wider on-going innovation management process (CEN/TS 16555-1). As such it
should be embedded in the organization's policy, sanctioned and supported by the organization’s leadership
and accepted by staff and other stakeholders. The leaders should define the reasons for innovating and the
scale of their ambition and be explicit in encouraging collaborative behaviour as part of the innovation
process.
Collaboration can take place at many different phases of innovation (see Figure 3) and the type of partner can
vary depending where one is in the process. For example, at the later stages the organization may not be
looking for a new idea but instead need to find a solution to a specific technical problem, require access to
manufacturing facilities or need marketing expertise – that is, looking for knowledge to solve a problem (which
may be about producing a new product or service) rather than knowledge that prompts or generates an
opportune innovation. All stages of the innovation process are important, not just idea generation, and
collaboration can be appropriate throughout.
8
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kSIST-TS FprCEN/TS 16555-5:2014
FprCEN/TS 16555-5:2014 (E)
Figure 3 — Schematic representation of the innovation management process (innovation funnel)
(CEN/TS 16555-1:2013, Figure 2)
6 Management of collaboration
6.1 General
There are many issues to be dealt with if collaboration is to be successful or, indeed, if it is to happen at all.
Although some of these are common to all forms of collaboration it is worth distinguishing between internal
and external cooperation needs.
6.2 Internal collaboration
6.2.1 Culture
One of the major issues, for large and small companies alike, is that the culture may not encourage, or may
actively discourage, collaboration. A culture change programme is then required in order to move from a
situation often expressed as 'knowledge is power' to one where sharing knowledge is empowering. Open
communications and the absence of
...
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