Innovation management - Part 4: Intellectual property management

This Technical Specification provides guidance to assist an organization to identify, capture, and safeguard intellectual property, in order to:
-   provide organizations with an overview of the fundamental principles of intellectual property management, in the context of the innovation process;
-   promote best practices in intellectual property matters that result in efficiently acquiring intellectual property, while increasing the organizations’ ability to effectively address intellectual property owned by third parties.
This Technical Specification is applicable to all types of organization, including the public sector. Special consideration has been given to the needs of SMEs.

Innovationsmanagement - Management von Intellectual Property

Diese Technische Spezifikation ist ein Leitfaden zur Unterstützung von Organisationen bei der Ermittlung, Erfassung und beim Schutz von geistigem Eigentum, um:
-   Organisationen einen Überblick über die wesentlichen Grundsätze des Managements des geistigen Eigentums im Rahmen des Innovationsprozesses zu geben;
-   beste Verfahrensweisen in Belangen geistigen Eigentums zu fördern, die effizient zur Erlangung geistigen Eigentums führen, während die Fähigkeit der Organisation zur effektiven Handhabung von geistigem Eigentum im Besitz von Drittparteien verbessert wird.
Diese Technische Spezifikation ist für alle Arten von Organisationen anwendbar, einschließlich des öffentlichen Sektors. Die Bedürfnisse kleiner und mittelständischer Unternehmen (KMU) wurden besonders berücksichtigt.

Management de l'innovation - Partie 4 : Management de la propriété intellectuelle

La présente Spécification technique fournit des lignes directrices pour aider un organisme à identifier, acquérir et protéger la propriété intellectuelle, afin de :
-   fournir aux organismes un aperçu général des principes essentiels du management de la propriété intellectuelle, dans le contexte du processus d'innovation ;
-   promouvoir les meilleures pratiques en matière de propriété intellectuelle, afin d'acquérir efficacement une propriété intellectuelle, tout en augmentant la capacité des organismes à traiter efficacement la propriété intellectuelle détenue par des tierces parties.
La présente Spécification technique s'applique à tous les types d'organisme, y compris au secteur public. Une attention particulière a été portée aux besoins des PME.

Upravljanje inovacij - 4. del: Upravljanje intelektualne lastnine

Ta tehnična specifikacija zagotavlja navodila za pomoč organizaciji pri opredelitvi, zajemu in varovanju intelektualne lastnine, da bi:
– organizacije dobile pregled nad temeljnimi načeli upravljanja intelektualne lastnine v okviru procesa inovacij;
– se spodbujale najboljše prakse v zadevah intelektualne lastnine, ki vodijo v učinkovito pridobivanje intelektualne lastnine, hkrati pa bi se izboljševala sposobnost organizacij za učinkovito obravnavanje intelektualne lastnine v lasti tretje strani.
Ta tehnična specifikacija se lahko uporablja za katero koli vrsto organizacije, tudi za javni sektor. Posebna pozornost je namenjena potrebam malih in srednje velikih podjetij.

General Information

Status
Published
Public Enquiry End Date
24-Sep-2014
Publication Date
18-Jan-2015
Technical Committee
Current Stage
6060 - National Implementation/Publication (Adopted Project)
Start Date
05-Jan-2015
Due Date
12-Mar-2015
Completion Date
19-Jan-2015

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SLOVENSKI STANDARD
SIST-TS CEN/TS 16555-4:2015
01-februar-2015
Upravljanje inovacij - 4. del: Upravljanje intelektualne lastnine
Innovation management - Part 4: Intellectual property management
Innovationsmanagement - Management von Intellectual Property

Management de l'innovation - Partie 4 : Management de la propriété intellectuelle

Ta slovenski standard je istoveten z: CEN/TS 16555-4:2014
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
03.140 Patenti. Intelektualna lastnina Patents. Intellectual property
SIST-TS CEN/TS 16555-4:2015 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 16555-4:2015
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SIST-TS CEN/TS 16555-4:2015
TECHNICAL SPECIFICATION
CEN/TS 16555-4
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
December 2014
ICS 03.100.40; 03.100.50; 03.140
English Version
Innovation management - Part 4: Intellectual property
management

Management de l'innovation - Partie 4 : Management de la Innovationsmanagement - Teil 4: Management des

propriété intellectuelle geistigen Eigentums

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 16555-4:2014 E

worldwide for CEN national Members.
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Contents Page

Foreword ..............................................................................................................................................................3

Introduction .........................................................................................................................................................4

1 Scope ......................................................................................................................................................5

2 Normative references ............................................................................................................................5

3 Terms and definitions ...........................................................................................................................5

4 Concept and purpose of intellectual property management ............................................................6

5 The intellectual property strategy ........................................................................................................8

5.1 The role of top management .................................................................................................................8

5.2 Interactions with various functions .....................................................................................................9

5.3 Competences and skills requirements ............................................................................................. 10

5.4 Budget and cost control .................................................................................................................... 11

5.5 Communication ................................................................................................................................... 11

6 Implementation of the IP strategy ..................................................................................................... 12

6.1 Traceability .......................................................................................................................................... 12

6.2 IP decision making ............................................................................................................................. 12

6.3 Strategic intelligence and risk management ................................................................................... 13

6.4 IPR portfolio development, management and exploitation ............................................................ 14

6.4.1 Structuring IPR portfolio .................................................................................................................... 14

6.4.2 Analysis of the potential IPR ............................................................................................................. 14

6.4.3 Intellectual property exploitation ...................................................................................................... 15

6.4.4 Acquisition, sale, concession and licensing (-in and -out) of third parties IP rights .................. 16

Annex A (informative) Authenticated documentation to record IP ............................................................. 17

Annex B (informative) Innovation and invention disclosure ....................................................................... 18

Annex C (normative) Methods and criteria for the assessment of IP rights .............................................. 19

C.1 Objectives and principles .................................................................................................................. 19

C.2 Strategic criteria.................................................................................................................................. 20

C.3 Qualitative criteria............................................................................................................................... 22

C.4 Quantitative criteria ............................................................................................................................ 23

Annex D (informative) IP and standardization ............................................................................................... 26

D.1 General ................................................................................................................................................. 26

D.2 Various strategies of the organization relayed by intellectual property ....................................... 27

Annex E (informative) Intellectual property management in a collaborative environment ...................... 28

E.1 Introduction ......................................................................................................................................... 28

E.2 Definition ............................................................................................................................................. 28

E.3 Scope of collaborative contexts ........................................................................................................ 29

E.4 Different types of collaboration in the innovation process ............................................................ 29

E.5 Legal ..................................................................................................................................................... 30

E.6 Collaboration to create; impact of financing sources on IP ownership, assignment ................. 31

E.7 General best practices to comply with ............................................................................................. 31

Bibliography ..................................................................................................................................................... 33

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Foreword

This document (CEN/TS 16555-4:2014) 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.

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Introduction

This Technical Specification CEN/TS 16555-4 is linked to CEN/TS 16555-1:2013 (especially to

CEN/TS 16555-1:2013, 11.4).

The effective management of intellectual property, developed as a lever and a tool to support the process of

innovation, is a necessary prerequisite for organizations' development, growth and protection of their

competitiveness. Intellectual property management thus supports, gives rise to and enhances outcomes of the

innovation process.

Intellectual property management includes observation and analysis of third parties' intellectual property, for

instance, for the purpose of achieving freedom to operate for an organization's products.

In order to adequately address intellectual property management, the organization should consider the

following:

— intellectual property strategy, as an integral part of the organization's business strategy;

— intellectual property strategy, as an integral part of innovation management strategy;

— the safeguarding of the potential intellectual property throughout the entire organization;

— methods used to manage and use intellectual property as a support of business strategy, for example

traceability, protection);
— applicable legislation in the territories or regions under consideration;

— costs of obtaining and maintaining intellectual property and possible enforcement costs which could

ensue;

— differences in the contribution of various public authorities to acquiring IP rights and promoting practices

throughout the world;
— methods of protecting ‘know-how’, where appropriate.

In this Technical Specification, the terms intellectual property and intellectual property rights are precisely

defined, and are given a broad and general definition in Clause 3.
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1 Scope

This Technical Specification provides guidance to assist an organization to identify, capture, and safeguard

intellectual property, in order to:

— provide organizations with an overview of the fundamental principles of intellectual property management,

in the context of the innovation process;

— promote best practices in intellectual property matters that result in efficiently acquiring intellectual

property, while increasing the organizations’ ability to effectively address intellectual property owned by

third parties.

This Technical Specification is applicable to all types of organization, including the public sector. Special

consideration has been given to the needs of SMEs.
2 Normative references
Not applicable.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1
background
pre-existing IP that a party brings to a collaborative joint venture
3.2
foreground

intellectual property and/or intellectual property rights that are collectively generated by the one or more of

parties within a collaborative joint venture
3.3
freedom to operate

state wherein a product or service is not exposed to IP other than own IPR or licensed-in IPR

3.4
intellectual property (IP)

part of intellectual assets owned by a person or organization as a result of creations of the mind or the intellect

Note 1 to entry: Intellectual property can be either registered (i.e. statutory) or unregistered (i.e. non statutory or

owned by default without any specific registration action).
3.5
intellectual property rights (IPR)
legally protected intellectual property which can be registered and unregistered
3.6
side ground

IP that may be generated by a party during the period of the collaborative joint venture, but specifically

excluded from the scope of the joint venture
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4 Concept and purpose of intellectual property management

IP management involves identifying, tracing along time, deciding on publishing and potentially safeguarding IP

on an individual IP level. IP to be managed includes technical inventions, trademarks, software, know-how,

etc.
Core aspects of IP management are:
— identifying and managing IP created within the organization;
— identifying IP held by other organizations;

— managing the organization's IP rights portfolio through the discovery, acquisition, maintenance, trading

and relinquishing of IP rights (see 6.4);

— identifying, mitigating and managing risks emerging from other organizations' IP rights and determining

level of freedom to operate for innovation created by the innovation process. An innovation created by the

innovation process may achieve a high level of freedom to operate or may, by hedging against risks from

other organizations, create legal risks for them;
— supporting the innovation process and safeguarding results emerging from it.

The organization should begin the IP management process by identifying and tracing IP, then making

management decisions as to how to deal with such identified IP. These decisions depend of the type of IP.

IP management should take appropriate measures to secure confidentiality with respect to otherwise

unprotected IP such as know-how, invention disclosure, trade secret, or yet unfiled patent applications.

Intellectual property can be protected by a variety of legal rights. Some IP rights come into existence

automatically (e.g. copyright), some need to be registered (e.g. patents), and for some registration is an option

which can provide additional benefits (e.g. trademarks). In some cases there are strict criteria and dates which

should be adhered to. This applies particularly to patents (for technical inventions), where premature public

disclosure, or failing to meet deadline dates can invalidate the protection. Since IP rights can vary between

jurisdictions, it is important to check the rules in the countries where protection is required.

In all cases, it is important to be able to provide evidence of creation, in case challenged. In practice this

means that evidence, legally acceptable in a court of law, should be kept to prove date of creation,

contributors and their relative contributions.
For technical inventions:

— keeping IP proprietary by means of confidentiality or by means of legal protection;

— making IP public to ensure the IP remains publicly available and cannot be protected by others;

— documentation and register maintenance of use of IP;
NOTE See Annex A.

— registering of or licensing-in of other organizations' IP rights to achieve freedom to operate;

— licensing-out the organization's IP;
— challenging other organizations' IP rights to achieve freedom to operate.
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For trademarks:
— acquisition of trademarks;
— observing use of organization's trademarks;
— observing other organizations' trademark activities;
— challenging other organizations' trademark IP rights if they conflict.
For copyrights including software:

— documentation of creation and use of copyright-protectable creations such as printed publications,

software, etc.
For designs:
— application of design rights and patents;
— observing other organizations' design protection activities;

— acquisition of or licensing-in other organizations' design rights and patents to achieve freedom to operate;

— invalidating other organizations' design rights and patents to achieve freedom to operate.

The organization should refer to 6.2 and Figure 1 below for criteria to be applied in IP decision making.

Figure 1 — IP decision tree

The IP rights portfolio management should be customized to suit the particular product field, the level of

collaborative activity and the protection required in each territory (see 6.4).

The IP management process should continuously monitor and be administratively interlinked with the

innovation process (see Figure 2).
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Figure 2 — Interaction of IP in the innovation process

The purpose of IP management is to support the innovation strategy (see CEN/TS 16555-1) and to safeguard

results emerging from it.

IP management is the management of an organization's IP assets to support organization's innovation and

growth. This also involves the management of any legal rights associated with the IP, which includes obtaining

the legal protection and enforcing it as appropriate.

An innovation created by the innovation process may either provide a positive outcome with freedom to

operate or a negative outcome where infringement is likely on IP which is the property of another organization.

Even the IP relative to this innovation may protect against risks from such other organizations by creating

legal risks for them in return.
5 The intellectual property strategy
5.1 The role of top management

The organization should have an intellectual property strategy. The organization should include IP as a

consistent component of its innovation management strategy and likewise of the organization's business

strategy.
In developing an IP strategy, the following should be considered:

— intellectual property as a guarantee of the organization's exclusive use of its own innovations (“freedom to

operate”);

— intellectual property as a competitive advantage or as a response to exogenous constraints of a market,

or market segment;

— intellectual property as an element of the organization's asset base for attracting investors;

— intellectual property as a decision support tool for structuring partnerships and research programmes for

research bodies, whenever transfer of technology (and if appropriate of intellectual property assets) to

industry is contemplated;

— intellectual property as a contributor to market value (through increase of the assets base).

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Top management should define and ensure that the overall organization strategy, including the innovation

management strategy, is applied to:

— areas for strategic development: core business technologies, timelines and milestones in terms of

strategy deployment, etc.;

— research and development business model and policy: internal development, joint development,

acquisition, outsourcing, sale, licensing (in, i.e. subscription to licenses from third parties, or out, i.e.

granting licenses from own IP to third parties), etc.;
— participation in standardization and regulation bodies;
NOTE 1 See Annex D and Annex E for more details.

— management of operating risks relating to the IP of third parties (risks of infringement of known third party

IP, of opposition by previously unknown third party IP, restrictions on freedom to operate, etc.);

— appoint an IP management structure responsible for implementation of the intellectual property strategy,

for management of the portfolio of associated IP rights, and for development of the organization's IP

assets (detection, creation, protection, monetization, etc.);

— definition of missions and tasks for the IP management structure, in accordance with the organization's

policy, consistent with related resources and budgets, and consistent with the recognized strategic value

of intellectual property within the innovation management strategy;

— identification of the framework of responsibilities and empowerment, the definition of functional and

hierarchical lines of reporting, for the IP management structure;

— structure and manage collaborative innovation projects with regards to their IP creations and IPR

assignment components, thus IP management contribute to the success of the collaborative

management (see CEN/TS 16555-5 for information).

NOTE 2 It is the IP management structure's responsibility to propose an efficient intellectual property strategy in line

with the organization's strategy and with its explicit objectives for value creation.

Top management should establish and approve:

— a strategy for the IP management that supports the innovation management strategy;

— an organizational structure and process that secures the integration of the IP management structure into

the deployment of the organization's strategy;

— a set of competences and resources (e.g. human, infrastructure, tools and methods) securing the

availability of all the skills required to execute the process and implement the IP strategy.

IP management responsibilities should be clearly identified, documented and shared with the rest of the

organization, in particular in the framework of their interactions with other functions in the organization.

These responsibilities can be assumed by a single person or a team; the IP management may report to the

top management, be part of the top management team, or even assumed by the top management itself. As an

IP strategy cannot be outsourced, its deployment can be partially delegated to an outside consultant (patent

attorney or IP counsel, for example).
5.2 Interactions with various functions

The IP management should interact with relevant functions within the organization, as a contributor to the

success of their own missions depending on the size of the organization. For example:

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— executive committee;
— operational management;

— risk and quality management (in particular legal and technology related risks impacting on the freedom to

operate);

— licensing (if this function is separate from the others): proposal and preparation of licensing programmes,

interactions with IP counsels, development of the portfolios of licensable IP assets, negotiations, etc.;

— R&D: innovations, technical analyses, competitive analyses, counterfeit detection, technology scouting

(monitoring of third-party technologies of interest for the business's development), technical and legal

analyses including freedom-to-operate analyses;

— legal: contractual aspects (confidentiality, purchase, sale, partnership and licensing contracts, etc.),

processing of anti-counterfeiting litigation, assignment of intellectual property ownership in collaborative

R&D programmes, in employment of interns or temporary collaborators for innovative projects, etc.;

— marketing: business plan (margins, market shares, etc.), information on markets, growth factors and

macro trends, counterfeiting detection, choice of brands, development of products and services offerings,

etc.;

— finance-accounting-tax management: budget, license fees paid or received, accounting for and reporting

of intellectual property assets, (example: compliance with US IFRS rules concerning valuation of

intangible assets);

— purchasing: subcontracting of all or part of developments, validation of freedom to operate on purchased

components, technologies or tools;

— strategy: role of IP assets in mergers and acquisitions, diversification or divestitures (withdrawals from

strategic segments, assets portfolios rationalization, etc.).
5.3 Competences and skills requirements
The IP management should have access to the following competencies:

— specialized skills, internal and/or external, for management of intellectual property in all of its aspects

(detection, creation, protection, monetization);

— resources for raising awareness and for training, which addresses all personnel whose duties and

responsibilities likely expose them to the issues of intellectual property: freedom of operation, protection

of knowledge and IP, value creation, monetization of intangible assets.

Top management should explicitly exert “make vs buy” choices in terms of mastering internally the resources

and skills necessary for efficient deployment of the IP strategy, or outsourcing these resources. Top

management should periodically revisit these choices as well as the positioning of the IP management within

the organization, since resources and management structure required for efficient implementation of the IP

strategy can evolve.

The corresponding framework could be a yearly IP specific hiring and training plan, jointly designed by top

management and the human resources function, explicitly meant to meet the requirements and key success

factors of the selected intellectual property strategy.
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5.4 Budget and cost control

The organization should execute rolling forecasts and allocate an appropriate budget for the IP management

structure, in compliance with the investment policy and consistent with the financial requirements of the

efficient management of the IP rights portfolio.

The organization should record and monitor expenditures directly and indirectly linked to the IP management

structure and its activities, through financial tools such as dedicated cost accounting. This monitoring should

be run on a periodic basis, detailed by type of expenditure (salaries, official fees, filing and maintenance costs,

taxes, litigation costs, royalties revenues, etc.) as well as by technology or innovation and by type of IP asset

(patent, brand, design or model, domain, database, know-how).
EXAMPLE

— For patents, monitoring may concern each title per country of filing, and should differentiate the costs of filing and

granting of titles from the yearly maintenance costs (annuities), since the latter may be used as adjustment variables

in budgetary arbitrations;

— for licenses taken out by the organization, monitoring may concern licenses for patents, brands, designs and domain

names and identify the specific corresponding profit and loss accounts.

The organization should consider divestiture from specific IP rights in specific circumstances such as budget

constraints, technology strategy or geographic arbitrages (withdrawal from markets or countries), mergers and

acquisitions, etc. The organization should establish a process to select the IP rights to be reserved or retained

in such circumstances as against those to be abandoned or sold, using as guidelines the requirements of its

corporate, technology and marketing strategies. This realignment process between the global budget and the

organization's strategy should not be only part of expenditure control measures but should be also a positive

tool to ensure an adequate return of investment on IP rights investments.

The IP management structure should anticipate extraordinary costs linked to opposable third party IP rights

and restrictions on freedom to operate. In the event of confirmed exposure to such opposable third-party

rights, the IP management should recommend the constitution of financial provisions for the implementation of

suitable corrective action plans, including litigations. Wherever applicable, such financial provisions should

cover any estimate of future compensations that might be paid as a result of litigations, licensing-in, or any

other corrective action prompted by the opposable third party IP rights.
5.5 Communication

The organization should communicate its IP strategy both internally and externally:

a) Internal communication should address:

1) visibility and legitimacy of the IP management structure responsible for implementing the IP strategy

and in particular managing the portfolio of IP rights;
2) visibility, legibility and consistency of the IP st
...

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