Efficient management of IP is key to support the process of innovation, is essential for organizations' growth and protection, and is their engine for competitiveness. This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels: — Creating an IP strategy to support innovation in an organization; — Establishing systematic IP management within the innovation processes; — Applying consistent IP tools and methods in support of efficient IP management. This document can be used for any type of innovation activities and initiatives.

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1.1 This document provides the vocabulary, fundamental concepts and principles of innovation management and its systematic implementation. It is applicable to: a) organizations implementing an innovation management system or performing innovation management assessments; b) organizations that need to improve their ability to effectively manage innovation activities; c) users, customers and other relevant interested parties (e.g. suppliers, partners, funding organizations, investors, universities and public authorities) seeking confidence in the innovation capabilities of an organization; d) organizations and interested parties seeking to improve communication through a common understanding of the vocabulary used in innovation management; e) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems; f) developers of innovation management and related standards. 1.2 This document is intended to be applicable to: a) all types of organizations, regardless of type, sector, maturity-level or size; b) all types of innovations, e.g. product, service, process, model and method, ranging from incremental to radical; c) all types of approaches, e.g. internal and open innovation, user-, market-, technology- and design-driven innovation activities. This document specifies the terms and definitions applicable to all innovation management and innovation management system standards developed by ISO/TC 279.

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1.1 This document provides guidance for the establishment, implementation, maintenance, and continual improvement of an innovation management system for use in all established organizations. It is applicable to: a) organizations seeking sustained success by developing and demonstrating their ability to effectively manage innovation activities to achieve the intended outcomes; b) users, customers, and other interested parties, seeking confidence in the innovation capabilities of an organization; c) organizations and interested parties seeking to improve communication through a common understanding of what constitutes an innovation management system; d) providers of training in, assessment of, or consultancy for, innovation management and innovation management systems; e) policy makers, aiming for higher effectiveness of support programs targeting the innovation capabilities and competitiveness of organizations and the development of society. 1.2 All the guidance within this document is generic and intended to be applicable to: a) all types of organizations, regardless of type, sector, or size. The focus is on established organizations, with the understanding that both temporary organizations and start-ups can also benefit by applying these guidelines in all or in part; b) all types of innovations, e.g. product, service, process, model, and method, ranging from incremental to radical; c) all types of approaches, e.g. internal and open innovation, user-, market-, technology-, and design-driven innovation activities. It does not describe detailed activities within the organization, but rather provides guidance at a general level. It does not prescribe any requirements or specific tools or methods for innovation activities.

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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.

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This document will help the user understand why it is beneficial to carry out an Innovation Management Assessment (IMA), what to assess, how to carry out the IMA, and thus maximize the resulting benefits, which are universally applicable to: — organizations seeking sustained success in their innovation activities; — organizations performing IMAs; — users and other interested parties (e.g. customers, suppliers, partners, funding organizations, universities and public authorities) seeking confidence in an organization's ability to manage innovation effectively; — interested parties seeking to improve communication through a common understanding of Innovation Management (IM), via an assessment; — providers of training, assessment, or advice in IM; — developers of related standards; — academics interested in research related to IMA. Further, this document is intended to be applicable to: — all types of organizations, regardless of sector, age, size, or country; — all approaches to IM regardless of their level of sophistication, and complexity; — all modalities of managing innovation whether centralized or decentralized; — all ways to innovate, e.g. internal, collaborative, open, user-, market- or technology-driven innovation; — all types of innovation such as product, service, process, business model, organizational innovation from incremental to radical.

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