ISO/TS 44005:2026

Technical
Specification
ISO/TS 44005
First edition
Collaborative business relationship
2026-06
management system — Guidance
on leadership for collaborative
working
Système de management collaboratif des relations d'affaires —
Recommandations en matière de leadership pour le travail
collaboratif
Reference number
© ISO 2026
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ii
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 1
4.1 Requirements of ISO 44001 .1
4.2 Leadership challenge .1
4.3 Recommendations for consideration by leaders .2
5 Leadership . 2
5.1 Requirements of ISO 44001 .2
5.2 Leadership challenge .2
5.3 Recommendations for consideration by leaders .3
6 Planning . 3
6.1 Requirements of ISO 44001 .3
6.2 Leadership challenge .3
6.3 Recommendations for consideration by leaders .4
7 Support . 4
7.1 Requirements of ISO 44001 .4
7.2 Leadership challenge .4
7.3 Recommendations for consideration by leaders .5
8 Operations . 5
8.1 Operational planning and control .5
8.1.1 Requirements of ISO 44001 .5
8.1.2 Leadership challenge .5
8.1.3 Recommendations for consideration by leaders .6
8.2 Operational awareness .6
8.2.1 Requirements of ISO 44001 .6
8.2.2 Leadership challenge .6
8.2.3 Recommendations for consideration by leaders .6
8.3 Knowledge .6
8.3.1 Requirements of ISO 44001 .6
8.3.2 Leadership challenge .6
8.3.3 Recommendations for consideration by leaders .7
8.4 Internal assessment .7
8.4.1 Requirements of ISO 44001 .7
8.4.2 Leadership challenge .7
8.4.3 Recommendations for consideration by leaders .7
8.5 Partner selection .8
8.5.1 Requirements of ISO 44001 .8
8.5.2 Leadership challenge .8
8.5.3 Recommendations for consideration by leaders .8
8.6 Working together .8
8.6.1 Requirements of ISO 44001 .8
8.6.2 Leadership challenge .9
8.6.3 Recommendations for consideration by leaders .9
8.7 Value creation .9
8.7.1 Requirements of ISO 44001 .9
8.7.2 Leadership challenge .9
8.7.3 Recommendations for consideration by leaders .10
8.8 Staying together .10
8.8.1 Requirements of ISO 44001 .10

iii
8.8.2 Leadership challenge .10
8.8.3 Recommendations for consideration by leaders .11
8.9 Exit strategy activation .11
8.9.1 Requirements of ISO 44001 .11
8.9.2 Leadership challenge .11
8.9.3 Recommendations for consideration by leaders .11
9 Performance .12
10 Improvement .12
Bibliography .13

iv
Foreword
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This document was prepared by Technical Committee ISO/TC 286, Collaborative business relationship
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.

v
Introduction
Dynamic leadership is a key facet of every successful business venture. In the context of managing any
partnering, alliance or collaborative programme, where the delivery process bridges organizational
boundaries, the role of the leadership is even more crucial. Developing an effective operational focus is a
challenge in most business environments, but where the traditional command and control structure needs
to embrace cross-functional operations between organizations, the coordination and direction of the
venture is even more complex, and motivation and influence become vital to success.
With respect to this document, it is important to distinguish the term “leadership” as an activity and as a
characteristic of leaders. The term “leaders” is more commonly associated with senior management who,
while having an important role in any collaborative arrangement, leadership activities cascade through in
every level in an organization or in diverse operational teams.
In the context of collaborative relationship, the role of leaders is crucial to developing and maintaining the
ethos of collaboration and establishing the environment where it can prosper. When multiple organizations
are merged together, operating processes and systems can overlap or interact and tensions can be created.
A collaborative culture is both a consequence of the wider business environment within which an
organization operates and a construct of the way it is organized and operated. The external aspect is
partially beyond the control of business leaders; other than in understanding the organization’s visions
and values, its strategic objectives and direction can be selective. In understanding the desired direction
and drivers, the leadership can take steps to refocus their traditional culture and improve their ability to
function more effectively in areas where opportunities do or can exist. Understanding the cultural picture
(whether national, regional, corporate or organizational) helps build confidence to expand the degree of
interaction, with the aim of creating longer-term relationships that are mutually beneficial.
The management system standard ISO 44001 provides a framework to support and develop collaborative
business relationships, including the key requirements for maintaining relationships over time. This
document highlights and reinforces the importance of leadership and the role of leaders within each stage of
the relationship life cycle. The structure of this document therefore follows the structure of the framework.
This document uses a common approach, as follows:
— Requirements of ISO 44001: The requirements of ISO 44001 that this document addresses.
— Leadership challenge: An explanation of how this differs from traditional leadership.
— Recommendations for consideration by leaders.

vi
Technical Specification ISO/TS 44005:2026(en)
Collaborative business relationship management system —
Guidance on leadership for collaborative working
1 Scope
This document gives guidance for leaders operating in collaborative arrangements in alignment with the
structure of ISO 44001.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 44001, Collaborative business relationship management systems — Requirements and framework
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 44001 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
the leadership
executive/senior management responsible for establishing a collaborative culture and operation of
collaborative working activities
3.2
leader
people at any level who are charged with implementing collaborative activities
3.3
leadership
style of working including actions and activities required to ensure effective collaborative working
4 Context of the organization
4.1 Requirements of ISO 44001
The requirements include elements addressing the overall context of the organization, including interested
party engagement, the scope of collaborative activities, systems and organizational values.
4.2 Leadership challenge
Relationships are key to business success, so it is unrealistic to assume that such a critical aspect can be left
to chance. It is important to understand that while organizations can try to project a persona, they are made
up of people and are dependent on their people. Relationships cannot be left to rely on osmosis, attrition or

inaction to develop the appropriate behaviours to support that ethos and culture. Leaders should strive to
embed both structure and collaborative leadership in order to exploit the potential benefits.
Successful leadership has always relied on an individual’s ability to articulate their vision and intent to those
charged with delivering outcomes. Charismatic leaders can inspire the people around them and under their
direction. In a world of diversified, even fragmented organizations, the implications that can emerge from
outside the directly linked participants can be equally damaging. With the proliferation of communications
and technology there is the opportunity to harness these for wider reach, but there is also the potential for
negative influences to gain momentum and become major obstacles to success and reputations. As leaders
seek to drive collaborative enterprises in an integrated world, the more traditional aspects of interested
party management should be re-evaluated and developed.
4.3 Recommendations for consideration by leaders
In relation to the context of the organization, leaders should:
— raise the profile and importance of relationships across the organization;
— identify the values and principles of the organization that have the possibility of being compromised by
association;
— recognize that systems and processes do not replace people’s individual character and ambitions;
— place greater emphasis on embracing the impact of relationships to drive success;
— understand the whole interested party community and not simply the supporters and potential blockers,
as collaborative relationships can have many influencers based on diversity and culture;
— identify those that see collaborative working as an opportunity and those who can potentially have
significant reservations;
— develop strategies to facilitate understanding and engagement;
— implement a robust communications strategy and plan to ensure that engagement is sustained;
— develop high trust culture as an imperative for collaborative organizations;
— emphasis soft skills as essential for leading change and collaboration in a multi-generational workforce.
5 Leadership
5.1 Requirements of ISO 44001
Requirements for leadership include validation of the commitment to collaborative working, establishment
of policies, definition of roles and responsibilities, allocation of authorities and accountability, appointment
of a senior executive responsible (SER) and effective governance.
5.2 Leadership challenge
Effective leaders should recognize that their role is to be the advocate of the collaboration within their
own organizations; this advocacy can often be in conflict with internal structures. Making the shift from
a traditional hierarchical relationship to co-creators often demands both organizational and personal
realignment of thinking and approaches. Effective leadership should operate not from a position of power
but from the ability to influence and inspire, while having an understanding of their relative power. The
most successful leadership will take its strength from being able to draw parties together and create
solutions that use the full potential to optimize performance to produce outcomes which cannot be achieved
in isolation.
The role of leadership in this collaborative environment is more complex than for traditional organizations.
Not only does it have to meet the normal demands of team building and motivation, but also, in a virtual

context, this must be achieved against the variable background of time, power, distance and cultural
diversity. This demands creative leaders with the ability to establish the visions and values that will support
a collaborative arrangement.
Leadership styles should differ, depending on circumstances: in a crisis an urgent decision-maker is
needed, in a stable state consistency of direction is required, and future development requires a visionary
perspective. This is a difficult combination to find, where hierarchical organizational structures fail to
provide the agility and flexibility needed to optimize the effectiveness of responses to critical issues and
build environments where the benefits of collaboration can be exploited and enhanced.
5.3 Recommendations for consideration by leaders
In relation to leadership, leaders should:
— place greater emphasis on embracing the impact of relationships to drive success;
— establish the values by which the organization will govern its performance and operations; these will
likely influence any strategic developments;
— ensure these values are embedded in the organization at every level and are reflected in decision-making
and behaviours both internally and externally;
— develop a business strategy that recognizes the global implications and embraces the opportunities which
can come from adopting collaborative approaches and where external relationships can compromise the
organization’s values;
— understand their own strengths and weaknesses and how these are reflected in the leadership style that
is required to harness collaborative working;
— lead by example and consider how best to motivate those around them;
— be careful not to encourage or endorse opportunistic behaviours by setting targets and incentives that
can detract from the organization’s collaborative ethos;
— evaluate processes to reduce obstacles and constraints on building relationships;
— develop a structured approach to relationship management and evaluate its impact on risk management.
6 Planning
6.1 Requirements of ISO 44001
In planning collaborative activities, the requirements include management of risk, identification of
collaborative opportunities, prioritization of relationships, business aims, drivers, object
...