SIST EN ISO 56005:2021

SLOVENSKI STANDARD
oSIST prEN ISO 56005:2021
01-julij-2021
Upravljanje inovacij - Orodja in metode za upravljanje intelektualne lastnine (ISO
56005:2020)
Innovation management - Tools and methods for intellectual property management -
Guidance (ISO 56005:2020)
Innovationsmanagement - Werkzeuge und Methoden für IP Management - Leitfaden
(ISO 56005:2020)
Management de l’innovation - Outils et méthodes de management de la propriété
intellectuelle - Recommandations (ISO 56005:2020)
Ta slovenski standard je istoveten z: prEN ISO 56005
ICS:
03.100.40 Raziskave in razvoj Research and development
03.140 Patenti. Intelektualna lastnina Patents. Intellectual property
oSIST prEN ISO 56005:2021 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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oSIST prEN ISO 56005:2021
INTERNATIONAL ISO
STANDARD 56005
First edition
2020-11
Innovation management — Tools and
methods for intellectual property
management — Guidance
Management de l’innovation — Outils et méthodes de management
de la propriété intellectuelle — Recommandations
Reference number
ISO 56005:2020(E)
©
ISO 2020

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ISO 56005:2020(E)

COPYRIGHT PROTECTED DOCUMENT
© ISO 2020
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
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Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
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Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 IP management Framework . 1
4.1 Understanding the organization and its context . 1
4.2 Establishing systematic IP management . 2
4.3 IP management responsibility. 2
4.3.1 Leadership and commitment . 2
4.3.2 Organizational roles and responsibilities . 2
4.4 Culture . 3
4.4.1 Awareness . 3
4.4.2 Work environment . 4
4.5 Human capital . 4
4.5.1 People . 4
4.5.2 Knowledge and competence . 4
4.5.3 Education and training . 5
4.6 Financial considerations . 5
4.7 Legal considerations . 5
5 IP Strategy . 6
5.1 IP strategy goals . 7
5.2 Developing IP strategy . 8
5.3 Implementing IP strategy . 9
6 IP management in the innovation process .10
6.1 General .10
6.2 IP management in the "identify opportunities" process .11
6.2.1 Why.11
6.2.2 Input .11
6.2.3 How .12
6.2.4 Output .12
6.3 IP management in the "create concepts" process .12
6.3.1 Why.12
6.3.2 Input .12
6.3.3 How .13
6.3.4 Output .13
6.4 IP management in the " validate concepts " process .13
6.4.1 Why.13
6.4.2 Input .14
6.4.3 How .14
6.4.4 Output .14
6.5 IP management in the " develop solutions " process .14
6.5.1 Why.14
6.5.2 Input .15
6.5.3 How .15
6.5.4 Output .15
6.6 IP management in the " deploy solutions" process .15
6.6.1 Why.16
6.6.2 Input .16
6.6.3 How .16
6.6.4 Output .16
Annex A (informative) Tools and methods for invention record and disclosure .17
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Annex B (informative) Tools and methods for IP generation, acquisition and maintenance .21
Annex C (informative) Tools and methods for IP search .25
Annex D (informative) Tools and methods for IPR evaluation .27
Annex E (informative) Tools and methods for IP risk management .29
Annex F (informative) Tools and methods for IP exploitation .32
Bibliography .35
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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.
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Introduction
0.1 General
Every organization involved with innovation initiatives addresses intellectual property in one form
or another, because intellectual property is inextricably linked with innovation. Intellectual property
("IP") refers to unique, value-adding creations of the human intellect that result from human ingenuity,
creativity and inventiveness. IP is a type of property while intellectual property rights (“IPR”) are the
rights arising from different forms of IP.
IP enables the granting of property-like rights over new knowledge and creative expressions. For
example, IP relates to scientific or technological products or processes, software, data, know-how
literary and artistic works, designs, symbols and names. There are various types of IPRs that protect
different innovation outputs.
IP is becoming increasingly important on a global scale in today’s knowledge-based economy. IP is no
longer important just for large organizations, it is also important for smaller organizations because it
allows all organizations to capture the benefits of innovation. A consideration of third-party IP is also
relevant in order to ensure that organizations can leverage the outcome of their innovative efforts. It is
important to engage in IP management activities across the organization and amongst organizations.
For example, IP can facilitate ideas being co-developed, exchanged and traded.
An organization can leverage IP to achieve its business objectives and to implement innovation
initiatives for a range of purposes including:
— strategic positioning,
— finding routes to innovation,
— protecting innovation results,
— attracting and securing investment,
— increasing competitive advantage,
— establishing clear ownership of IP and IPR,
— establishing freedom to operate,
— creating innovation value,
— enabling collaboration.
IP strategy should be an integral part of the wider business and innovation strategies. Organizations
should be aware that considering IP only from a defensive perspective can obscure some benefits that IP
can achieve which can support additional innovation and business objectives. This is because effective IP
management enables an organization to optimize its IP assets to achieve a wide range of organizational
objectives. This also allows for maximizing the benefits associated with innovation, while managing
uncertainty and minimizing related risks and costs. IP management can enable collaboration with
partners, competitors, and customers, which can yield enhanced innovation outcomes. IP management
can create collective value through collaborative approaches (e.g. open-innovation, joint-development,
ecosystems, and network effects), and be a driver of additional sources of revenue (e.g. cash flows
through licensing).
Effective innovation management should include implementing an IP strategy which is aligned with the
business strategy. There are several activities associated with an IP strategy (illustrated in the outer
circle of Figure 1) and the implementation of these aspects results in positive outcomes (illustrated in
the inner circle of Figure 1).
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Figure 1 — IP management activities which contribute to innovation management
There is no universally appropriate IP strategy, since an IP strategy should be tailored to the needs of
an organization's business and innovation strategies. IP strategy is diverse depending on the context
of the organization, such as external and internal issues, including the maturity of the organization’s
innovation management.
Therefore, the IP strategy should be flexible enough to adapt and change over time. In other words, the
depth and breadth of an IP strategy should be adaptable to the changing context of the organization
over time.
0.2 Principles
The following principles, derived from the innovation management system provide a foundation for IP
management:
a) Realization of value
The management of IP should create value for all relevant stakeholders. This includes long-term and
short-term value; explicit and implicit value; financial and non-financial value.
b) Future-focused leaders
At the outset of an innovation initiative, leaders across the organization should inspire and engage
employees, and other interested parties, to generate, protect and leverage IP with a view to long-term
value creation for the organization.
c) Strategic direction
The organization should align the overall strategic direction for the management of IP with its business
and innovation strategies.
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d) Culture
The organization should foster and sustain shared values, beliefs, and behaviours across the
organization with a view to generating, protecting and leveraging IP for long-term value creation for
the organization.
e) Exploiting insights
The organization should access a diverse range of internal and external IP knowledge sources to
systematically develop the organization’s IP expertise and to support its innovation planning and
strategy.
f) Managing uncertainty
The organization should evaluate and manage innovation uncertainty and risks from an IP perspective,
with regard to the management of internal IP and awareness of external IP.
g) Adaptability
The organization should adopt relevant systematic IP management processes in a timely manner to
address changes in organizational context, and to ensure continued alignment with its desired purpose
and core capabilities.
h) Systems approach
The organization should manage IP based on a systems approach (instead of on an ad-hoc basis) with a
view to reducing organizational risks and enhancing value creation potential for the organization.
0.3 Structure of the document
The management of IP is necessary for effective innovation management. It provides a means for the
organization to obtain and maintain a dynamic core capability and to transform its innovation results
into valuable IP assets.
The organization should consider the following:
— An IP management framework, aimed at the implementation of IP management activities (Clause 4);
— An IP strategy as an integral part of the organization's business and innovation strategies (Clause 5);
— IP management activities tailored to the innovation process, especially taking account of the
changing context in different innovation stages (Clause 6, linked to ISO 56002:2019, Clause 8);
— IP tools used in support of IP management activities (Annex A to Annex F).
Figure 2 presents the structure of IP management with references to the clauses of this document.
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Figure 2 — Structure of IP management with reference to the clauses of this document
This document relates to the ISO 56000 family of standards, developed by TC 279, as follows:
a) ISO 56000:2020 Innovation management system — Fundamentals and vocabulary provides the
essential background for the understanding and implementation of this document.
b) ISO 56002:2019 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 56003:2019 Innovation management — Tools and methods for innovation partnerships -
Guidance provides guidance and tools to select external partnerships to enhance innovation success.
d) ISO/TR 56004:2019 Innovation management assessment – Guidance provides guidance for
organizations to plan, implement and follow-up on an innovation management assessment.
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oSIST prEN ISO 56005:2021
INTERNATIONAL STANDARD ISO 56005:2020(E)
Innovation management — Tools and methods for
intellectual property management — Guidance
1 Scope
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.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 56000: 2020 apply.
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/
4 IP management Framework
4.1 Understanding the organization and its context
The organization should determine external and internal issues and considerations that are relevant
to its organizational objectives and that affect its ability to achieve its intended IP strategic objectives.
The organization should:
a) scan and analyze the external environment, considering issues related to the following: a) areas
such as market, culture, technology, legal, regulatory and political aspects; b) geographic scope:
whether international, national or regional; c) time horizons - short, medium, or long term; d)
potential opportunities and threats, such as opportunities through collaborators or threats from
competitors;
b) analyze its internal environment in terms of business and innovation strategies and types of IP
assets of the organization, while considering issues related to: a) the business and innovation vision,
strategic direction, existing management practices; b) the business and innovation objectives and
planning to achieve them; c) existing IP owned by the organization or licensed to or from others;
d) process and resource strengths and weaknesses that can impact achievement of intended IP
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objectives; e) cultural aspects such as values, ethics beliefs, history, observed behaviours, attitudes,
and commitment at various levels of the organization;
c) identify interested parties (internal and external, current and future), that are relevant to IP
management in innovation, and determine their relevant needs, expectations, and applicable
requirements.
4.2 Establishing systematic IP management
IP management should take into account the activities, processes and supports that are required, how
they interact, and how continuous improvement can be achieved in accordance with this document.
In the context of IP management, the organization should decide whether to make an innovation
outcome publicly available without restriction or whether to protect it. If the decision is made to protect
the innovation, then the different forms of IP protection (e.g. copyright, trade secrets, trademarks -- see
Annex B) should be considered. IP management should also account for the fact that IPRs can provide
a ‘positive’ rights (rights to use what is protected) and ‘negative’ rights (rights to exclude third parties
from using what is protected) to the owner. This can depend on the type of IPR in question.
The organization should also provide measures to manage both, the potential positive and negative
aspects of IP and IPR.
4.3 IP management responsibility
4.3.1 Leadership and commitment
Top management should ensure that the responsibilities and authority for relevant roles are assigned
and communicated within the organization.
Top management should demonstrate leadership and commitment with respect to IP management by:
a) ensuring IP policy and objectives are established;
b) establishing and implementing an IP strategy which is aligned with (and supportive of) the
innovation strategy;
c) ensuring the established IP policy and objectives are aligned and evolve with the strategic direction
of the organization;
d) ensuring that the integration of IP management activities into the organization’s innovation
processes;
e) ensuring the resources and capabilities needed for IP management as needed;
f) communicating the importance of effective IP management throughout the organization;
g) ensuring that IP management achieves its intended outcome(s);
h) directing and supporting persons (e.g. sustained training and education in IP) to contribute to the
effectiveness of IP management;
i) promoting continual improvement of the management of IP.
4.3.2 Organizational roles and responsibilities
IP management responsibilities related to innovation should include:
a) establishing appropriate activities and related support for managing IP;
b) defining what innovation outputs should be made publicly available without restriction, or else
protected, and if so, when, how (e.g. patent, copyright, design, trademark or trade secret) and where;
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c) establishing and maintaining an inventory of the organization's IP assets to ensure controlled
access to it by persons, internally and externally, when necessary for the organization’s work;
d) according to legal considerations (see 4.7), periodically monitoring IP in the public domain that is
relevant for the organization, as input to innovation activities and initiatives; as well as to avoid
potential infringement or to provide innovation reference and inspiration;
e) according to legal considerations (see 4.7), managing potential infringements of the organization's
IP by other parties;
...