SIST EN ISO 56003:2021

SLOVENSKI STANDARD
01-marec-2021
Nadomešča:
SIST-TS CEN/TS 16555-5:2015
Upravljanje inovacij - Orodja in metode za inovacijsko partnerstvo - Navodilo (ISO
56003:2019)
Innovation management - Tools and methods for innovation partnership - Guidance (ISO
56003:2019)
Innovationsmanagement - Werkzeuge und Methoden für Innovationspartnerschaften -
Leitfaden (ISO 56003:2019)
Management de l'innovation - Outils et méthodes pour les partenariats en innovation -
Lignes directrices (ISO 56003:2019)
Ta slovenski standard je istoveten z: EN ISO 56003:2021
ICS:
03.100.40 Raziskave in razvoj Research and development
03.100.50 Proizvodnja. Vodenje Production. Production
proizvodnje management
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

EN ISO 56003
EUROPEAN STANDARD
NORME EUROPÉENNE
January 2021
EUROPÄISCHE NORM
ICS 03.100.01; 03.100.40 Supersedes CEN/TS 16555-5:2014
English Version
Innovation management - Tools and methods for
innovation partnership - Guidance (ISO 56003:2019)
Management de l'innovation - Outils et méthodes pour Innovationsmanagement - Werkzeuge und Methoden
les partenariats en innovation - Lignes directrices (ISO für Innovationspartnerschaften - Leitfaden (ISO
56003:2019) 56003:2019)
This European Standard was approved by CEN on 13 December 2020.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, 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: Rue de la Science 23, B-1040 Brussels
© 2021 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 56003:2021 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
The text of ISO 56003:2019 has been prepared by Technical Committee ISO/TC 279 "Innovation
management” of the International Organization for Standardization (ISO) and has been taken over as
which is held by UNE.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by July 2021, and conflicting national standards shall be
withdrawn at the latest by July 2021.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
This document supersedes CEN/TS 16555-5:2014.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland,
Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of
North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the
United Kingdom.
Endorsement notice
The text of ISO 56003:2019 has been approved by CEN as EN ISO 56003:2021 without any modification.

INTERNATIONAL ISO
STANDARD 56003
First edition
2019-02
Innovation management — Tools and
methods for innovation partnership
— Guidance
Management de l'innovation — Outils et méthodes pour les
partenariats en innovation — Lignes directrices
Reference number
ISO 56003:2019(E)
©
ISO 2019
ISO 56003:2019(E)
© ISO 2019
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
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below or ISO’s member body in the country of the requester.
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Published in Switzerland
ii © ISO 2019 – All rights reserved

ISO 56003:2019(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Innovation partnership framework . 2
4.1 Framework . 2
4.2 Entry points to innovation partnership . 2
5 Entering an innovation partnership . 3
5.1 General . 3
5.2 Deciding whether or not to enter an innovation partnership . 4
6 Partner selection . 4
6.1 General . 4
6.2 Generating a long-list of potential partners. 4
6.3 Generating a short-list of potential partners . 6
6.4 Partner selection decision . 7
7 Partner alignment . 7
7.1 General . 7
7.2 Non-disclosure agreement. 7
7.3 Developing a common understanding . 7
8 Interactions between the partners . 8
8.1 General . 8
8.2 Key factors of interaction . 8
Annex A (informative) Tools and methods for entering the partnership . 9
Annex B (informative) Tools and methods for partner selection .12
Annex C (informative) Tools and methods for partner alignment .13
Annex D (informative) Tools and methods for interaction between partners: sample
innovation partnership agreement .15
Annex E (informative) Performance evaluation criteria .20
Bibliography .21
ISO 56003:2019(E)
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.
iv © ISO 2019 – All rights reserved

ISO 56003:2019(E)
Introduction
Innovation partnerships are developed to create value for each partner working together.
Benefits of an innovation partnership include
— access to knowledge, skills, technology and other intellectual assets that are not available within
the organization, and
— access to infrastructure resources, such as experimental laboratories and equipment to develop
new or improved product and services.
This document provides recommendations for engaging in external partnerships to realize innovation.
The corresponding tools and methods are detailed in Annex A to Annex E.
This document relates to the ISO 56000 family of standards, developed by TC 279, as follows:
a) ISO 56000, Innovation management system — Fundamentals and vocabulary provides the essential
background for the understanding and implementation of this document.
b) ISO 56002, 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 56005, Innovation management — intellectual property management — Guidance provides
guidance on how to use intellectual property to achieve business objectives.
INTERNATIONAL STANDARD ISO 56003:2019(E)
Innovation management — Tools and methods for
innovation partnership — Guidance
1 Scope
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.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
No terms and definitions are listed in this document.
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/
ISO 56003:2019(E)
4 Innovation partnership framework
4.1 Framework
As described in Figure 1, this document proposes a structured approach and the corresponding tools
in Annex A to Annex E. It can be used at any stage of its innovation process by a single organization to
— decide whether or not to enter an innovation partnership (see Clause 5),
— identify and select partners (see Clause 6),
— align partners and agree on a common understanding (see Clause 7),
— assign roles, responsibilities and govern the interaction (see Clause 8).
Throughout the process, a continuous review should be carried out and actions adapted according to
1)
the performance evaluation criteria drawn from ISO 56002:— , 9.1.1.1 and 9.1.1.2 and presented in
Annex E.
Figure 1 — The framework to develop and manage innovation partnerships.
4.2 Entry points to innovation partnership
Entering into an innovation partnership is not a linear process. Organizations may enter the innovation
partnership process at any point, depending on their circumstances. For instance:
— if an organization has already decided the reason to enter an innovation partnership, it can skip
Clause 5 and start from Clause 6;
— if an organization has already identified or been identified by potential partners, it can skip Clauses 5
and 6 and start from Clause 7;
— if an organization is already aligned with partners, it can start from Clause 8.
1) Under preparation. Stage at the time of publication ISO/DIS 56002:2019.
2 © ISO 2019 – All rights reserved

ISO 56003:2019(E)
5 Entering an innovation partnership
5.1 General
Once an opportunity for innovation has been identified, the organization should conduct a gap analysis
to evaluate the difference between the organization's existing competencies, capabilities and assets
and those it needs.
Based on the gap analysis, the organization can decide if the project can be handled internally or through
training, new hires and/or acquisition. For instance, when the opportunity cannot satisfactorily be
handled within the organization, the organization should consider partner selection.
In most cases a gap analysis produces an inventory of missing technological and organizational
knowledge, competencies, capabilities and assets, which then is used to identify and select the most
appropriate partner(s).
It may also happen that based on the relevant internal and external issues, needs and expectations,
an organization can join forces without any defined opportunity for innovation. It may have the
competencies, capabilities and assets to handle the innovation initiative alone, but still prefers
partnering.
Other reasons for partnering may include
— sharing risks (including financial risks) and addressing them more effectively,
— gaining a clearer insight into an ecosystem, as part of the context of the organization (e.g. new
market, sector, etc.),
— motivating people (e.g. internal teams) and building unity, as part of the leadership and innovation
culture that aims to enable the coexistence of creativity and actions needed to identify and deliver
new solutions that realize value,
— learning from benchmarking and from any other means for monitoring and evaluating the innovation
capacity and performance of the organization,
— reducing time to market, by enhancing planning and operational processes of the organization,
— reducing costs and/or optimizing resources and assets of the organization,
— establishing best practices to identify and deliver value driven new solutions,
— enhancing image or reputation, and
— reducing own investments.
Reasons for not partnering may include
a) loss of independence,
b) prefer to develop capabilities internally,
c) reluctance to share proprietary knowledge, and
d) prefer to retain ownership of intellectual property.
The result of the analysis allows the organization to decide whether to enter an innovation partnership
(see 5.2 and Annex A).
ISO 56003:2019(E)
5.2 Deciding whether or not to enter an innovation partnership
The determination whether to enter into a strategic relationship involves the following steps.
a) Identify the gaps (see A.1, using Table A.1 to guide this analysis);
b) Determine the best approach to fill the gap - internally or fill gaps by partnering (see A.2, using
Table A.2 and Table A.3 to guide this analysis).
The decision is determining the best approach.
NOTE 1 Annex A provides the tools to guide the gap analysis to assist in determining the best partnership
approach.
NOTE 2 Evaluation criteria to determining the best approach that may be relevant to your organization, can
be sourced from throughout this international standard (see 5.1, 6.3, Annex C and Annex D).
6 Partner selection
6.1 General
Partner selection provides guidance on how an organization can identify, evaluate and select the
appropriate partner(s). This clause addresses the suitability of each potential partner by evaluating the
way in which two or more organizations can work together for mutual benefit.
6.2 Generating a long-list of potential partners
An internal multi-disciplinary team may be formed to assist in the partner identification process.
Potential partners can originate from the analysis of the context of the organization i.e. its interested
parties and existing relationships and its internal and external sources, as follows:
a) Internal:
— organization’s own documentation;
— strategic intelligence, such as forecasting, foresight exercises, scenario planning, road maps,
market plan, market analysis, customer needs;
— supply chains;
— procurement chains;
— project teams;
— innovation department;
— sales and marketing;
— product development;
— manufacturing;
— finance;
— intellectual property;
— R & D departments;
— ethics and compliance committees.
4 © ISO 2019 – All rights reserved

ISO 56003:2019(E)
b) External:
— customer and end-user feedback/needs;
— competitor supply chains;
— competitor manufacturers;
— competitor activities;
— clusters and networks;
— industry associations;
— trade associations;
— trade agreements;
— regulations and standards;
— publications, such as research papers, trade journals, annual reports, market reports;
— databases of patents and intellectual property rights;
— universities/professors/consultants;
— research and technology organizations (RTOs).
However, an open-minded approach is advised rather than focusing too early on known organizations
in the network. Generating a long-list of potential partners can be useful as it may yield new and
unexpected collaboration opportunities.
Figure 2 illustrates examples of organizations that can potentially become collaborative partners or
help to identify partners.
Figure 2 — Examples of potential partners
ISO 56003:2019(E)
6.3 Generating a short-list of potential partners
To narrow down the long-list to a short-list, the suitability of the identified long-list of potential partners
in 6.2, should be evaluated on the basis of the following criteria:
a) Previous partnership experience:
— past collaborative track record;
— entrance and exit reasons;
— partnering restrictions, potential future collaboration lock-out.
b) Organizational knowledge, competences:
— intellectual assets or access to intellectual assets;
— R&D capabilities;
— origin of knowledge or access to expertise;
— knowledge protection systems.
c) Innovation track record:
— new and innovative product, service, process, business model and/or other development, both
incremental or disruptive;
— patents, publications and citations;
— increase in market share;
— joint innovation outcomes.
d) Operational fit:
— supportive innovation culture and working environment;
— risk appetite and tolerance;
— human resources and turnover rate;
— capability and efficiency of processes;
— time to market.
e) Financial profile:
— annual reports;
— resources.
f) Intellectual property management:
— intellectual asset database search;
— ownership;
— licensing and litigation track record;
— background and foreground strategies.
g) Geo-political, corporate, ethical and other risks:
— likelihood of emergent competition, risk of making a competitor out of a collaborator;
6 © ISO 2019 – All rights reserved

ISO 56003:2019(E)
— preparedness to share risks, opportunities, knowledge and assets;
— quality risks, e.g. failure to fulfil customer requirements, failure to ensure proper quality
control;
— reputational risks;
— access to knowledge, assets and/or networks;
— geo-political behaviours and related social, technological and economic effects;
— cultural aspects and language;
— legal and compliance requirements and/or constraints;
— cost structure analysis.
Organizations should use such criteria to assess suitability of the potential partners (see 6.4) against
their skills, knowledge and/or resource gaps.
6.4 Partner selection decision
To assess the suitability of the shortlisted potential partners identified in 6.3, use the management
analysis tools and suggested process in Annex B, to further prioritize criteria listed in 6.3 and then
score each potential partner, by relative importance of the criteria.
NOTE Annex B provides the tools to make a partner selection decision.
It is recommended that due diligence be based on sets of criteria such as those listed in 6.3 and other
alignment factors listed in 7.3 and more detailed in Annex C.
Once respective pros and cons of potential partners are known, those shortlisted are typically engaged
in preliminary negotiations to determine their compatibility and willingness to collaborate. The
selection process may need to be repeated.
7 Partner alignment
7.1 General
Before organizations formalize a legally binding agreement, it is important to ensure a shared
understanding of the proposed opportunity for innovation and the partnership. To do so a number of
factors to develop a common understanding should be addressed in order to increase the innovation
partnership’s likelihood of success.
7.2 Non-disclosure agreement
The partners should sign the agreement, before en
...