ISO 56003:2019

ISO 56003:2019 pdf free.Innovation management一Tools and methods for innovation partnership一Guidance.
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
the performance evaluation criteria drawn from ISO 56002:- 1), and and presented in
Annex E.
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:
一if an organization has already decided the reason to enter an innovation partnership, it can skip
Clause 5 and start from Clause 6;
一if an organization has already identified or been identified by potential partners, it can skip Clauses 5 and 6 and start from Clause 7;
一if an organization is already aligned with partners, it can start from Clause 8.
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(5). . 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 pdf download.

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