AS ISO 56003 pdf download

AS ISO 56003 pdf download.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, 一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.
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) , 9.1.1.1 and 9.1.1.2 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: . if an organization has already decided the reason to enter an innovation partnership, it can skip Clause 5 and start from Clause 6; 一一 if an organization has already identified or been identified by potential partners, it can skip Clauses 5 and 6 and start from Clause 7; if an organization is already aligned with partners, it can start from Clause 8.
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.), 一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, 一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, 一establishing best practices to identify and deliver value driven new solutions, -enhancing image or reputation, and 一reducing own investments.