CEN TS 16555-5-2014 Innovation management - Part 5 Collaboration management《创新管理 第5部分 合作s管理》.pdf

1、BSI Standards PublicationInnovation managementPart 5: Collaboration managementPD CEN/TS 16555-5:2014National forewordThis Published Document is the UK implementation of CEN/TS 16555-5:2014. The UK participation in its preparation was entrusted to TechnicalCommittee IMS/1, Innovation management.A lis

2、t of organizations represented on this committee can be obtained onrequest to its secretary.This publication does not purport to include all the necessary provisions ofa contract. Users are responsible for its correct application. The British Standards Institution 2015.Published by BSI Standards Lim

3、ited 2015ISBN 978 0 580 86328 8ICS 03.100.40; 03.100.50 Compliance with a British Standard cannot confer immunity fromlegal obligations.This Published Document was published under the authority of theStandards Policy and Strategy Committee on 31 January 2015. Amendments/corrigenda issued since publi

4、cationDate Text affectedPUBLISHED DOCUMENTPD CEN/TS 16555-5:2014TECHNICAL SPECIFICATION SPCIFICATION TECHNIQUE TECHNISCHE SPEZIFIKATION CEN/TS 16555-5 December 2014 ICS 03.100.40; 03.100.50 English Version Innovation management - Part 5: Collaboration management Management de linnovation - Partie 5

5、: Management de la collaboration Innovationsmanagement - Teil 5: Management der Zusammenarbeit This Technical Specification (CEN/TS) was approved by CEN on 27 October 2014 for provisional application. The period of validity of this CEN/TS is limited initially to three years. After two years the memb

6、ers of CEN will be requested to submit their comments, particularly on the question whether the CEN/TS can be converted into a European Standard. CEN members are required to announce the existence of this CEN/TS in the same way as for an EN and to make the CEN/TS available promptly at national level

7、 in an appropriate form. It is permissible to keep conflicting national standards in force (in parallel to the CEN/TS) until the final decision about the possible conversion of the CEN/TS into an EN is reached. CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyp

8、rus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United Ki

9、ngdom. EUROPEAN COMMITTEE FOR STANDARDIZATION COMIT EUROPEN DE NORMALISATION EUROPISCHES KOMITEE FR NORMUNG CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels 2014 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members. Ref. No. CEN/TS 1

10、6555-5:2014 ECEN/TS 16555-5:2014 (E) 2 Contents Page Foreword 3 Introduction .4 1 Scope 5 2 Normative references 5 3 Terms and definitions .5 4 Collaboration 5 4.1 General 5 4.2 Collaboration and its benefits 5 4.3 Types of collaboration 6 5 Collaboration at different stages in the innovation proces

11、s .8 6 Management of collaboration .9 6.1 General 9 6.2 Internal collaboration 9 6.2.1 Culture 9 6.2.2 Management commitment 9 6.2.3 Resources .9 6.3 External collaboration 10 6.3.1 Criteria for external collaboration . 10 6.3.2 Finding the right partners 10 6.3.3 The collaboration agreement . 11 6.

12、3.4 Governance . 11 6.3.5 Intellectual property . 11 7 Collaboration between large and small organizations . 12 7.1 General . 12 7.2 Small organizations 12 7.3 Large organizations 12 8 Encouraging collaboration 13 8.1 General . 13 8.2 Collaboration across time and distance 13 Annex A (informative) C

13、ase studies . 15 A.1 Case study 1 An open innovation consortium . 15 A.2 Case study 2 Bilateral collaboration 15 A.3 Case study 3 A public-private partnership . 15 Bibliography . 17 PD CEN/TS 16555-5:2014CEN/TS 16555-5:2014 (E) 3 Foreword This document (CEN/TS 16555-5:2014) has been prepared by Tech

14、nical Committee CEN/TC 389 “Innovation Management”, the secretariat of which is held by AENOR. Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. CEN and/or CENELEC shall not be held responsible for identifying any or all such patent

15、 rights. This document is not intended for the purpose of certification. The CEN/TS 16555 series consists of the following parts with the general title Innovation management: Part 1: Innovation Management System; Part 2: Strategic intelligence management; Part 3: Innovation thinking; Part 4: Intelle

16、ctual property management; Part 5: Collaboration management; Part 6: Creativity management; Part 7: Innovation management assessment. Part 7 is in preparation. According to the CEN-CENELEC Internal Regulations, the national standards organizations of the following countries are bound to announce thi

17、s Technical Specification: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, S

18、lovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom. PD CEN/TS 16555-5:2014CEN/TS 16555-5:2014 (E) 4 Introduction Individuals and organizations would be hard pressed to possess all the skills and knowledge necessary to innovate regularly and effectively. Through collaboratio

19、n it is possible to significantly improve the innovative performance of an organization. This document describes the reasons to collaborate in different circumstances and the different ways in which organizations can collaborate, and it provides guidance for managing collaboration between individual

20、s, teams and different organizations. Issues addressed include when, how and with whom to collaborate, different types of collaboration and the difficulties and benefits of doing so. Case studies are included in Annex A to provide insight through the experience of others. PD CEN/TS 16555-5:2014CEN/T

21、S 16555-5:2014 (E) 5 1 Scope This Technical Specification provides guidance for the management of collaboration and productive interaction between individuals, departments, divisions and third party organizations engaged in innovation. It applies to all types of organization including manufacturing

22、and services industries, voluntary organizations, governmental and social enterprise but with a particular focus on small and medium-sized enterprises (SMEs). This document is one of six parts that support CEN/TS 16555-1 of the series, CEN/TS 16555. 2 Normative references The following documents, in

23、 whole or in part, are normatively referenced in this document and are indispensable for its application. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. CEN/TS 16555-1, Innovation Managem

24、ent Part 1: Innovation Management System 3 Terms and definitions For the purposes of this document, the terms and definitions given in CEN/TS 16555-1 and the following apply. 3.1 bilateral collaboration collaboration where two partners are involved 3.2 consortium association or combination of multip

25、le partners engaging in a joint venture 3.3 internal collaboration collaboration between different individuals or groups within the same organization 3.4 open innovation using external as well as internal ideas, and internal and external paths to market, in order to innovate1)4 Collaboration 4.1 Gen

26、eral As described in CEN/TS 16555-1, collaboration is often an integral part of an innovation process and, in CEN/TS 16555-1:2013, 7.9 and 11.5 briefly describe collaboration management and how it is possible, through managed collaboration, to significantly improve the innovative performance of an o

27、rganization. This document provides more detail. 4.2 Collaboration and its benefits Collaboration can allow for the acquisition of new skills and resources. In addition it can bring different groups together, improve the opportunities for successful creativity and innovation, solve problems and help

28、 exploit external potential. 1) Henry Chesbrough, who is generally credited with inventing the paradigm, defines it as use of purposive inflows and outflows of knowledge to accelerate innovation. PD CEN/TS 16555-5:2014CEN/TS 16555-5:2014 (E) 6 Collaboration can be internal as well as with external e

29、ntities. Involving staff members and their representatives is important in order to ensure buy-in and to dispel apprehension. In several countries such broad involvements are mandatory and rooted in social partner agreements and national legislation. Teams from different parts of an organization (or

30、 from outside), perhaps from different countries or regions, or from diverse business functions, may collaborate to achieve a common goal a new global product or service or a bid to a major customer. Collaboration is an activity that pools skills and resources that the organization does not have its

31、elf and it does so at less cost and/or by sharing risk, to contribute to a shared goal. This may be a matter of needing more resource or specialist expertise in one or more areas. Collaboration may also bring increased credibility to one or more of the people involved in the collaboration. Innovatio

32、n can arise from interactions among people with different skill sets and experiences, who either solve problems or generate ideas that create value. Collaboration is therefore of vital importance for increasing the potential for innovation. Collaboration with universities and research institutes is

33、recommended as one policy as this can bring a variety of benefits. First, market innovations originating in a research facility can be exploited and brought to market; second, a wide range of disciplines can be accessed to generate ideas for new products and services and finally, research may be abl

34、e to provide specific expertise to resolve otherwise intractable problems. Collaboration with other organizations, sometimes competitors, may take place to reduce costs, especially in areas of non-competition or in areas that the organization considers non-core, or to bring complementary expertise t

35、o the project. 4.3 Types of collaboration The knowledge and technology necessary for innovation may lie partly or wholly outside an organizations traditional core competencies. A common policy for addressing this problem is to form alliances with other organizations and institutions. This can increa

36、se the circulation of tacit knowledge and allow an organization to acquire knowledge outside its boundaries. Consequently, these cooperative agreements for R a lack of skills or specialist expertise within the organization, perhaps within one or many specialist areas; the need to acquire some IP, fo

37、r example from a university or research institute, or from another organization; the need to share costs and risk; the need to reduce costs or to bring complementary expertise to the project, which can often be done by sharing and collaboration with other organizations, even competitors, especially

38、in areas of non-competition or in areas that the organization considers non-core. 6.3.2 Finding the right partners The rationale for undertaking this collaboration in the first place should be understood. The organization needs to know exactly what it wants from the exercise and what it is prepared

39、to give in return before embarking on a collaborative venture. A clear business case should be drawn up, the preparation of which is adequately described in general business literature. The relevant partner(s) will then need to be found. These may be immediately obvious, perhaps uniquely having the

40、expertise, skills or intellectual property required. More often, however, it will be necessary to find them. The best advice is to use existing contacts and recommendations. Local universities and research institutes may have what is required and often have incubation and commercialization units to

41、profit from research or expertise. State-sponsored development agencies are another source of contacts. Finally, there are several online search facilities. A track record in collaboration is, of course, desirable. PD CEN/TS 16555-5:2014CEN/TS 16555-5:2014 (E) 11 6.3.3 The collaboration agreement An

42、y form of collaboration requires a clear agreement on the roles (who does what); responsibilities (for what each party will be held to account); liabilities (what money or other assets each party owes to the group); rights of the parties (what each party will receive from the collaboration) and on t

43、he management of the undertaking and any intellectual property involved (see 6.3.5)2). 6.3.4 Governance The collaboration agreement will typically describe the governance process. This may be more or less formal depending on the nature of the collaboration for example, whether a legal entity is bein

44、g set up that will employ staff but it is essential that it is in place. Among the items that should be included are a goal and a schedule for achieving it. A resolution process for surfacing and resolving issues is essential, especially if the effort is being co-led by two or more people: this shou

45、ld include an escalation procedure. It is also worth remembering that the brands (essentially the reputations) of the collaborators should not be endangered by the partners in collaboration. Collaborations bring risk as well as reward, in this and in other areas. 6.3.5 Intellectual property The ques

46、tion of intellectual property (IP) is dealt with in detail in a separate document of the Innovation management series (see CEN/TS 16555-4). However, it is worth noting here that it is essential to understand the different aspects of IP and to agree on how it is to be accessed. In brief, people who c

47、ollaborate need to consider the treatment of the IP they bring to the collaboration, known as background IP; IP developed as part of the collaboration, called foreground IP; and the access model to be used in exploiting them. Background IP may or may not be required by the project. In any event, it

48、is essential to ensure that the ownership of the IP brought to the collaboration is established. For example, participants may bring IP to which they have rights through licences but they may not have the right to grant access to this IP to the other parties. Indemnity against claims of misuse of IP

49、 should be included in any agreement. 2) A number of useful models for collaboration agreements were developed during the European Commissions Framework Programmes. The latest versions of some of them can be found here: DESCA, Development of a Simplified Consortium Agreement, for Horizon 2020: http:/www.desca-2020.eu/ EUCAR, Model Consortium Agreement for Horizon 2020: http:/www.eucar.be/news-and-events/EUCAR%20Model%20Consortium%20Agreement MCARD-2020, DIGITALEUROPE Model Consortium Agreement for Horizon 2020: http:/www.d