iso strategic business plan

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The New ISO 9001:2015 – Strategic Planning is Key to Implementation

By curtis lopez, missouri enterprise project manager and iso expert.

The changes in ISO 9001:2015 include a big adjustment in how companies view their Quality Management Systems.  You may have heard the statement, “No more quality management department!” to describe those changes.  It’s a great sentence that captures the essence of the evolution to the new ISO 9001:2015, because now, everyone is responsible for quality, from top management, to middle managers, plant people, machine operators, back-office personnel…everyone has a part to play.

To effectively achieve and fully implement this cultural change in the new ISO standard, manufacturers need to align their organization’s strategy, business processes and quality management systems to create a written Strategic Plan that defines the actions needed to achieve the right goals and to effectively communicate those goals to the entire organization.  The Strategic Plan needs to put everyone on the same page towards managing, achieving and maintaining quality.

Developing an effective Strategic Plan is not a simple thing.  It takes time and effort to produce, and it takes critical insight into how your company operates on a day-to-day basis today, so you can see where improvement needs to occur for tomorrow.  Because of the importance of truly understanding your company’s strengths and weaknesses, the help of an outside expert in ISO 9001:2015 can be an invaluable asset for developing your strategic plan. 

An expert will guide you through the Strategic Planning exercise, keep you on track for completion and offer you those critical outside eyes that will see things people may have missed or ignored or swept under the carpet.  Candor is critical to the assessment phases of Strategic Planning.

Here are some very basic phases of the Strategic Planning process, followed by an illustration of other critical steps in the exercise:

• Analysis / Assessment – Develop an understanding of the current internal and external environment.
• Strategy Formulation – Create and document a high level strategy and a basic organizational level strategy.
• Strategy Execution – Translate the plans into action, where more operational planning and specific action items are identified and addressed.
• Evaluation / Sustainment / Management – Perform ongoing refinement and evaluation of performance, culture, communications, data reporting, and other strategic management issues. 

KSFs and KPIs

As part of the Strategic Planning process, organizations are tasked with identifying their Key Success Factors (KSFs). A way to think of Key Success Factors is to view the business from the market and customer perspective.  What functions, activities or business practices are valued and demanded by market conditions and customer needs?  What must the company must do to compete in the market and to be perceived by the customer as adding value to the business relationship?  What factors are important in the customer decision-making process that generate orders?  Why does the customer select your company over the competition?

Once KSFs are defined, then Key Performance Indicators can be developed to support your organization’s strategic direction. KPI’s are performance measures that indicate progress toward a desirable outcome. Strategic KPIs monitor the implementation and effectiveness of an organization’s strategies, determine the gap between actual and targeted performance and determine organization effectiveness and operational efficiency.

• Provide an objective way to see if strategy is working.
• Offer a comparison that gauges the degree of performance change over time.
• Focus employees’ attention on what matters most to success.
• Allow measurement of accomplishments, not just of the work that is performed.
• Provide a common language for communication.
• Help reduce intangible uncertainty.
• Are valid, to ensure measurement of the right things.
• Are verifiable, to ensure data collection accuracy.

What is a Strategy?

The term “Strategic Planning” implies the employment of a “strategy”, so lest we assume everyone truly knows what a strategy means in its fullest business sense, let’s take a moment to define it.  A strategy is all about integrating organizational activities and utilizing and allocating the limited resources within the organizational environment so as to meet the present objectives. 

While planning a strategy it is essential to consider that decisions are not taken in a vacuum and that any act taken by a firm is likely to be met by a reaction from those affected – competitors, customers, employees or suppliers. Strategy can also be defined as knowledge of the goals, the uncertainty of events and the need to take into consideration the likely or actual behavior of others.

ISO 9001:2015 Changes are here NOW.

As stated earlier, the Strategic Planning process takes time and effort, and if you have yet to begin planning for implementation of the changes in the new ISO 9001:2015 standard, you need to get moving right now.  If you’ve begun the process and aren’t moving quickly to meet your objectives, you need to push for completion now.  Either way, consider the value and return on investment you’ll get from bringing in an outside expert like Missouri Enterprise to help your organization through the Strategic Planning process to meet the new ISO 9001:2015 standard.

Strategic Direction as Currently Stated in ISO 9001:2015

Clause 4.1 The organization shall determine external and internal issues that are relevant to its purpose and its strategic direction and that affects its ability to achieve the intended results of its quality management system.

Clause 5.2: Top management shall establish, implement and maintain a quality policy that is appropriate to the purpose and context of the organization and supports its strategic direction.

6.2.1 The organization shall establish quality objectives at relevant functions, levels and processes needed for the quality management system.

The quality objectives shall:

a) be consistent with the quality policy;

b) be measurable;

c) take into account applicable requirements;

d) be relevant to conformity of products and services and to enhancement of customer satisfaction;

e) be monitored;

f) be communicated;

g) be updated as appropriate.

The organization shall maintain documented information on the quality objectives.

6.2.2 When planning how to achieve its quality objectives, the organization shall determine:

a) what will be done;

b) what resources will be required;

c) who will be responsible;

d) when it will be completed;

e) how the results will be evaluated.

Clause 9.3: Top management shall-review the organization’s quality management system, at planned intervals, to ensure its continuing suitability, adequacy, effectiveness and alignment with the strategic direction of the organization.

Important Dates:

ISO 9001:2015 was published in September 2015 and is already the most widely adopted standard in the history of standards. To help the more than 1 million companies that have certified to ISO 9001:2008 move to the new standard, ISO has set in place a three-year transition period during which ISO 9001:2008 certification will remain valid. This transition expired in September 2018. It is important to note that after 2018, those companies that were certified ISO 9001:2008 and have not certified to ISO 9001:2015 will lose their ISO 9001 certification until they recertify to the new standard.

To learn more about ISO or how Missouri Enterprise can help, connect with your Area Business Manager . 

Business plan

ISO/TC 292 Security and resilience has as its mission to improve security and resilience by producing high quality standards to support nations, societies, industry and people in general.The following key strategic elements are explained in the business plan below.

1. Relevance of Portfolio

The portfolio of ISO/TC 292 will be broad in scope and will continue to expand based on the importance of security standards in global society. Plus, it combines both technical requirements standards and guidance and management system type standards. This presents challenges and opportunities for the TC. The SBP seeks to provide clear and proactive objectives for standardization work which correspond to market and user needs.

2. Stakeholder Engagement

The field of security and resilience impacts on a broad range of stakeholder interests and these groups may have very divergent interests. It will be important that all affected stakeholder interests are represented. Continuing efforts will need to be made to enhance participation from key stakeholders from both developed and developing countries representing the business sector, public authorities and security groups.

3. Marketing and Communications

Marketing and communications is a key objective for ISO/TC 292. There is a strong need to communicate about the scope and purpose of ISO/TC 292 within ISO and to external groups and national standards bodies. Marketing and communication materials need to be developed and various mechanisms need to be used to disseminate this information, such as social media, seminars and public presentations. ISO/TC 292 will implement and manage targeted communications and outreach to researchers, related security and disaster management organizations and to potential users of the standards such as public authorities, government regulators and the business community.

4. Project Management

A new Technical Committee provides the opportunity to review and put in place effective project management processes. Members of ISO/TC 292 are looking for effective leadership, process improvements, timely schedules and improved communication within the committee structures. The structure of ISO/TC 292 represents the current needs and will be evolutionary in response to the volatile nature of the security environment. The leadership of ISO/TC 292 is committed to implementing a structure that reflects the various domains and supports an effective process for standards development.

The Technical Committee will make efforts to enable greater participation of stakeholders by offering, when possible, opportunities to participate in TC, WG and ad hoc committee meetings via teleconference.

The Strategic Business Plan is a public available document and the complete version can be downloaded at the following link . 

28 Feb, Zoom Working Group 1

5 March, Zoom Communication Group meeting 

[tbd], 2024 11th ISO/TC 292 plenary meeting

Authenticity, integrity and trust for products and documents Business continuity management Community resilience Crisis management Emergency management   Event management Organizational resilience   Protective security   Supply chain security Terminology  

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Strategic Direction within ISO 9001:2015

ISO 9001:2015 has brought a variety of new concepts to the field of standards and certification. One of these being the process of aligning the Quality Management System with the organization’s own strategic direction – and, understanding this relationship to maximize a company’s efficiency and potential.

Understanding the company’s context while ensuring quality in policies and objectives stated by the board is paramount. However, the difficulty lies in both factors being in line with the body’s general strategic direction.

Knowing your Strategic Direction

Knowing the strategic direction for an organization may seem like simple task to undertake, but there is more to it than meets the eye.

Strategic direction refers to the path of actions you are utilizing to achieve the goals you and your company has set out to do in the basics of organizational strategy .

The creation of achievements and goals are a common step that a company takes during the building process. Consider a companies Mission and Vision Statement, something that I am sure you have noticed written on the organization’s walls for all to see. These statements articulate their companies agenda on where they see the company headed, as well as dictate a plan to make sure they heading in the right direction. This will guide the company’s course of action through the years of growth and progress.

Utilizing Quality Objectives towards the Strategic Direction

Quality objectives are the target statements that will be looked upon when considering growth and progress in an organization . These objectives provide bullet points for consistent and continued improvement all around the organization, and each objective has a specific layout or plan to ensure that the motives are in line with the scope of the vision of the company.

Consider an organization’s formulated mission statement involves the improvement in quality of their product while still maintaining a competitive edge on quantity and creation – the quality objective would involve a specific targeted percentage of growth in an predetermined time frame. This would give an outline and guide on the mission’s landmark sand benchmarks for success.

Quality objective must be realistic – enough to foresee some roadblocks and adjust accordingly. Ensure to use a grounded approach to goals. This is especially important when trying to meet the standards set in the time estimated.

The Harms with a Lack of Strategic Direction

In earlier stages of progress, a company may; due to many extenuating circumstances; delay the creation of the mission and vision statements. This is inadvisable, as it often leads to a vague strategic direction for the entire process.

If you are applying ISO 9001:2015 or undertaking the transitional process from using an ISO 9001:2008 to 2015, an overall mission and vision is paramount to a company’s initial growth. These goals create a critical role and aspect in the successful implementation of the requirements provided by the QMS.

A lack of an overall vision could lead to: decreased focus in specific standards; an inferior demonstration of the company’s quality policies, objectives, and management review.

The best way of getting a head start in this process is the creation of a unified and specific vision, ensuring that all the elements involved have a general direction and focus. This ultimately leads to an easier time creating and maintaining standards set by the QMS.

These factors will create a steady form of development and improvement for the company, and may even provide ways to improve relations with customers, build rapport, all while growing your business.

Learn more about ISO 9001:2015 & Organizational Knowledge

ISO Terms Explained

To the novice quality manager, ISO jargon can be extremely overwhelming. What is an NCR? What do you mean by OFI? Are we certified or accredited? But before you go and pull out your hair, let’s take a moment to go over some of the most frequently used terms and their definitions with regards to ISO and Management System Certification.

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Five steps to creating a strategic small-business procurement strategy.

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Eran is the CEO and co-founder of ingredient brothers , a natural ingredients importer.

Why should procurement be a big deal in business? Isn’t it just the act of obtaining the raw materials that go into our products and offering our services?

Procurement isn’t about getting stuff. It’s about making a material difference in the way a business functions. So why is it that small businesses so often miss out on the true power of procurement?

Examining The Power Of Procurement

As liaisons with vendors, procurement teams are the main contact for something that makes up a significant amount of any business’s costs. As such, procurement is one of the pillars of business growth and is often even the very foundation on which the business is built.

So procurement can form a tactical part of day-to-day operations. Or it can be leveraged as something more strategic that extracts value out of suppliers.

The Perfect Procurement Party

While some readers may be well acquainted with the diversity of procurement roles and their value, others will look upon a comprehensive procurement team roster with disbelief and awe.

The Wisest Of The Wise: Chief Of Procurement

Chief procurement officers have the ability to think strategically about the role of procurement within the larger mission of the company. With a clear understanding of budgets and the relationships that can affect the success of procurement, CPOs can bring value to procurement by managing the web of relationships holistically.

The Point Man: Procurement Director

At the same time, the same level of experience can be put to more practical use as a procurement director . They bring a veteran-level understanding of procurement and a thorough awareness of the market and how procurement can be influenced by real-world events. The tactical advantage means they often favor proactive decision-making over a reactive stance.

The One That Sees It Through: Procurement Manager

Procurement managers create and maintain the workflows needed for effective and expedited on-the-ground execution. They’re the people who make sure that the plans created by people in top positions actually come together.

The Rest Of The Procurement Family

And within multiple enterprise-level procurement departments, you’ll find rosters that go the full nine yards and include roles like procurement analysts, procurement specialists, contract specialists, legal counselors and business controllers.

The Burden Carried By Small Businesses

That’s a mighty fine lineup made up of dynamic specialists in their own field, each bringing a unique value to the procurement cycle.

But it’s a roster that’s rarely available to small businesses. This means that hundreds of smaller businesses likely lack the dynamics and versatility that come from such a diverse team.

So while smaller businesses have fewer resources and less bargaining power than their big siblings, now they also have to contend with the lack of dynamic, in-depth procurement strategies due to limited operational roles.

Breaking Procurement Down By Tiers

To understand how small businesses can reach beyond these strategic limitations requires, we can break down the stages of the procurement cycle into three basic tiers:

• Strategy creation and procurement planning.

• Selecting suppliers and maintaining relationships.

• Supplier negotiation and contracting.

• Purchasing, expedition and inspection of goods.

• Invoice clearing and payment.

• Documentation management.

This is far from an exhaustive list of all the tasks procurement teams may handle, but it does provide a rather comprehensive overview.

The first tier consists of the high-level thinking that makes procurement effective, as well as the deeper relationship-building that sustains supply relationships.

The second tier consists of the on-the-ground execution of orders; it involves making sure each purchase and deal is the best it can be and lives up to expectations.

The final tier entails the post-purchase actions that some see as simple admin. And it can be about those actions. Or it can be the stage where your business gets to analyze the impact of purchases and supply relationships.

Because of the natural constraints on smaller businesses, they often only hire for two or three of these procurement purposes, which can leave the procurement team underdeveloped and unable to make procurement a strategic part of business growth.

But maybe that can all change …

The Five-Step Plan For Small Business Strategic Procurement

Step 1: provide the right amount of resources.

Procurement is far from the most cost-intensive division of most businesses, and yet this team often lacks the resources needed to optimize their operations. The power of new technologies and development programs can go a long way in strengthening procurement teams — so I recommend investing in them ASAP.

Step 2: Define Destinations, Not Journeys

You need to make sure your procurement team knows exactly where they’re heading. But don’t dictate the path they need to take to get there. Giving your procurement team enough room to maneuver won't just help them figure out creative solutions; it will also help provide them with a sense of ownership in their role and influence.

Step 3: Base Your SLAs On The Right Metrics

For step two to work, you need to make sure service level agreements (SLAs) are set up according to the metrics that directly influence business growth. This lets you monitor performance without daily firefighting. In time, your procurement team will also be able to create new metrics or adjust existing ones as procurement takes on a more strategic position.

Step 4: Create Tools That Minimize Firefighting

As leaders, we should help our teams build tools to catch a spark before it can ignite a fire. That means creating detectors that monitor changes in supply/demand to support effective recognition and response. With analytical AI tools becoming increasingly accessible, small businesses are getting access to increasingly effective foresight capabilities. So why not make use of them?

Step 5: Be Realistic About Timelines But Check In Frequently

Creating a strategic procurement cycle takes time. While some of these steps can have an immediate effect on improved procurement, others will only bear fruit after months of effective adoption. The result, though, is worth it. Because when procurement plays an active part in the growth strategy, a business is laying the groundwork for whatever comes next.

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CIO Organization Strategic Plan 2020-2023: Business Challenges

• Chairman’s Message
• Mission, Vision, and Values
• The FDIC and the Banking Industry: Perspective and Outlook
• FDIC’s Major Programs

Supervision

• Inspector General
• Receivership Management
• FDIC 2022-2026 Strategic Plan
• Message from the CIO
• Executive Summary
• Introduction
• Business Challenges
• IT Landscape
• Strategic Themes and Strategic Results
• Perspectives
• Strategic Objectives
• Strategy Map
• Effective Communication
• Strategic Focus
• Excellent Service Delivery
• Engaged Organization
• Conclusion and Path Forward
• Appendix | Glossary
• 2024 Annual Performance Plan
• Diversity Strategic Plan
• Chief Data Officer

FDIC Business Challenges

IT is a fast-paced industry and being aware of the trends, opportunities and challenges that would impact how FDIC conducts business is critical. This information was used to inform the strategy to help prioritize the activities that will address the issues identified. Additionally, the CIOO reviewed and discussed business needs and possible potential solutions to inform the strategy.

The accelerating pace of technological change impacts the way the financial industry and federal agencies achieve their missions. As a result, the FDIC has an opportunity to leverage emerging technologies and other advances in IT to offer new foundational ways of delivering IT services.

Information Security

Cybersecurity breaches are a significant threat to consumers, banks, other businesses, and financial market utilities, as well as government agencies, including the FDIC. The FDIC maintains sensitive financial, supervisory, and personal information in the conduct of its mission. The FDIC must continue to enhance its responsiveness to the increasing number of threats to the security, privacy, and integrity of its large holdings of sensitive data. There are opportunities to strengthen and merge physical security with enhanced data security where traditional authentication is insufficient to keep up with dynamic threats. This requires strong partnerships between security and business operations to develop new and innovative approaches to securing data.

The FDIC exercises broad supervisory responsibility for all insured depository institutions (IDI) in the United States, although it is the primary federal supervisor only for state-chartered banks and savings institutions that are not members of the Federal Reserve System. The FDIC’s roles as an insurer and primary supervisor are complementary, and many activities undertaken by the FDIC support both the insurance and supervision programs. Through review of examination reports, use of off-site monitoring tools to analyze large sets of data, and participation in examinations conducted by other federal regulators (either through agreements with these regulators or, in limited circumstances, under the exercise of the FDIC’s authority to conduct special (backup) examination activities), the FDIC regularly monitors potential risks at all insured institutions, including those for which it is not the primary federal supervisor. The FDIC also takes into account supervisory considerations in the exercise of its authority to review and approve applications for deposit insurance from new institutions and other applications from IDIs, regardless of the chartering authority.

The FDIC carries out its supervision programs through a geographically dispersed workforce and in close collaboration with other agencies and institutions. The FDIC's ability to carry out its supervision programs depends upon the availability of various IT platforms. Better collaboration through systems, processes, and tools; systems enhancements; better connectivity; and increased amounts of secure data storage capacity are needed to ensure the continued availability and integrity of these IT platforms.

The FDIC maintains large collections of confidential supervisory information and data. The FDIC's ability to carry out its supervision programs depends on the security and integrity of this information and data. Enhanced system and database security and protection of confidential supervisory information are needed to ensure the security and integrity of this information and data.

Finally, the FDIC must be able to ensure continuity of operations to carry out its supervision programs. Continuity of the supervision program operations is key to supporting the FDIC's mission of maintaining stability and public confidence in the nation's financial system, and its strategic goals of ensuring that FDIC-insured institutions are safe and sound and consumers' rights are protected. Infrastructure and business continuity processes need to be strengthened to ensure the continuity of the FDIC's supervision programs.

Deposit insurance is a fundamental component of the FDIC’s role in maintaining stability and public confidence in the U.S. financial system. By promoting industry and consumer awareness of deposit insurance, the FDIC promotes confidence in banks and savings associations of all sizes. To keep pace with the evolving banking industry and sustain its readiness to protect insured depositors, the FDIC prepares and keeps current contingency plans that promptly address a variety of IDI failures and conducts large-scale simulations to test its plans.

When IDIs fail, the FDIC ensures that the financial institution’s customers have timely access to their insured deposits and other services. Continuity of operations is critical to achieving the FDIC's mission of maintaining public confidence in the financial system and its strategic goal of providing depositors with timely access to insured funds and financial services. Infrastructure and business continuity processes need to be strengthened to enable the FDIC to continue to provide mission essential functions, systems, and operations without interruption.

The FDIC, in cooperation with the other primary federal regulators, proactively identifies and evaluates the risk and financial condition of individual IDIs. It also identifies broader economic and financial risk factors that affect all insured institutions. It accomplishes these objectives through a wide variety of activities, including the following:

• A risk-based deposit insurance assessment system whereby institutions that pose greater risk to the Deposit Insurance Fund (DIF) pay higher premiums.
• A strong examination and enforcement program.
• Collection and publication of detailed banking data and statistics.
• A vigorous research program.
• An off-site monitoring system that analyzes and assesses changes in banking profiles, activities, and risk factors.
• A comprehensive ongoing analysis of the risks in financial institutions with more than $10 billion in assets through the Large Insured Depository Institution Program.
• Thorough review of deposit insurance applications and other applications from IDIs.
• Enhanced data collection and analytic capability is needed to enable the FDIC to keep pace with an evolving financial industry and to proactively identity and evaluate risks.

TThe FDIC also ensures that the public and insured depository institutions have access to accurate and easily understood information about federal deposit insurance coverage. As mobile banking and information sharing become more prevalent, the FDIC needs enhanced mobile information delivery to ensure easy public accessibility.

Resolutions and Receiverships

When an IDI fails, the FDIC is ordinarily appointed receiver under the Federal Deposit Insurance Act. In that capacity, it assumes responsibility for efficiently recovering the maximum amount possible from the disposition of the receivership’s assets and the pursuit of the receivership’s claims. Funds that are collected from the sale of assets and the disposition of valid claims are distributed to the receivership’s creditors according to priorities set by law.

Under the Orderly Liquidation Authority (OLA) of the Dodd-Frank Act, the FDIC may also be called upon to resolve the failure of a large, systemically important financial company. OLA provides a backup authority to place a failed or failing financial company into an FDIC receivership process if no viable private-sector alternative is available to prevent the default of the company and if a resolution through the bankruptcy process would have a serious adverse effect on U.S. financial stability.

To ensure that the resolution of the failure of a large, complex financial institution could be carried out under bankruptcy in an orderly manner, the FDIC assesses the resolution plans submitted by bank holding companies, other covered companies, and IDIs. These plans must be able to be transmitted through the FDIC's secure communication channel with financial institutions and must be maintained in a secure environment.

Use the .PDF file for a Printable version. CIOO Strategic Plan 2020-2023 - PDF 1,773KB ( PDF Help )

Last Updated: April 27, 2021

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Generative AI Has a 'Shoplifting' Problem. This Startup CEO Has a Plan to Fix It

Bill Gross made his name in the tech world in the 1990s , when he came up with a novel way for search engines to make money on advertising. Under his pricing scheme, advertisers would pay when people clicked on their ads. Now, the “pay-per-click” guy has founded a startup called ProRata, which has an audacious, possibly pie-in-the-sky business model: “AI pay-per-use.”

Gross, who is CEO of the Pasadena, California, company, doesn’t mince words about the generative AI industry. “It’s stealing,” he says. “They’re shoplifting and laundering the world’s knowledge to their benefit.”

AI companies often argue that they need vast troves of data to create cutting-edge generative tools and that scraping data from the internet, whether it’s text from websites, video or captions from YouTube, or books pilfered from pirate libraries, is legally allowed. Gross doesn’t buy that argument. “I think it’s bullshit,” he says.

So do plenty of media executives, artists, writers, musicians, and other rights-holders who are pushing back—it’s hard to keep up with the constant flurry of copyright lawsuits filed against AI companies, alleging that the way they operate amounts to theft.

But Gross thinks ProRata offers a solution that beats legal battles. “To make it fair—that’s what I’m trying to do,” he says. “I don’t think this should be solved by lawsuits.”

His company aims to arrange revenue-sharing deals so publishers and individuals get paid when AI companies use their work. Gross explains it like this: “We can take the output of generative AI, whether it's text or an image or music or a movie, and break it down into the components, to figure out where they came from, and then give a percentage attribution to each copyright holder, and then pay them accordingly.” ProRata has filed patent applications for the algorithms it created to assign attribution and make the appropriate payments.

This week, the company, which has raised $25 million, launched with a number of big-name partners, including Universal Music Group, the Financial Times, The Atlantic, and media company Axel Springer. In addition, it has made deals with authors with large followings, including Tony Robbins, Neal Postman, and Scott Galloway. (It has also partnered with former White House communications director Anthony Scaramucci.)

Even journalism professor Jeff Jarvis, who believes scraping the web for AI training is fair use, has signed on. He tells WIRED that it’s smart for people in the news industry to band together to get AI companies access to “credible and current information” to include in their output. “I hope that ProRata might open discussion for what could turn into APIs [application programming interfaces] for various content,” he says.

Following the company’s initial announcement, Gross says he had a deluge of messages from other companies asking to sign up, including a text from Time CEO Jessica Sibley. ProRata secured a deal with Time, the publisher confirmed to WIRED. He plans to pursue agreements with high-profile YouTubers and other individual online stars.

The key word here is “plans.” The company is still in its very early days, and Gross is talking a big game. As a proof of concept, ProRata is launching its own subscription chatbot-style search engine in October. Unlike other AI search products , ProRata’s search tool will exclusively use licensed data. There’s nothing scraped using a web crawler. “Nothing from Reddit,” he says.

Ed Newton-Rex, a former Stability AI executive who now runs the ethical data licensing nonprofit Fairly Trained , is heartened by ProRata’s debut. “It’s great to see a generative AI company licensing training data before releasing their model, in contrast to many other companies’ approach,” he says. “The deals they have in place further demonstrate media companies’ openness to working with good actors.”

Gross wants the search engine to demonstrate that quality of data is more important than quantity and believes that limiting the model to trustworthy information sources will curb hallucinations. “I’m claiming that 70 million good documents is actually superior to 70 billion bad documents,” he says. “It’s going to lead to better answers.”

What’s more, Gross thinks he can get enough people to sign up for this all-licensed-data AI search engine to make as much money needed to pay its data providers their allotted share. “Every month the partners will get a statement from us saying, ‘Here’s what people search for, here's how your content was used, and here's your pro rata check,’” he says.

Other startups already are jostling for prominence in this new world of training-data licensing, like the marketplaces TollBit and Human Native AI . A nonprofit called the Dataset Providers Alliance was formed earlier this summer to push for more standards in licensing; founding members include services like the Global Copyright Exchange and Datarade .

ProRata’s business model hinges in part on its plan to license its attribution and payment technologies to other companies, including major AI players. Some of those companies have begun striking their own deals with publishers. (The Atlantic and Axel Springer, for instance, have agreements with OpenAI.) Gross hopes that AI companies will find licensing ProRata’s models more affordable than creating them in-house.

“I’ll license the system to anyone who wants to use it,” Gross says. “I want to make it so cheap that it’s like a Visa or Mastercard fee.”

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Strategic Business Plan - ISO/TC 258 - Executive Summary

By Richard Renshaw

on 25 March 2024

Status: approved by ISO Technical Management Board in 2023.

The mission of Technical Committee 258 (ISO/TC 258) is to provide practitioners, executive management, team members, consultants, academics, and others with standards, and other related ISO deliverables which will enable, support, and improve the practice of project, programme, and portfolio management. To this end, the objectives outlined in this strategic plan are focused on providing, improving, and maintaining a body of standards and other supportive and data-driven deliverables, where available.

In accomplishing the objectives of this Strategic Plan, ISO/TC 258 provides the global marketplace with a common understanding and supporting vocabulary to practice project, programme, and portfolio management. The TC also develops other ISO documents for new and emerging areas to help promote dialogue and conceptualize new ideas that will allow the future development of international standards.

ISO/TC 258 has delivered one standard to the international marketplace; guidance for project management, which has been adopted by several nations as a national standard.

The committee has also developed international guidance standards on programme management, portfolio management, and governance, some of which have been adopted or adopted with modifications. Other standards such as the earned value management are in the process of being modified for adoption by some countries, as their national standard.

The mission of ISO/TC 258 is to update existing standards, produce new standards, and promote the use of the entire series of deliverables within the global marketplace.

The Strategic Business Plan describes and consolidates ISO/TC 258 working practices and environment. The Strategic Business Plan will be updated as needed and is considered a living document by the TC.