Notes

Innovation starts with the corporate culture

In the last month, the EU announced fresh innovation funding to hundreds of companies across Europe, as part of their Horizon 2020 agenda. Anyone who is successful will be offered free business coaching, as well as acceleration services. While this fantastic initiative will boost innovation within the EU I believe that companies in the future must strive for ways to encourage innovation from within. This is more than just self-reliance and independence. It's about creating a lively and flexible culture within the business to allow innovation to thrive.

Innovation is essential to success in the current fast-changing business environment. This is something that I learned early in my career in Kazakhstan. Many businesses that once had a good track record were destroyed by decades of inattention, underinvestment and insensitivity to the changes in the market. Communities that relied solely on interdependent factories, mines and manufacturing units were hardest hit.

This was particularly true in Zhitigara (a region in the northwestern part of Kazakhstan) which has been reliant on local manufacturing and mining for decades. In daniel kunin kusto group -Soviet times, there was a collapse of local industries. https://lapostexaminer.com/kusto-groups-yerkin-tatishev-and-american-tyson-foods-to-build-a-300-million-meat-factory-in-kazakhstan/2020/03/11 was plagued by old equipment, inefficient processes and a lack of attention to customer needs. There was also an array of market-driven obstacles that slowed innovation. We were able to turn around a failing local business by making major management changes, focusing on quality in our enrichment and refining processes and investing heavily in safety and health. It could be described as in the name of necessity however the lessons were learned.

Yerkin Tatishev in the power of innovation was reinforced by my experience of modernising traditional practices and urgently modernising processes. In the latter years of my career, this belief drove the transformation and expansion of Kusto Group from a small locally-owned firm to a multinational multi-resource company with its headquarters in Singapore as well as operations all over the world.

Kusto's expansion has brought us an increase in creativity. Innovation is everywhere and, often, at the least unlikely locations. Even in petrol stations. In Kazakhstan petrol stations began as small establishments dedicated to only their primary function. As they increased in size, they became micro commercial hubs , hosting cafes, restaurants, stores and cafes. Kusto Group noticed this trend in 2014 and in 2014, Kazakhstan's first stations that had banking and retail facilities. The company, a start established by the groups, set the standard for shopping in a convenient manner and high quality fuel supply. Our ability to innovate in a sector that was thought to be standardised was achieved by focusing our attention to the customer and introducing services and technology to help support it. We intend to establish 70 service stations that are integrated across the nation by 2020.

The main ingredient of this early practice was the ability to think beyond the limits and try out innovative, often controversial and uncomfortable concepts. Kazakhs are people who live in nomadic communities. Our culture is built on exploration. Our ethos is open to innovation, which is what defines Kusto Group. Innovation is often overlooked. Finding new ideas and technologies is only a small part of the task. The most difficult part of encouraging innovation is creating an environment for people to be open to change, flexible to change. This means you have to be willing to take risks and potential failure. yerkin tatishev kusto group is essential to a company's culture. It's an ethos that fosters cooperation and openness between different departments within the company.

Yerkin Tatishev understands that innovation is key to successful businesses. Kusto's philosophy, or the Kusto Way, is grounded in the conviction that there should be an environment that encourages the sharing of knowledge, promotes entrepreneurship and doesn't demonize failure. It's a belief that relying solely on 'the way things are is a way to stop progress and leave companies left behind.

Establishing daniel kunin kusto group is the first step towards creating a dynamic work environment. But, the modern global business will soon be faced with the difficult question of how do we establish a consistent corporate culture that is shared across every level of the company, in every sector, country and even communities? There are two approaches to solve this problem. The first is to make sure that each manager is aware of the Kusto Way. Then, each manager should implement the Kusto ethos locally.

The learning exchange must be conducted between companies. In Ukraine, we partnered up with Cropio, who's cutting-edge sensors as well as satellite imaging technology allowed us to develop precise farming methods that reduced crop wastage, improved yields, and other useful tools. This partnership has helped us succeed in this industry and we wouldn't be capable of competing without it. Instead, we have led the field by working with enterprises who place innovation at the center of everything they do. They now look for other areas where this technology can be used.

Kusto is now able to share its knowledge from our partners. It is apparent in our Vietnamese operation. It demonstrates Kusto's determination to expand, educate, and explore. We have also worked with former state-owned companies to bring new ideas and methods to our efforts in Vietnam. Building Information Modelling, or BIM is a highly precise digital model that utilizes high-quality information to reduce costs, increase quality, enhance efficiency, and improve quality. While this method is widely used in certain regions of the world it represents an important advancement in Vietnamese construction.

Private companies have the capacity to invest in and experiment with, and develop innovative concepts. Each new venture will face problems and be at risk of failure. But successful businesses respond to failure by continuing to invent and adapting to change, instead of staying away from it. Yerkin Tatishev how big or small the company it is, it can't afford to remain in the routine. It is essential to invent and promote innovation across the workforce, but it requires investment or it will remain little more than words on paper.

Innovation should be holistic and must be the foundation of every company culture. This is exactly what the Kusto Group does. This means adapting to the latest technology and creating a mindset that is forward-looking. It's not about inventing something, but about thinking creatively. It's about survival.


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