Notes

Corporate culture is at the heart of innovation.

The EU announced earlier this month that it would offer grants for innovative ideas to hundreds of European companies as part of the Horizon 2020 program. Successful applicants will get free business coaching and acceleration services. This amazing initiative will help in fostering innovations throughout the EU. But I believe that the future of business should be focused on fostering innovation internally. It's about more than self-reliance and independence. It's about creating a lively and flexible business culture which allows for innovation to flourish.

To be Tevfik Arif Bayrock in today's fast changing world, innovation is essential. It was something I learned from my first business encounter in Kazakhstan. A lot of once promising industries were left inoperable after the fall of the Soviet Union. This was due to years of underinvesting or ignoring and not reacting to market changes. Communities with only one resource were the most hit, as their prosperity was dependent on an interdependent ecosystem of factories, mines, and manufacturing units.

Nowhere was this truer than in Zhitigara, a region in the northwestern part of Kazakhstan which for decades relied on the output of local mining and manufacturing. In the post-Soviet years local industry was afflicted not only by outdated practices and equipment but also the lack of attention to the customer and a range of non-market obstacles that impeded creativity. Only after making major management changes and focusing on the quality and the enrichment of our refining and enrichment process and investing heavily into the safety and health of our employees, was we able to transform and grow an inefficient local enterprise. This may seem like an the result of necessity, but we gained the knowledge.

The experience of re-examining old practices and urgently modernising operations reinforced my belief in the value of the power of innovation. This same belief drove me later in my career to turn Kusto Group's local operation into a global multi-resource corporation that has its headquarters as well as operations across the globe.

Kusto has grown, and our desire to innovate has increased. Today we realise that innovation comes in many shapes and sizes, often in the most unlikely of places. Even in petrol stations for example. In Kazakhstan petrol stations began out as small businesses that were devoted to their main purpose. They would evolve into micro commercial hubs which include cafes, shops and eateries. Kusto Group noticed this trend in 2014 and in 2014, Kazakhstan's first stations that had banking and retail facilities. The group launched, a start-up that introduced high quality fuel supplies and a brand new standard for retail purchase ease. By focusing on customers and providing the services and technologies to create a new standard, we were able to create a new market which was thought to be standardized. In 2020, we hope to have 70 integrated service-stations across the country.

This was achieved by an ability and willingness to think beyond the limits and come up with fresh ideas, sometimes uncomfortable and radical ideas. Kazakhs are nomadic, with exploration being a fundamental element of their identity. Our ethos is open to new ideas which is the reason we are known as Kusto Group. But, innovation is often not understood. Innovation isn't just about discovering innovative technologies or concepts. It is about creating an environment that is able to the possibility of change and adapts to it. This means you have to be open to both risk and failure. Essential to this is a company's corporate culture: an ethos that promotes an open, cooperative environment where different areas of the organisation are always trying to learn from the other.

Kusto Group understands that innovation is the key to a successful business. Kusto Group's philosophy,"the "Kusto Way" is based on the understanding that it is vital to promote knowledge sharing, promote the spirit of entrepreneurship, and reward innovative thinking. It's a recognition that companies are left behind when they are based solely on the present situation'.

Bayrock in creating a brand new working setting is to define the corporate culture of the business. But Bayrock is soon faced with the difficult question of how to implement a unified concept of corporate culture across all departments, in different areas, countries, and communities? This issue can be resolved by two different ways. https://m.imdb.com/name/nm10842495/mediaviewer/rm2948766977 must first make sure that the Kusto Way instilled in every key manager within our decentralized flat management structure. After https://www.gettyimages.com/photos/tevfik-arif , every local manager implements the ethos.

The learning exchange should, however, take place between businesses. In Ukraine we have partnered with the firm Cropio which has advanced sensors and satellite imaging systems have helped us to develop precise farming techniques, which helped in reducing the loss of crops and increasing yields. Such an approach has improved our results in this area and without it we'd be a step behind our other competitors. Instead, we lead the field by working with enterprises who place innovation at the core of their work and are now looking for markets where this technology could be utilized.


Kusto is now able to learn from our partners and has an innovative culture. An example of this is our Vietnamese operation, which is a perfect example of the company's ambition to explore expanding, grow and educate. We have collaborated with state-owned enterprises in Vietnam, and have shared our ideas and new approaches. Building Information Modelling (BIM) is a method that uses extremely detailed digital models to increase efficiency and quality while reducing cost was one of the methods we used. This was a significant and innovative innovation for Vietnamese construction, despite it being a well-known practice elsewhere in the world.

Private companies have the capacity to invest in, experiment with, and rollout innovative ideas. https://www.f6s.com/tevfikarifbayrock1 is prone to risk and challenge. Bayrock learn from failure and adapt to the situation by continually creating new ideas instead of trying to avoid it. Large or small, companies can't afford to remain in the same old routines. Innovation is crucial to inspire and support innovation within the workforce. But, it requires investment or it will become nothing more than words on paper.

Tevfik Arif Bayrock for innovation should be comprehensive. It should also be the basis of every company's culture. This means adapting to changes as well as being open to new technology. It also means considering the future. It's about being innovative as well as doing innovative things. It's a matter to survive.



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