Notes

Innovation starts with the corporate culture

Last month, the EU announced fresh innovation funding for hundreds of businesses across the continent, in line with the Horizon 2020 agenda. Successful applicants will get free business coaching and acceleration services. This initiative is a positive stimulant for innovation within the EU. However, companies in the future must focus on innovation from within. This isn't about self-reliance or independence. It's about fostering a flexible and dynamic business culture that encourages creativity.

In this world of constant change, innovation is crucial for your success. This is what I learned in my earliest business encounters in Kazakhstan. A lot of once profitable industries were rendered unusable due to years of neglect, insufficient investment and inability to adapt to changing market circumstances. Single-resource communities were among the worst to be affected as their economic prosperity was tied to an interdependent system of mines, factories, and manufacturing units.

Nowhere was this truer than in Zhitigara, a region in the northwestern part of Kazakhstan which for a long time depended on the output of local mining and manufacturing. The local industry was plagued by outdated equipment and practices as well as a lack of attention to customers, and a myriad of market-based obstacles that hindered creativity after the post-Soviet age started. We managed to transform the failing local company by making major management changes, focusing on quality in our enrichment and refining processes and investing heavily in safety and health. It may appear like it was a necessity to innovate however, we have were able to learn from our mistakes.

The experience of modernizing outdated methods and rapidly modernizing processes have reinforced my belief in the importance of technological innovation. This belief was the driving force behind my career as I transformed Kusto Group into a multinational corporation with the headquarters located in Singapore and international operations.

Kusto has expanded and our desire to innovate has grown. Innovation comes in many forms and, often, in the most unlikely locations. Even petrol stations. The Kazakh petrol stations were tiny, focused on their core duties, and were once extremely small. They would develop into mini-commercial hubs that include cafes, shops and restaurants. Kusto Group recognised this trend and was the first to open Kazakhstan's first stations in 2014, with retail and banking capabilities. Additionally the company's new venture set the bar higher by introducing premium fuel supplies and a brand new standard for the ease of retail purchases. With a focus on the consumer - and incorporating the necessary services and technology to meet their needs the customer - we managed to introduce innovation into an industry that was previously thought to be standardised. We plan to open 70 service stations which will connect across the country by 2020.

The main ingredient of this early practice was the ability to look beyond the horizon and experiment with innovative, often controversial and uncomfortable ideas. Kazakhs are nomadic people with exploration as a core part of their DNA. Kusto Group's ethos is that we're open to the latest ideas. However, innovation is often not understood. To foster innovation, the biggest challenge is not finding innovative technologies and ideas, but creating an environment that is open to change and capable adapting to change. This means being open for the possibility of loss and risk. daniel kunin kusto group is vital in this. This is a way of life that encourages cooperation and encourages the sharing of knowledge with one another.

Kusto Group is a firm conviction that innovation is crucial for the growth of businesses. Kusto's ethos, or the Kusto Way, is grounded in the conviction that there should be an environment that encourages the sharing of knowledge, promotes entrepreneurship and does not demonize failure. It is an understanding of the fact that relying on the current situation can impede progress and leave companies left behind.

Defining a company's corporate culture is the first step in creating a dynamic environment. But Yerkin Tatishev , globalized corporation soon finds itself faced with an unanswerable question: How do you create a consistent corporate culture across various nations, communities, or sectors? This issue can be resolved by two methods. First, we must ensure that the Kusto Way instilled in every senior manager in our decentralized flat management structure. After that, every local manager will be able to apply the Kusto Way.

Yerkin Tatishev of knowledge must however, take place among companies. Cropio is the company that Cropio was our partner in Ukraine. Their high-tech sensors as well as satellite imaging systems and precision farming techniques helped us to reduce losses in crop production and boost yields. The partnership has significantly increased our efficiency on the farm. Without it, we would have fallen behind other competitors. Our sector is dominated by businesses who are committed to innovation and looking for new markets where this technology can be applied.

Kusto now has the opportunity to learn from our partners and have an innovative culture. An example of this is our Vietnamese operation, which illustrates Kusto's determination to discover, expand and educate. Through our involvement in Vietnam we have collaborated with previously state-owned enterprises in bringing fresh ideas and innovative approaches. Building Information Modelling, or BIM is a very precise digital model that utilizes high-quality information to reduce costs, improve quality, increase efficiency and increase quality. Although the practice is common in some parts around the globe, it is an important innovation in Vietnamese construction.

Private enterprises have the resources to invest in, test and implement new concepts. Every venture is bound to be challenged and ultimately fail. But, successful companies respond to the failures by continuing to develop instead of avoiding change. Small or large companies cannot afford to remain in the familiar. Innovation is crucial to the success of a business.

Innovation should be holistic and be the basis of any company's culture. This is what the Kusto Group does. This means being open to new technology, being flexible and, most importantly, looking forward. daniel kunin 's as much about thinking in a creative way as it is about doing creative things in and of themselves. yerkin tatishev kusto group about preparing to survive.


Here's my website: https://londonlovesbusiness.com/daniel-kunin-on-strengthening-kusto-groups-relationship-with-kazakhstan-and-america/