The Hezardastan holding pursues multiple objectives with the creation of Phanous Research and Innovation Centre. Each of these objectives might cover one or more scopes. In this section we will first list our primary objectives in creating a research centre and then provide an analysis of the scope of each objective.
For each objective we discuss:
We believe that our most important asset are the people who work with us. When you bring together highly talented, creative and diverse people, and set up a culture of communications and collaborations, great things will happen. At Phanous Research and Innovation Centre we want to create a distinguished pool of highly gifted and able national and international talents. We feel that we have the resources necessary to attract people from internationally acclaimed institutions.
It is our vision, our mission and also precisely the principal way through which the core business has prospered.
The Hezardastan holding is loosing some of its employees because they feel they no longer face interesting and deep challenges in their job or feel that they want to work on more fundamental problems away from the business environment of OKRs, KPIs, deadlines, meetings etc...
Also some of the employees plan to have a future academic career and don’t want to stay too far and too long away from academic/research environments. An affiliated research centre is an ideal environment to guide some of these people towards, and thereby keep them in the company.
These people are usually senior employees who have worked at Hezardastan holding for several years. They represent a large capital and time investment in training and mentorship. Moreover they have amassed a huge amount of operational knowledge and experience which will be lost if they leave.
We don’t just want to be innovative; we want to position ourselves truly at the feasible edge of tech innovation. The Hezardastan holding has been successfully meetings its short to medium term innovation requirements and we don’t feel we should to create a parallel innovation process for the more short term requirements.
Because we must demonstrate that what happens at Phanous Research and Innovation Centre is not possible inside the holding. Moreover the value creation cycle relies on a view for long term cutting edge innovations rather than shorter term development milestones as more frequently found in Hezardastan product development pipelines.
To add intellectual property to the product portfolio of the holding.
Most successful tech companies make money from their IP not their products. IP produces a more secure long term investment because it has a larger shelf life and wider scope.
Phanous Research and Innovation Centre should be able to make a material business impact. This calls for something beyond simple value creation and requires value to be created in such a way that it can be streamlined back into the product development pipelines.
If we fail to make business impact, we lose the economic justification for future funding.
Our view is towards future technology trends as opposed to more recently emerging trends. When such future trends materialize into viable and commercial technologies, we want to be in a position to be able to quickly take advantage of the commercial benefits. This does not mean we aim to be a global leader in the technology aspects of these fields, but it requires us to not be far behind. We wish to position ourselves in a ready-to-roll state in such technologies.
Some of the concepts that are considered as future technology trends are so fundamentally different to our current technology stack that unless we prepare in advance, we would certainly loose our business advantage and market share.
Phanous Research and Innovation Centre should be able to provide a supporting role to solve our major project challenges. We are referring more to those which we expect to emerge in the long term. This is another form of value creation which we expect from Phanous Research and Innovation Centre.
The expansion of our product portfolio, expansion of our user base, the growth of our databases, and future expected integration of our databases is expected to lead to such large scale problems that require genuine research to solve them effectively and efficiently. If we don’t develop such a ability, we shall always remain limited in scope and reach market wise and the kinds of services we can offer.
Legal complications, privacy of data and a protective mentality, has created a situation in which as a business the holding has little or no external collaborative partners. At Phanous Research and Innovation Centre we have some operational advantages which can be utilized to shift this trend and set up multiple effective collaborations. First, we have the opportunity to construct our legal and organisational paradigms to not only permit, but also to facilitate collaborations. Secondly since for the operation of Phanous Research and Innovation Centre we have to put in place systematic procedures and processes to anonymize data, this will in term facilitate proxy links. Finally, most renowned academic institutions and persons are more welcoming to collaborations with a dedicated research centre who shares their concerns and is focused on their relationship, as opposed to a large corporate company for which such links/collaboration represent a tiny portion of its activities (and generally not the main).
Working in isolation will limit the scope of projects we can work on, it will limit value of our research, and will negatively impact our brand. It is also important for the learning and development of both the organization and its people.
The agile framework is well known. It primarily refers to decision making processes. Agile is more concerned with adaptability than speed. At Hezardastan holding we implement most of the agile best practices and similarly we wish to adopt such practices at Phanous Research and Innovation Centre.
As the R&D arm of holding, Phanous Research and Innovation Centre will develop a multi-faceted relationship with the core business side over time. If one side of this relationship is agile and another is not, this will create a huge interface burden and more likely reflect badly on all link-up levels (from staff to projects to products). It may ultimately lead to such two diverse cultures developing between the two, that no real effective value creation can take place
To be the leading regional research centre within the scope of our activities.
It is our mission
We want to have effective knowledge sharing across Phanous Research and Innovation Centre and the Hezardastan holding and vice-versa. We expect that as a research centre, Phanous Research and Innovation Centre will play a significant role in developing primary core competencies related to research, innovation and creativity across the holding.
Ineffective knowledge sharing will severely affect the value creation cycle, limit development core competencies and make staff rotation almost impossible.
In order to meet our objectives we must develop a set of tools and strategies. These are categorised within the scopes of Katibeh. Table 1 illustrates the scopes related to each objective, and consequently where we plan to develop our most effective tools in relation to the stated objective.
| Objective | People | Architecture | Process | Portfolio |
|---|---|---|---|---|
| Distinguished Talent pool | ✔ | |||
| Talent retention | ✔ | ✔ | ||
| Complement company innovation processes | ✔ | ✔ | ✔ | |
| IP portfolio | ✔ | ✔ | ||
| Business impact | ✔ | ✔ | ✔ | |
| Futurist research | ✔ | ✔ | ||
| Support product development systems | ✔ | ✔ | ✔ | |
| Research collaboration | ✔ | ✔ | ||
| Agile R&D management | ✔ | ✔ | ||
| Leading research centre of region | ✔ | ✔ | ||
| Knowledge transfer | ✔ | ✔ |
Table1 : The objectives and outcomes of Phanous Research and Innovation Centre