In today’s business world, the word “innovation” is heard more than ever. Yet the central question remains: how can innovation move beyond a promotional slogan and become a measurable, scalable source of competitive advantage?
In response to this question, Golrang Ventures has opened a new chapter in its development journey by designing, developing, and implementing the first cycle of the Golrang Group Innovation Maturity Model. Built on a systematic literature review and an analysis of global benchmarks, this model has been designed to provide a shared language and a precise analytical tool for Iran’s largest private-sector industrial group.
The Golrang Innovation Maturity Model is a contextualized framework that seeks to interpret and analyze innovation within the realities of Golrang Group’s subsidiary companies. In this model, innovation is not viewed merely as the result of Individual agency or technology alone, but as an “institutional” and “the social” phenomenon shaped by the interaction of structures, cultures, and a network of diverse stakeholders with different goals and values. The model examines innovation across three levels: innovation strategy, innovation processes, and innovation outcomes.
Golrang Ventures, as the innovation arm of Golrang Group, facilitates the implementation of this journey to help innovation across the Group become measurable, manageable, and scalable. This enables the organization to move with greater confidence toward alignment with international standards and the realization of its global vision: entering the Fortune 500 list by 2032.
With a pragmatist approach, the Innovation Ecosystem Development Department at Golrang Ventures has reviewed leading international frameworks for measuring innovation maturity and studied the most valuable global lessons learned in this field. As a result, the Golrang Innovation Maturity Model is not only aligned with global standards, but also adapted to the Group’s organizational culture and internal governance structure, turning it into a practical mechanism for assessing and developing innovation.
This journey requires strategic discipline in allocating resources to innovation projects, scaling innovation, strengthening process innovation, and institutionalizing a culture of organizational learning. The model helps narrate the story of innovation at Golrang Group through data and a credible framework. It also enables the accurate identification and optimization of similarities and differences in “Innovation Capacity” across companies, while guiding innovation investments toward the most impactful projects.
In the near future, through continuous cycles of learning and action based on the “Lean Startup” methodology, the data generated by this model will be transformed into actionable insights through charts, tables, and executive dashboards. This will help reduce the gap between diagnosis and execution and pave the way for continuous improvement of innovation across Golrang Group companies.
In 2025, the model was piloted across 16 subsidiaries of Golrang Group. The companies studied in the first phase of this initiative included Tara Trade and Technology Development, Pakan Plastkar, Pakshoo Industrial Group, Fara Tejarat Zardkooh, Abian Pharmed, Marinasun Cellulose Industries, Ofogh Kourosh Chain Stores, Varian Pharmed, Eniac- Tech, Novin Saffron, Kourosh E-Commerce Development Company (Okala), Kilos Food Industrial Complex, Golrang System, Kourosh Nuts and Legumes Industry Company, Irandar, and Master Foodeh Food Industries.
