How Does the Golrang Innovation Maturity Model Make Hidden Capabilities Visible?

Following the successful completion of the first phase of the Golrang Group Innovation Maturity Model across 14 group companies, Golrang Ventures has moved from theoretical concepts toward tangible organizational realities by focusing on data analysis and the extraction of managerial insights. In this approach, the results of systematic assessment provide a clear image of the current state, transforming innovation from an abstract and qualitative concept into something measurable, observable, and manageable.

In large and complex industrial organizations, many innovative efforts, ideas, and processes remain within informal layers of the organization and, in the absence of integrated measurement tools, often remain invisible to organizational leaders. The pilot implementation of the first phase of the Innovation Maturity Model in 1404 demonstrated how a structured assessment can make these hidden capabilities visible.
By examining innovation across three levels, Strategy, Process, and Innovation Outcomes within the participating companies, underlying strengths and structural bottlenecks were identified, turning the black box of innovation into a clearer roadmap.

Making organizational capabilities visible can also enable a more balanced and intelligent allocation of resources. In the absence of reliable data, budgets and resources for innovation projects are often allocated based on intuition or traditional practices, increasing the risk of inefficient resource use. Drawing on the outputs of this assessment and its analytical dashboards, boards of directors and senior executives now have access to a tool that can make strategic decision-making more precise and straightforward. The data can indicate which areas such as technology infrastructure, organizational culture, or human capital development, are likely to have the greatest impact on improving the innovation maturity of a particular company.

Overall Results of the First Pilot Innovation Maturity Assessment

The outcomes of the first phase across Tara Trade and Technology Development, Pakan Plastkar, Pakshoo Industrial Group, Faratejarat Zardkooh, Abian Pharmed, Marinasun Cellulose Industries, Ofogh Kourosh Chain Stores, Varian Pharmed, Fannavaran Eniac Rayaneh, Novin Saffron, Kourosh E-Commerce Development (Okala), Kilos Food Industry Complex, Irandar, and Master Foodeh Food Indutsry demonstrated that innovation across Golrang Group is an interconnected network of knowledge management, organizational learning, continuous investment portfolio management, and active engagement with both large and small players in Iran’s business environment.

These companies were assessed across three dimensions: Innovation Strategy, Innovation Process, and Innovation Outcomes. While each company produced different results, the overall findings showed that companies demonstrate greater readiness for innovation at the strategic level, while this readiness still requires the development of more coherent and sustainable innovation processes. In general, companies recognize the importance of innovation and have incorporated it into their vision. They also demonstrate a relatively strong level of readiness in terms of human capital, learning, culture, and tools.
Scores for Innovation Outcomes were generally higher than those for Innovation Process, which may indicate that some organizations are achieving innovation results occasionally rather than through fully established and repeatable innovation processes.

Examples of Mature Capabilities Across Participating Companies

The results of the first phase of the Innovation Maturity Model show that each participating company has reached a higher level of maturity in certain dimensions and can therefore be viewed as an example of existing innovation capabilities across Golrang Group.

Tara Trade and Technology Development demonstrates a multidimensional and transformational approach to innovation through its simultaneous focus on market dynamics, innovation structures, and organizational learning.

Pakshoo Industrial Group stands out primarily in managerial and structural dimensions, reflecting a mature organizational foundation.

Master Foodeh Food Industries reflects a product-driven innovation approach, with particular emphasis on market-related factors, customer needs, and external engagement.

Abian Pharmed has demonstrated a strong level of maturity in organizational learning.

Varian Pharmed stands out in measurable outcomes, demonstrating a focused approach to capitalizing on innovation opportunities.

Faratejarat Zardkooh has shown strong performance in innovation culture and mindset, demonstrating that developing a culture of innovation can become one of the key drivers of organizational maturity.

Novin Saffron has demonstrated effective engagement with the country’s scientific and technological ecosystem in the Culture and Innovation Mindset dimension,through collaborations with universities, research institutes, and science and technology parks. .

Kourosh E-Commerce Development (Okala) has shown particular strength in the vision and mission dimension, demonstrating that a clear and well-planned direction can play an important role in guiding innovation activities.

Irandar has demonstrated a solid level of maturity in innovation management, highlighting the importance of establishing clear pathways for managing and advancing innovative ideas within the organization.

Fannavaran Eniac Rayaneh has shown distinctive performance in organizational learning, demonstrating that turning past experience into practical, usable knowledge is one of the key foundations for advancing innovation within the organization.

Marinasun Cellulose Industries and Pakan Plastkar highlight the importance of allocating dedicated, well-planned resources and infrastructure to advance innovation activities.

Kilos Food Industry Complex has demonstrated a solid level of maturity in innovation portfolio management, showing that attention to diverse ideas, alternative pathways, and complementary approaches can help strengthen the organization’s innovation portfolio.

Ofogh Kourosh Chain Stores has also demonstrated significant strength in measurable outcomes, particularly in linking innovation with investment and the development of new opportunities.

Despite this diversity, the broader picture of Golrang Group’s innovation ecosystem will only be complete when all parts of this extensive organization adopt the shared language of the model and use it to develop their own innovation projects.

With the assessment of these 14 companies now complete, the Innovation Maturity Model has moved beyond the evaluation stage, and tailored analytical reports have been provided to the leaders of each business. These reports enable them to develop their innovation programs with greater precision, drawing on the shared language established throughout the process.
This phase demonstrated the significant value-creation potential that exists across Golrang Group companies. With strategic resource allocation and reliable data, these hidden capabilities can be transformed into sustainable competitive advantages. Broad participation in this process is an essential step toward embedding innovation across Golrang Group and aligning the organization with its vision of entering the Fortune 500 by 2030.