Hello and regards, please give a brief introduction of yourself:

I am Davud Heidari Azim, born in 1977 in Tehran and completed my higher education in human resources at the University of Tehran. In terms of work, I can divide my experiences into several colorful categories, starting with the German company Tuffnord as a lecturer, evaluator and business excellence manager. During that period, the experience of working with a German professional team and alongside renowned individuals such as Hans Schneider and Mad Fischer, who were consultants to large organizations such as BMW, was very valuable and instructive for me in the fields of strategic management and performance management.

In the second part of my experiences, I worked as the CEO of one of the companies in the Salamat Group in the areas of strategic management and human resources, and in the third part, I experienced the Golestan Economic Group as the Deputy Director of Human Resources, and now I have been serving the Mammoth Industrial Group for about 6 months.

As the Senior Human Resources Manager of Mammoth World Group, how do you define the relationship between human resource management and innovation in the company?

Innovation is tied to humans, and from now on, innovations may be made by AI, but right now, when we talk about innovation, it is related to humans. One of the most important key points is that if we have an innovative team, we must also recognize failure. Therefore, by creating risk-taking in human resources, we can have stronger innovative individuals and teams.

How can we increase innovation in employees?

This is a very difficult question. It is difficult to say to what extent creativity can be learned and to what extent it is based on internal talent. An important strategy in having an innovative organization is to attract talents and people with a spirit of innovation and creativity.

The second important strategy, as mentioned earlier, is to create a culture of accepting failure and the risk of innovation in the organization; and the third strategy is to help individuals in the organization be creative through training and mentoring.

How do you evaluate the role of organizational culture in innovation?

In my opinion, innovation is 100% dependent on the culture of an organization. If an organization is not willing to pay the cost of innovation, that organization will never be innovative. These costs can be financial, time, human resources, and other risks of innovation. It is very important to recognize and accept these costs in order to have an innovative organization. A culture of innovation also requires the belief that creativity and innovation do not necessarily always lead to results, so you should also add the costs of post-innovation disappointments to the list of costs above. In my opinion, we should remember this important point that today in organizations, innovation takes the first place and seems to have taken precedence over education and learning.

What should be done to stimulate and create enthusiasm for innovation in personnel?

Let me express my personal experience in this regard, because books have hundreds of methods for creating motivation in this field and suggestion systems, etc. have been given. But in my experience, among all the keys to creating motivation for innovation, there is one golden key, and that key is that if someone in the organization proposes an idea,

Convey to him the feeling that this idea is an important idea for the organization. Regardless of the practicality of the idea, the people in the organization must know that each of their ideas is important for the organization.

To do this, first of all, we must be a very good listener and take the time to listen to ideas, and also strengthen this feeling by transferring ideas to senior managers and important people in the organization.

Even monetary rewards cannot replace this feeling. Giving importance to the idea is actually giving importance to these people themselves, which causes them to use all their strength to implement the idea.

As a conclusion, what point would you add to this conversation about creativity and innovation?

I always remind myself of an important point about creativity, and I think this is a suggestion for all employees of the Mammut World Group and all organizations. I suggest that you do not look for creativity and innovation in the existing rules and methods for a new idea, but rather go for new things and look at the world in a different way, listen to strange and unusual things, and do not suppress any idea, no matter how strange.

Finally, I hope that with the new trends adopted in the Mammut Human Resources Management System, we will be companions and fellow travelers with all our dear colleagues in the movement of this leading group towards a completely innovative and vibrant organization.