About Aryana
Introduction
Mission
Fundamental Strategy & Value
Managing
Director’s Note
Introduction
Aryana Industrial Research Group commenced its professional activities
in 1997 in the fields of Management Consulting and Industrial Engineering
with the aid of its highly competent staff of Sharif University of
Technology graduates in Industrial Engineering.
Through years of activity and upon the discretion of the founders
of the company, Aryana decided to specialize its multifaceted services
into more distinct sub-categories, and in this line it eventually
branched out into four separate centers as follows:
• Aryana’s Management Consulting and Entrepreneurship
Center. (1997)
• Aryana’s Training and Empowerment Center. (2000)
• Abtin Artistic & Cultural Center. (2002)
• Aryana Publication Center. (2004)
The above-mentioned highly specialized centers provided Aryana with
the opportunity to boost the specialized services rendered by each
center, accelerate the rate of their development and progress while
enabling each center to benefit form one another’s expertise for the
betterment of each center in its own right. Yet, we believe that we
have a long way ahead of us to measure up to the standards we are
aiming at to develop and improve ourselves as individuals, as a group
and ultimately as a society.
Mission
Aryana’s ultimate Mission is to improve the lives of people through
promoting culture, knowledge and managerial skills along with providing
job opportunities.
Fundamental Strategy & Value
• Recognition and analysis of the true needs
and demands of our clients and beneficiary organizations and providing
adequate solutions to meet their demands.
• Making and maintaining “win-win” relationships with our clients
and beneficiary organizations.
• Creativity and Innovations.
• Constant improvement of our performance.
Managing Director’s Note:
 Hossein
Akbari (MS)
Managing Director & Board Member
akbari@aryanagroup.com
Management Consultation and Management Training Courses are in their
infancy in Iran and thus organizations who render services in this
field and all those who are active in this realm, i.e., institutions,
related centers and university professors are not well-acquainted
and aware of the profound applied benefits of this filed. Consequently,
the projects carried out in this line do not enjoy the efficiency
and effectiveness as deemed and expected from such projects in developed
countries.
Through years of hard endeavor, we have succeeded in merging our knowledge
and experience in this field in a way to localize the theoretical
principles of this discipline and put them into practice to provide
troubleshooting solutions to our local problems amongst which the
following items can be noted:
The Challenge of Disproportionate Growth
of Organization
For the past decades, Iranian organizations, businesses and enterprises
have witnessed tremendous growth in number but this growth has not
been accompanied by growth in fields such as knowledge, scientific
approaches and managerial skills and methods, resulting in loss
of resources, inefficiency and ultimately a plunge in the quality
of their production and services in as much as making them incompatible
and worthless.
We consider re-designing the structure of the organizations and
improving organizational strategies a solution to this malady.
The Challenge of Manipulation of the Theoretical
Principles, Methods and Technology:
A symptom of un-development is for people to get attracted to the
rudiments and outward and superficial layers of matters in such
a fashion that a lot of attention is paid to the outward hard-ware
and much investment is done in it but the results to be gained have
no sign of the outcome expected upon such investment.
This ailment is due to rudimentary and insufficient knowledge of
the know-how and technology borrowed from developed countries. It
is frequently observed that every now and then undue attention is
paid to a specific aspect of this borrowed know-how and much ado
is made only resulting in another defeat in the outcome.
We have found the solution to this malady in the exact definition
of the projects, and gradual promotion of the depth of our understanding
of the underlying theoretical principles and merging these theoretical
aspects with our practical experience. In the meantime, we try
to abstain from following passing managerial fads.
The Challenge of Defining Matters and Distinguishing
them form Problems:
Many a times it has happened that we found ourselves totally alienated
in a briefing session and feel that we are caught amongst aliens
each speaking his own unintelligible language, and at the end
of the briefing session we are wondering why the meeting was not
fruitful.
We have learned that exacting our definition of the matters at
hand and separating them out form problems has always been a nightmare
for most managers, and if this problem is not taken care of in
due time, it will result in irreparable consequences.
It is our understanding that an interim period of talks, aiming
at defining the matters and projects at this stage can prevent
future problems, so it is our policy to pave the way for our clients
to open up to us and talk with us in a common language, enabling
us to find fine-tuned definitions of the problems to be curbed
and ultimately find suitable solutions to them.
The Challenge of Misunderstanding the Concept
of Transformation & Change:
An obstacle in the way of implementing projects in organizations
is the matter of misunderstanding the process of “ transformation”.
Although the cornerstone and the focus of each of such projects
is to bring about “ transformation” and “change”, a lack of correct
understanding of the process via which such transformation can
be realized and put in effect causes serious problems for the
consultant and the consulting agency which will ultimately cause
the project to become stagnant and reach a standstill.
We have learned through experience that precise understanding
of the project at hand and a well-planned and gradual progress
in the implementation of the project are of utmost importance.
We do believe that a transformation reached over-night will not
be a substantial and lasting one, so we will rely on smaller but
more solid steps. Aryana never claims to incur transformation
in a short span of time.
………….. and in the end, we reckon “ cost” and “ quality” as being
the two fundamental strategies in Iranian organizations to enter
a competitive market. In this line, Aryana bases its philosophy
in consultation on helping organizations in promoting their competitiveness.
Through consultation, we are aiming at promoting organizational
competitiveness in measurable qualitative and quantitative objectives
of our clients.
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