National Training Plan ۱۰۰ Individual Manager for the Future of Innovation Biomon – | Iranian and world news

According to the to the Ministry of Science, the project was attended by the Vice President of Technology and Innovation of the Ministry of Science, Head of Iran’s Scientific and Industrial Research Organization, Head of Isfahan Scientific and Research Town, and a group of managers and experts of the country’s technology ecosystem at the Iranian Scientific and Industrial Research Organization.

This project is one of the most important projects in the development of the country’s technology management, which focuses on clever investment on the most valuable assets of any innovation ecosystem, namely “elite human capital and capable managers”.

Mohammad Nabi Shahiki, deputy director of technology and innovation at the Ministry of Science, Research and Technology at the opening ceremony, said that the course is designed and started today with the aim of capacity building and nurturing a new generation of managers for the future horizon of the country’s innovation ecosystem.

Referring to the topics discussed during this period, he noted: One of the central topics of this six -month period is to familiarize technology in the country.

According to him, we are faced with a wide variety of actors in this field who complement each other and have created valuable capacities.

The Deputy Minister of Technology and Innovation of the Ministry of Science cited the opportunities and capacities of the knowledge leap of knowledge production as one of the key topics of this period: According to this law, a new opportunity for the development of the country’s innovation biomass is formed. Introduction to the models that each ecosystem development stakeholder helps create a deep understanding of the technology development and the process of technology development.

Need to design a variety of models for the development of technology parks

“The conditions of each park are unique to the development of technology parks,” said Shahiki, “If we accept that the park is a regional development strategy in the field of technology and knowledge, we must design flexible models that can work well in each province and geography.”

He added: “The university park business plan is quite different from a regional, machine and specialized park, and one of the most important things that future managers should consider is that the same model and algorithm for the development process of the parks cannot be defined.”

Technology Parks; Translation of Technological Business

“Our main mission is to develop technological businesses,” said the Deputy Minister of Technology and Innovation, saying that technology parks are technological translation. Alongside the parks, other institutions such as growth centers, accelerators, innovation factories, various financing institutions and other sub -institutions have been formed, each playing an innovative way to the market.

Referring to the “theory of average income,” he said, the results of the studies show that countries that have been investing in deep technologies have been able to get out of the average income and to achieve the technology development of wealth creation and value added from the technology channel.

The status of technology parks under the supervision of the Ministry of Science

Dr. Shahiki went on to point out the current situation of technology parks under the supervision of the Ministry of Science and stated: Currently, there are 4 technology parks, 2 growth centers, 2 research and technology funds with university shareholders, parks and private sector and regional markets under the parks.

He cited the output of these technology institutions as 2,800 units of technology and knowledge and the creation of 6,000 jobs, and said: “It seems that we have reached a very good point in a very good point, but the important thing is to improve the quality of each of these technology development chains.”

The deputy director of technology and innovation at the Ministry of Science, referring to the geographical dispersion of technology centers, said: “There has been a very good relative density of technology units and institutions in the technology development chain in the country, and this relative density of technology units can create an effective role in the technology development chain.”

Systematic Communication between Technology Parks, University and Industry

He said that most of the outputs and communication in the field of academic spinons and professors involved in academic parks were, he said: “We have academic science and technology parks in the country. And these academic parks need to be strengthened, as universities in the country are the source of talent and the source of transformation in the field of knowledge.

Referring to the systematic communication between technology parks, university and industry, Shahiki Tash said: “Sometimes we see a university park in the heart of the university, a separate island from university relations or a provincial park has failed to have a good connection with universities.”

He added: “The head of the park that wants to work effectively should be able to design a variety of innovative models to establish a connection between the university as the source of innovation and technology with the technology park.”

The Deputy Minister of Science pointed to various models such as “Technology Assistant”, “Technology Postgraduate”, “Technology”, “Industrial Innovation Design”, “Industrial Quap Project” and “Technology Soldier”, saying the success of these models depends on the art of management in designing and creating communication elegance. Parks that do not rely solely on national focused policies and have an internal initiative have been more successful.

He added: “The industrial co -project can be effective in the field of university talent and the orientation of the field of innovation and park managers can design programs for their parks.”

Article 2 of the Code Golden opportunity window

Dr. Shahiki called Article 5 of the Law on the Jump of Knowledge Production a Golden Opportunity and the Opportunity for Innovation Ecosystem, saying that this material can change the playground and bring industry elders into the field of innovation development. In the event of proper implementation, and operationalization of this material, we will see a link to the traditional industry structure and create a significant growth in the interior of the parks.

He described the economic life and development of park innovation as heavily tied to the financial capacity created by the law and emphasized: Park managers should be able to intelligently operate the capacities of Articles 1 and 2 of this law.

Need to specialize in parks in specific areas

“Every park, given its human capital, university capacity and its inner elasticity, must form its own model,” said the deputy director of technology and innovation at the Ministry of Science, referring to the wave of accelerated technology developments in areas such as artificial intelligence. Each park must choose at least one area for its future branding in the 5 -year program and admit that in all areas it is not possible to create an innovative business cluster.

Supply of innovative funding

Shahiki emphasized the need for innovative funding for the parks and said: Financial institutions such as research and technology funds, to accelerators, risky, bold and … each play an important role in the ecosystem.

He added: “The head of the park must have a complete aristocracy of finance literature and startup field to design professional support packages for different stages of business life cycle, from the core to the scale.”

The Deputy Minister of Science also said that infrastructure development also needed innovative financing and use of public-private partnership models, and said there should be a serious will to attract private capital in technology parks. The park manager must have general knowledge of public-specific participation models.

Investment; Oxygen Development of Innovation

He announced the launch of “Atlas of Investment” as one of the new priorities and said that the Atlas helps to pursue a new process in their workspaces that have understood the concept. Capital is the oxygen development of innovation, and parks must have serious entry into the field to make the corporate scale larger.

Empowering manpower in an ecosystem innovation

Shahiki emphasized the need for serious attention to empowering human resources in parks and growth centers: domestic and international opportunities should be provided to promote human resources. Although the ministry has begun projects, park managers must have the initiative themselves.

Referring to the assessment of the capacity of human resources in the technology units of the world’s propulsion parks, he said: According to the information, 2 % of the increase in artificial intelligence and 2 percent in the robotics field. This shows what parts of the parks are needed for the parks and this confirms that the business matrix is ​​changing.

Minimum patterns to strengthen university -park communication

The Deputy Minister of Technology and Innovation of the Ministry of Science announced projects to shape technology ecosystems in universities and said: “These patterns help to strengthen the communication space between the university, the University Park and the Growth Center.”

He announced the planning to create specialized innovation clusters in areas such as machinery and equipment and said: “Consortium between actors in this field in the technology parks of the country, though difficult, can provide B4B and value chain between companies.”

Referring to the necessity of being in the international value chain, Shahiki announced the beginning of a project to establish a link between three universities and four internal institutions, saying that the project is in the early stages and its realization is facing extensive obstacles, but initial measures have begun.

The gender of management is different in technology parks

Completing the discussions, he emphasized that the gender of management in technology parks is quite different from the conventional structures, saying: “The technical and strategic skills needed by the park manager are different and the park manager must have a rational understanding of the business environment and interact very well with the economic and technological decision makers.” Park is a technology commercialization organization, and managers must mentally accept that they are in a different environment.

He said the art of management in the park space is effective in attracting private and smart money and ecosystem design, adding that biomedical design is difficult and not only with institutions and infrastructure. One of the most important factors to be seen is the “innovative entrepreneurial culture”.

The deputy director of technology and innovation at the end of the course was the central purpose of the course to train a new generation of technology parks and hope that the course would have achieved a favorable conclusion and that creative human resources and innovations would play a role in the development and consistency of this ecosystem.