en
WELCOME TO A PLACE WHERE ALL NEW IDEAS ARE SIGNIFICANT
WHAT WE DO
WE ARE HERE TO INVEST IN BUSINESSES

Fakher Holding has been established with the aim of creating a business ecosystem in the specialized fields of post, logistics, e-commerce, manufacturing and trades. Our main goal is creation of new businesses in aforementioned fields and provide products and services in the context of those businesses. Beside creation of new job opportunities, Fakher holding task is creation of appropriate infrastructure, based on information Technology which will result to life welfare level upgrade. Our main strategy is to attract creative ideas, investors, advisers and experts. We endeavor to take solid step towards our mission to upgrade Iran’s economy and welfare.

ABOUT FAKHER
WE ARE A HOLDING AND INVESTMENT COMPANY

Fakher Holding has been established with the mission of formation and management of Fakher ecosystem and strategic management of her subsidiaries and affiliates. Fakher holding is determined to create new businesses and develop appropriate infrastructure, to form a comprehensive exchange of values among people, government and suppliers of goods and services.

HOLDING
INVESTMENT
Fakher Holding has been established with the mission of formation and management of Fakher ecosystem
We embrace new thoughts, concepts and ideas. Our value is to thrive, nourish and shape quality businesses and empower Fakher ecosystem.
WHO WE ARE

Fakher holding considers the organizational culture, as a sharable and transferable pattern. Special architecture of human resources, tailored to the goals of the Holding, directs realization of the new organizational concepts.

HR STRATEGY
• Attracting professional human resources
• Engagement
• Continuous staff training and development
• Knowledge management
• Focus on employee wellbeing
• Rewarding
• Employee relations
OUR CULTURE
Fakher Holding’s organizational culture is based on shared values such as creativity, entrepreneurship, coaching and social responsibility which influences the organization’s members’ manner and mindset.
+ 1
Projects under execution
+ 1
Number of attained businesses
+ 1k
Direct employment
+ 1k
Indirect employment
1
startups
FAKHER HOLDING AT A GLANCE

ANNUAL REVIEW

11% Trades and Manufacturing 36% E-Commerce 53% Logistic
2019-10-06

SUPPLY CHAIN INSIGHTS

WHAT DOES THE FUTURE HOLD FOR URBAN DISTRIBUTION?,DHL,Adrian Kumar
E-commerce has changed the retail landscape forever, and customer expectations are now higher than ever before. What does that mean for how ever-increasing volumes of goods can be delivered quickly and efficiently to heavily-populated urban areas?
With same-day and next-day deliveries the ‘new normal’, we spoke to Adrian Kumar, VP Solutions Design, North America, DHL Supply Chain, about where he sees the future of urban distribution headed.

Q. Adrian, we know from our own research on e-commerce1 that escalating consumer expectations are the key challenge for e-commerce businesses. Whether they serve the B2C or B2B market, they are all under pressure to deliver excellent, near-instant service. How is urban distribution evolving to meet these expectations?
When we look at the way urban distribution is evolving, I think we can see three key trends. Firstly, the model for e-fulfillment into metropolitan areas has changed; second, we can see an emerging new ecosystem of fulfillment; and lastly, a mix of new technologies and solutions is helping to support the retail and fulfillment models of the future.
In terms of fulfillment into urbanized, heavily populated areas of course there’s no escaping the influence of Amazon.
It has significantly reduced the time from click-to-door over the years, and has maintained a two- to three-day lead in shipping speed over its competitors. It has done this by transforming its distribution infrastructure and its footprint. Back in 2010 it followed a national strategy in the US with fulfillment centers in states that were chosen for their tax regimes. By 2013 though, it had moved to a regional strategy and started opening facilities in key distribution hubs across the US. More recently, however, it has started opening up more fulfillment centers that are close to metropolitan centers. Its Prime Now centers provide a one to two hour delivery service and it has also started to open up delivery stations, which enable last-mile deliveries.

Read More:ytre.ir/omh

2019-10-01

Thinking bigger

Digital transformation in the power sector,Felipe Requejo, July 2019

In a recent survey of power executives conducted by Deloitte, a full 95 percent agreed that digital transformation is a top strategic priority. That’s a pretty convincing stat. But are power companies taking full advantage of the opportunities that Industry 4.0 technologies offer?

Sure, power companies are making progress on digital transformation and many have explored technologies that would be considered disruptive—such as AI, analytics, and machine learning. But, less than half of respondents to the survey chose this as an area they are exploring. What’s more, when asked about what digital capabilities they were most interested in, only about 30 percent of respondents deemed capabilities that used deep analytics and robotics “extremely important.”

What these responses seem to indicate is that while digital transformation is a priority, it may need more traction in the sector to deliver on its true potential. With such revolutionary technologies available, power companies may need to think bigger. But how?

Finding the right opportunities

A range of factors are yielding opportunities in the power sector—from the falling price of renewables to the increasing electrification of the transport and other sectors. Advances in digital technology can spur innovative approaches that can help power companies make the most of these opportunities. Not only can digital technologies help power companies achieve operating efficiencies and remain competitive, but they can also potentially create new value through additional revenue opportunities. Technologies such as AI and IoT are already accelerating the development of new business or operating models that can optimize and augment performance.

In some cases however, these opportunities can be leveraged by new entrants as well. While selling power itself may not be an option in some heavily regulated markets, startups, entrepreneurs, and companies from adjacent industries are ready and willing to take advantage of anything they see as a market opportunity. Already big tech is eyeing ways to use data from smart thermostats and other connected devices in the home.

The digital imperative

The good news is that incumbents have the home field advantage—with assets and customer databases in place as well as strong brand identification in many parts of the world. But this advantage stands only if they are willing to change their culture and move with more purpose into the digital age.

When it comes to the digital transformation continuum, many power companies are still in the exploring phase, dabbling in new technologies—and potentially leaving themselves vulnerable to disruptive entrants. Still others are doing digital “as needed”—implementing one-off digital projects rather than building an enterprise-wide digital strategy and culture.

Power companies need to push past these phases to “becoming digital.” They should consider adopting agile business practices and shifting their mentality toward a more flexible and collaborative environment. For example, instead of delivering one completed project at a time, they could develop the capability to deliver smaller releases more frequently by establishing a “digital foundry.”

While the utility industry is not known for its fast-moving culture—companies can take some concerted action to start their digital journey or keep the journey moving once begun. Here are some steps to consider:

  • Chart the path: The first step is to recognize that the transformation to “being digital” will be a substantial, significant, and a long-term undertaking. It’s an ongoing process that won’t end anytime soon. Start by defining your organization’s ambitions and then chart a path to success by developing a road map to achieve those ambitions.
  • Develop innovation capabilities: It’s important to establish repeatable innovation capabilities to continuously supply the business with a robust pipeline of digital projects. Ideally, the innovation process will enable your organization to rapidly design, test, and iterate each concept through to launch.
  • Develop or acquire new technology: Participate in a technology incubator, start a venture capital organization, or consider investing in or partnering with technology companies to develop innovative products, services, or business models and test use cases.
  • Transform culture: Cultural transformation involves not only adopting new technologies but incorporating a digital mindset into the DNA of your organization. This requires developing processes to encourage experimentation and innovation as well as a transformation that introduces organizational, operational, and behavioral changes and instills them enterprise-wide.
  • Invest in a digital foundry: This is a hub for all digital activities—a dedicated function that can continuously ideate and carry concepts through implementation. It will use new skill sets and new ways of thinking, such as agile and design thinking.

Read more:

https://www2.deloitte.com/us/en/insights/industry/power-and-utilities/digital-transformation-utility-of-the-future.html?id=gx:2em:3int:4DigiStrat19:5awa:6er:20190411

GET IN TOUCH

LETS START A JOURNEY

Main Office: Unit 4, 4Th Floor, Fakher Building , No.12, West Taban st., Nelson Mandela Boulevard, Tehran-Iran
Tel: +98 (21) 8867 8225 – Fax: +98 (21) 8608 2871
Email: info@fakher.ir
WELCOME TO A PLACE WHERE ALL NEW IDEAS ARE SIGNIFICANT
SCROLL DOWN TO CONTINUE
WHAT WE DO
WE ARE HERE TO INVEST IN BUSINESSES

Fakher Holding has been established with the aim of creating a business ecosystem in the specialized fields of post, logistics, e-commerce, manufacturing and trades. Our main goal is creation of new businesses in aforementioned fields and provide products and services in the context of those businesses. Beside creation of new job opportunities, Fakher holding task is creation of appropriate infrastructure, based on information Technology which will result to life welfare level upgrade. Our main strategy is to attract creative ideas, investors, advisers and experts. We endeavor to take solid step towards our mission to upgrade Iran’s economy and welfare.

ABOUT FAKHER
WE ARE A HOLDING AND INVESTMENT COMPANY

Fakher Holding has been established with the mission of formation and management of Fakher ecosystem and strategic management of her subsidiaries and affiliates. Fakher holding is determined to create new businesses and develop appropriate infrastructure, to form a comprehensive exchange of values among people, government and suppliers of goods and services.

HOLDING
INVESTMENT
Fakher Holding has been established with the mission of formation and management of Fakher ecosystem
We embrace new thoughts, concepts and ideas. Our value is to thrive, nourish and shape quality businesses and empower Fakher ecosystem.
WHO WE ARE

Fakher holding considers the organizational culture, as a sharable and transferable pattern. Special architecture of human resources, tailored to the goals of the Holding, directs realization of the new organizational concepts.

HR STRATEGY
• Attracting professional human resources
• Engagement
• Continuous staff training and development
• Knowledge management
• Focus on employee wellbeing
• Rewarding
• Employee relations
OUR CULTURE
Fakher Holding’s organizational culture is based on shared values such as creativity, entrepreneurship, coaching and social responsibility which influences the organization’s members’ manner and mindset.
+ 1
Projects under execution
+ 1
Number of attained businesses
+ 1k
Direct employment
+ 1k
Indirect employment
1
startups
11% Trades and Manufacturing 36% E-Commerce 53% Logistic
FAKHER HOLDING AT A GLANCE

ANNUAL REVIEW

2019-10-06

SUPPLY CHAIN INSIGHTS

WHAT DOES THE FUTURE HOLD FOR URBAN DISTRIBUTION?,DHL,Adrian Kumar
E-commerce has changed the retail landscape forever, and customer expectations are now higher than ever before. What does that mean for how ever-increasing volumes of goods can be delivered quickly and efficiently to heavily-populated urban areas?
With same-day and next-day deliveries the ‘new normal’, we spoke to Adrian Kumar, VP Solutions Design, North America, DHL Supply Chain, about where he sees the future of urban distribution headed.

Q. Adrian, we know from our own research on e-commerce1 that escalating consumer expectations are the key challenge for e-commerce businesses. Whether they serve the B2C or B2B market, they are all under pressure to deliver excellent, near-instant service. How is urban distribution evolving to meet these expectations?
When we look at the way urban distribution is evolving, I think we can see three key trends. Firstly, the model for e-fulfillment into metropolitan areas has changed; second, we can see an emerging new ecosystem of fulfillment; and lastly, a mix of new technologies and solutions is helping to support the retail and fulfillment models of the future.
In terms of fulfillment into urbanized, heavily populated areas of course there’s no escaping the influence of Amazon.
It has significantly reduced the time from click-to-door over the years, and has maintained a two- to three-day lead in shipping speed over its competitors. It has done this by transforming its distribution infrastructure and its footprint. Back in 2010 it followed a national strategy in the US with fulfillment centers in states that were chosen for their tax regimes. By 2013 though, it had moved to a regional strategy and started opening facilities in key distribution hubs across the US. More recently, however, it has started opening up more fulfillment centers that are close to metropolitan centers. Its Prime Now centers provide a one to two hour delivery service and it has also started to open up delivery stations, which enable last-mile deliveries.

Read More:ytre.ir/omh

2019-10-01

Thinking bigger

Digital transformation in the power sector,Felipe Requejo, July 2019

In a recent survey of power executives conducted by Deloitte, a full 95 percent agreed that digital transformation is a top strategic priority. That’s a pretty convincing stat. But are power companies taking full advantage of the opportunities that Industry 4.0 technologies offer?

Sure, power companies are making progress on digital transformation and many have explored technologies that would be considered disruptive—such as AI, analytics, and machine learning. But, less than half of respondents to the survey chose this as an area they are exploring. What’s more, when asked about what digital capabilities they were most interested in, only about 30 percent of respondents deemed capabilities that used deep analytics and robotics “extremely important.”

What these responses seem to indicate is that while digital transformation is a priority, it may need more traction in the sector to deliver on its true potential. With such revolutionary technologies available, power companies may need to think bigger. But how?

Finding the right opportunities

A range of factors are yielding opportunities in the power sector—from the falling price of renewables to the increasing electrification of the transport and other sectors. Advances in digital technology can spur innovative approaches that can help power companies make the most of these opportunities. Not only can digital technologies help power companies achieve operating efficiencies and remain competitive, but they can also potentially create new value through additional revenue opportunities. Technologies such as AI and IoT are already accelerating the development of new business or operating models that can optimize and augment performance.

In some cases however, these opportunities can be leveraged by new entrants as well. While selling power itself may not be an option in some heavily regulated markets, startups, entrepreneurs, and companies from adjacent industries are ready and willing to take advantage of anything they see as a market opportunity. Already big tech is eyeing ways to use data from smart thermostats and other connected devices in the home.

The digital imperative

The good news is that incumbents have the home field advantage—with assets and customer databases in place as well as strong brand identification in many parts of the world. But this advantage stands only if they are willing to change their culture and move with more purpose into the digital age.

When it comes to the digital transformation continuum, many power companies are still in the exploring phase, dabbling in new technologies—and potentially leaving themselves vulnerable to disruptive entrants. Still others are doing digital “as needed”—implementing one-off digital projects rather than building an enterprise-wide digital strategy and culture.

Power companies need to push past these phases to “becoming digital.” They should consider adopting agile business practices and shifting their mentality toward a more flexible and collaborative environment. For example, instead of delivering one completed project at a time, they could develop the capability to deliver smaller releases more frequently by establishing a “digital foundry.”

While the utility industry is not known for its fast-moving culture—companies can take some concerted action to start their digital journey or keep the journey moving once begun. Here are some steps to consider:

  • Chart the path: The first step is to recognize that the transformation to “being digital” will be a substantial, significant, and a long-term undertaking. It’s an ongoing process that won’t end anytime soon. Start by defining your organization’s ambitions and then chart a path to success by developing a road map to achieve those ambitions.
  • Develop innovation capabilities: It’s important to establish repeatable innovation capabilities to continuously supply the business with a robust pipeline of digital projects. Ideally, the innovation process will enable your organization to rapidly design, test, and iterate each concept through to launch.
  • Develop or acquire new technology: Participate in a technology incubator, start a venture capital organization, or consider investing in or partnering with technology companies to develop innovative products, services, or business models and test use cases.
  • Transform culture: Cultural transformation involves not only adopting new technologies but incorporating a digital mindset into the DNA of your organization. This requires developing processes to encourage experimentation and innovation as well as a transformation that introduces organizational, operational, and behavioral changes and instills them enterprise-wide.
  • Invest in a digital foundry: This is a hub for all digital activities—a dedicated function that can continuously ideate and carry concepts through implementation. It will use new skill sets and new ways of thinking, such as agile and design thinking.

Read more:

https://www2.deloitte.com/us/en/insights/industry/power-and-utilities/digital-transformation-utility-of-the-future.html?id=gx:2em:3int:4DigiStrat19:5awa:6er:20190411

Thinking bigger

In a recent survey of power executives conducted by Deloitte, a full 95 percent agreed that digital transformation is a top strategic priority. That’s a pretty convincing stat. But are power companies taking full advantage of the opportunities that Industry 4.0 technologies offer?

Sure, power companies are making progress on digital transformation and many have explored technologies that would be considered disruptive—such as AI, analytics, and machine learning. But, less than half of respondents to the survey chose this as an area they are exploring. What’s more, when asked about what digital capabilities they were most interested in, only about 30 percent of respondents deemed capabilities that used deep analytics and robotics “extremely important.”

What these responses seem to indicate is that while digital transformation is a priority, it may need more traction in the sector to deliver on its true potential. With such revolutionary technologies available, power companies may need to think bigger. But how?

Finding the right opportunities

A range of factors are yielding opportunities in the power sector—from the falling price of renewables to the increasing electrification of the transport and other sectors. Advances in digital technology can spur innovative approaches that can help power companies make the most of these opportunities. Not only can digital technologies help power companies achieve operating efficiencies and remain competitive, but they can also potentially create new value through additional revenue opportunities. Technologies such as AI and IoT are already accelerating the development of new business or operating models that can optimize and augment performance.

In some cases however, these opportunities can be leveraged by new entrants as well. While selling power itself may not be an option in some heavily regulated markets, startups, entrepreneurs, and companies from adjacent industries are ready and willing to take advantage of anything they see as a market opportunity. Already big tech is eyeing ways to use data from smart thermostats and other connected devices in the home.

The digital imperative

The good news is that incumbents have the home field advantage—with assets and customer databases in place as well as strong brand identification in many parts of the world. But this advantage stands only if they are willing to change their culture and move with more purpose into the digital age.

When it comes to the digital transformation continuum, many power companies are still in the exploring phase, dabbling in new technologies—and potentially leaving themselves vulnerable to disruptive entrants. Still others are doing digital “as needed”—implementing one-off digital projects rather than building an enterprise-wide digital strategy and culture.

Power companies need to push past these phases to “becoming digital.” They should consider adopting agile business practices and shifting their mentality toward a more flexible and collaborative environment. For example, instead of delivering one completed project at a time, they could develop the capability to deliver smaller releases more frequently by establishing a “digital foundry.”

While the utility industry is not known for its fast-moving culture—companies can take some concerted action to start their digital journey or keep the journey moving once begun. Here are some steps to consider:

  • Chart the path: The first step is to recognize that the transformation to “being digital” will be a substantial, significant, and a long-term undertaking. It’s an ongoing process that won’t end anytime soon. Start by defining your organization’s ambitions and then chart a path to success by developing a road map to achieve those ambitions.
  • Develop innovation capabilities: It’s important to establish repeatable innovation capabilities to continuously supply the business with a robust pipeline of digital projects. Ideally, the innovation process will enable your organization to rapidly design, test, and iterate each concept through to launch.
  • Develop or acquire new technology: Participate in a technology incubator, start a venture capital organization, or consider investing in or partnering with technology companies to develop innovative products, services, or business models and test use cases.
  • Transform culture: Cultural transformation involves not only adopting new technologies but incorporating a digital mindset into the DNA of your organization. This requires developing processes to encourage experimentation and innovation as well as a transformation that introduces organizational, operational, and behavioral changes and instills them enterprise-wide.
  • Invest in a digital foundry: This is a hub for all digital activities—a dedicated function that can continuously ideate and carry concepts through implementation. It will use new skill sets and new ways of thinking, such as agile and design thinking.

Read more:

https://www2.deloitte.com/us/en/insights/industry/power-and-utilities/digital-transformation-utility-of-the-future.html?id=gx:2em:3int:4DigiStrat19:5awa:6er:20190411

BACK
GET IN TOUCH

LETS START A JOURNEY

Main Office: Unit 4, 4Th Floor, Fakher Building , No.12, West Taban st., Nelson Mandela Boulevard, Tehran-Iran
Tel: +98 (21) 8867 8225 – Fax: +98 (21) 8608 2871
Email: info@fakher.ir
2019 © Fakher Holding. All Rights Reserved.
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WHAT WE DO

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ABOUT FAKHER

03
WHO WE ARE

04
ANNUAL REVIEW

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