The Tenth National Conference on Organizational Culture Was Held

According to the Public Relations Office and the website of Khatam University, the Tenth National Conference on Organizational Culture (with a future-shaping co-creation approach) was held through the efforts of the Iranian Management Association, in cooperation with Khatam University, and with the participation of a large number of scholars, experts, and enthusiasts in this field. The conference took place on Tuesday and Wednesday, January 27 and 28, at Khatam University in Tehran.

The opening ceremony of the conference was held in the presence of Dr. Alaeddin Rafi-Zadeh, Vice President of the Islamic Republic of Iran and Head of the Administrative and Employment Affairs Organization. In his remarks, referring to new definitions of organizational culture proposed by major institutions such as Gallup, he stated that in the latest definition, organizational culture refers to the observations and experiences of customers/clients when receiving services from an organization. He described this definition as simple, because it emphasizes that understanding organizational culture does not require searching for special symbols—since culture is essentially what the customer experiences—and complex, because symbol-making for organizations is no longer easily achievable.

He then raised the question of how organizational culture, resulting from the proper or improper execution of processes, affects clients, and referred to the issue of multiple administrative systems. He added that based on assessments conducted through the “Fouad 128” system (the administrative emergency system), three main factors cause public dissatisfaction with systems—what he termed “disturbing system-centeredness”:
first, inappropriate behavior toward users and lack of respect;
second, systems not functioning properly;
and third, malfunctioning automated telephone services.

The Vice President explained that the Fouad 128 system was created so that citizens who encounter inappropriate behavior while receiving services—and who lack the time or energy to formally file complaints—can record their concerns, which directly relate to organizational culture. He emphasized that improving the administrative and executive system, both in the public and private sectors, requires documenting and transferring such service-experience feedback.

Following this, Dr. Majid Ghasemi, President of the Iranian Management Association and Head of the Policy Council of the National Conference on Organizational Culture, delivered a speech titled “Co-Creation in Organizational Innovation.” He defined co-creation as a strategy that brings different stakeholders together to jointly produce mutually valuable outcomes. He explained that co-creation is both a strategy and an operational model whose dimensions include multi-stakeholder collaborative action, shared learning processes for innovation, contextual knowledge production, meaning-making, and open, trustworthy, and inclusive dialogue.

He added that co-creation platforms can support a wide range of transformation goals, such as the implementation of new technologies, post-merger integration, and cultural transformation. He emphasized that co-creation with customers lies at the center of all organizational activities and cited Bank Pasargad as an exemplary customer-centric organization.

Dr. Ghasemi also referred to co-creation with competitors, noting that it involves the simultaneous combination of cooperation and competition among firms that compete in the market while collaborating in specific areas to create new value. He further described co-creation with society as a collaborative approach in civic participation that enables community stakeholders to act as co-designers and co-innovators of environments, services, and related policy reforms.

Continuing the conference speeches, Engineer Mohammad Darvish, Head of the Environmental Committee at UNESCO’s Social Health Chair, addressed the topic of how culture and art contribute to enhancing social responsibility and resilience. Emphasizing the importance of human capital compared to natural resources, he cited Iran’s ancient and profound qanat systems as examples of human ingenuity created by individuals who knew they would not live to see their full benefits.

He noted that this not only highlights the role of human capital in civilizational development but also refutes claims that Iranians are incapable of collective work. He stressed that if today’s generation recognizes these human assets and if cultural and artistic figures are introduced in educational curricula, national pride and commitment to the homeland will be strengthened. He concluded that Iran’s survival in one of the world’s most challenging geographical regions has been made possible through such cultural and artistic foundations.

In another speech, Dr. Hassan Boudelai, management consultant and lecturer, spoke on “Organizational Culture in the Age of Artificial Intelligence: From Coexistence to Co-Creation.” He emphasized that technology without culture is merely a tool and identified fear of change as a major reason why some individuals resist AI adoption. He explained that such fear leads to hostility toward AI and results in underutilization of existing competencies within organizations.

As part of the conference program, a specialized session titled “Co-Creation in Developing Shared Values” was held with the participation of Dr. Mohsen Ghadami, management instructor and consultant; Dr. Fattah Aghazadeh, Director General of the Office for Organizational Culture Excellence and Administrative Health at the Administrative and Employment Affairs Organization of the country; Dr. Iraj Soltani, faculty member of Islamic Azad University; Dr. Morteza Bakhshayesh, Director General of Productivity and Administrative Modernization at the Ministry of Energy; and Eng. Mehdi Kefayat, Board Member of Atiyeh Foolad Naghsh-e Jahan Isfahan Company.

Dr. Ghadami, as panel chair, emphasized that value management is a well-established school of thought forming the foundation of major global corporations, and noted that it has moved beyond being a luxury concept to becoming central to both internal and external organizational activities.

Dr. Aghazadeh stressed that public value must not remain monopolized by individuals or institutions and argued that when public value is formed collectively, citizens become rightful stakeholders and demand accountability—a practice common in democratic societies.

Dr. Soltani discussed the steps required to transition from a culture of resilience to antifragile performance, outlining stages such as submission, conflict, burnout, recovery, strengthening, enjoyment of challenges, and capability development.

Dr. Bakhshayesh explained the Ministry of Energy’s approach to creating shared value in water and electricity sectors, emphasizing the need for collective dialogue and avoidance of one-dimensional solutions.

Dr. Kefayat highlighted that nationwide success requires noble intentions and collective effort, not individual action.

On the second day, Dr. Azar Saeimian, Secretary of the Supreme Council of the Conference and Secretary of the Management Social Responsibility Award, unveiled a newly registered global model titled “Sustainable Value Creation.” She explained that the model is a revised version of earlier frameworks developed by the Iranian Management Association and offers national and international benefits to participating organizations.

She stated that the final structure of the model is based on five main criteria:
organizational leadership and strategy;
sustainable economic performance;
environmental and climate responsibility;
governance, ethics, and legal compliance;
and human capital and social participation.
She cited the Khatam University Campus project as a successful national example of sustainable value creation, particularly in energy efficiency, describing it as unparalleled in the Middle East.

Later, Dr. Majid Ghasemi Chairman of the Conference Policy Council, addressed the topic of responsible banking, explaining that its principles—developed in 2019 by the UN Environment Programme Finance Initiative—focus on human rights, nature, inclusive economies, and climate change. He highlighted Bank Pasargad’s long-standing commitment to transparency and green economy initiatives.

The CEO of Bank Pasargad outlined the six principles of responsible banking as alignment, impact and purpose-setting, customers, stakeholders, governance and culture, transparency and accountability. Noting that Bank Pasargad has been publishing its social responsibility report annually and transparently for the past 13 years to inform public opinion, he emphasized “At Pasargad Financial Group, we have also paid special attention to the green economy. For example, our subsidiary, Pasargad Energy Development Company, is now ready to capture gases released from oil wells that are currently burned in flare stacks and cause air pollution, in a way that eliminates environmental pollution entirely”.

As part of the conference program, a specialized session aimed at presenting best practices in the field of social responsibility was held with the participation of Dr. Hessam Zandhasami, faculty member of Islamic Azad University (Science and Research Branch); Dr. Mehran Bakhshipour, Sustainability Director at Irancell; Dr. Hamed Farnam, Director of Planning and Development at Pasargad Value Creators Company; and Dr. Gholamreza Jamshidi, CEO of Nouri Petrochemical Company.

At the outset, Dr. Zandhasami, who chaired the panel, addressed the status and importance of the Social Responsibility Award, which is organized annually by the Iranian Management Association and presented to selected recipients. He called on award recipients to further introduce and promote this award to their respective audiences.

Additionally, Dr. Farnam discussed several social responsibility initiatives implemented by Pasargad Value Creators Company. According to him, these initiatives were carried out during the current year at an accelerated pace, following four clearly defined stages, and their results have already been realized.

In a brief report, Dr. Bakhshipour also explained Irancell’s actions to reduce carbon usage and emissions and to move toward a green economy, despite the high costs of such initiatives. He stated that attention must always be paid to society in this process in order to mitigate potential risks.

Dr. Jamshidi likewise referred to the establishment of more than 56 knowledge-based companies, valued at 30 trillion rials, in recent years, as well as the reduction of air pollution through the replacement of existing furnaces at Nouri Petrochemical Company, as part of the company’s practical measures in fulfilling its social responsibility.

 

Finally, following the reading of the final statement of the 10th National Conference on Organizational Culture, the 10th Social Responsibility Award Ceremony was held, during which certificates and trophies were presented to the selected recipients. With this ceremony, the conference officially concluded.