Client Story: Israel Patrol and Energy infrastructure Company
“Once we decided to enter the world of innovation we realized that we needed help in building an innovation strategy and accompaniment. I met a lot of companies from the biggest to the smallest. I was impressed that Spyre understands very well the world of innovation, the ecosystem, and the world of companies, as well as government companies and I, realized that they are what our company needs to implement innovation in a practical and successful way. We chose them for this task and I am happy to say that I was not disappointed!”
About the customer:
Oil and Energy Infrastructure Ltd, also known as TASHAN, is Israel’s national infrastructure company in the field of fuel and energy, which is fully owned by the state. The company is responsible for meeting the needs of the Israeli market, both routinely and in emergencies, and its activities focus on a number of key areas, including import of fuels; Storage of fuels of all kinds, transportation, the supply of fuels, handling of raw fuel products and distillates, and production of road tankers.
About the project and the challenges:
The main goal of the company in this project was to establish an innovation unit in the organization. To this end, we conducted an extensive assessment of the existing innovation processes in the organization and offered our recommendations. Including the recommendation for establishing an innovation division, the drafting of a strategy document for this division. In addition, and to ensure the innovation division’s positive impact on the company, we mapped the external innovation ecosystem, identified the key players in it, and the opportunities it had to offer.
The results of the process:
Management received a report of the internal and external assessments, in which enablers and blockers for innovative activity were defined, along with detailed recommendations. Following these recommendations, the company established a new innovation division. In addition, focal points for the new division’s activity were defined, both internally and externally. Lastly, an annual work plan was written, including achievable goals as well as evaluation metrics, and entrepreneurial processes were launched.