Our Mission

Built on well over half a century of influential presence in Iran’s economic and industrial environment, the Industrial Management Institute recognize their mission in supporting a development in management capacities and transformation/improvement of organizations, as well as in achieving national economic and social development goals, by offering consultation, education, and research. In doing so, they strive to:

  • - Assist the leaders of business sectors of any activity volume, in preparation for upcoming situations.
  • - Help enterprises nationwide adopt appropriate strategies in order to design and implement effective reforms and, as a result, improve their performance and productivity.
  • - Promote theoretical knowledge and the skills needed by leaders and managers (for current and future conditions).
  • - Help managers and policymakers, through consulting and research, determine future issues and challenges, and adopt proper strategies.

Our Objectives

  • - Helping public and private organizations improve their management methods and systems
  • - Increasing proficiency by implementing appropriate educational programs
  • - Helping managers and policymakers detect project deficiencies and executive dilemmas through consulting and research in management-related fields

Our History

Following the unforeseeable Iranian economic downturn in 1950s and the consequent national crisis in industries, an institution called the ‘Iranian Industries Guidance Center’ was formed. The studies conducted by this center during and after the crisis indicated that, after entering the growth stage, the industrial enterprises established by creative, entrepreneurial, daring individuals could not use the unofficial, common, or traditional methods. Therefore, the establishment of an institution was proposed; one that would empower managers and equip them with necessary tools. Our institute was initially founded within this center in the early 1960s, in a primary attempt to help with the national industrial development. It began its endeavors with a change in from, goals, and title – ‘Industrial Management Institute’. The board members of the institute included representatives of the Plan and Budget Organization, the Ministry of Industry, and the Chamber of Industry and Commerce. The affiliated laboratories of that are what we know today as ISIRI (Institute of Standards and Industrial Research of Iran).
In its early years, IMI benefitted from the services of foreign consultants, the ‘Industrial Development’ agency of the United Nations (UNIDO) in particular, and managed to offer its own services, as well as to promote technology. With an overview on the performance within this period however, IMI managers decided to instead of sufficing to ‘guidance’ services only, take responsibility for the outcomes of consultees’ implementation of the modern methods recommended by IMI consultants; thus, IMI began cooperating with local consultants and engineers, adopted the ‘offering specialized management consulting services’, and focused their specialized services on value creation for the clients, while receiving a share in the profit in return for the consultation services. Therefore, IMI as an autonomous organization that receives no budget from the government, based its existence on the principle of value creation for the client.
In the late 1950s, IMI began its educational activities by holding ‘manager training’ joint courses with the Pennsylvania’s Wharton School of Business. These degree for these M.S. courses were issued by Wharton School – constantly a top 3 in global business colleges rankings. These were held for 8 times right up to Iran’s Islamic Revolution 1979.
In the early 1960s, IMI’s active presence within international environments – including its role in the establishment of the APO (Asian Productivity Organization), extensive interactions with world’s elite scholars such as Peter F. Drucker, benefitting the services of top-notch international experts such as Russell L. Ackoff, as well as reforming the internal management structure and systems of the institute (which was the most advanced in the country at the time) – accelerated the development of the services and transformed the institute into a specialized force that refrormed/developed the enterprises, modernized the nationwide traditional managerial approaches, and promoted the scientific approaches in order to train competent managers.
Despite the drastic changes in Iran’s industrial environment in the post-revolution era and during the 8 years of imposed war with Iraq (1980-1988), IMI kept true to its mission as the analytical expert and worked shoulder to shoulder with revolutionary bodies – such as the charity Mostaz’afan Foundation, Jihad of Construction Organization, and the War Survivors’ Foundations – in conducting related research projects in order to utilize the scientific capacities and resolve the national issues in a time of crisis.
After the war and during the reconstruction era, IMI played its role in: executing industrial development projects, determining the scientific/academic management needs at national level, promoting modern management approaches, providing practical professional education for managers while facilitating their access to the latest concepts and applied methods, offering multi-dimensional complex services, and helping industrial factories in launch stages.
IMI is a prominent institution with an extensive local and regional impact range and proceedings, which will undoubtedly act as an invaluable institutional capacity for nationwide development and progress. These proceedings include: producing over 4,000 management consulting/research projects during the post-war reconstruction era, designing numerous national projects, various extensive educational activities (especially within an autonomous and independent from government budget framework), etc.
In the late 1970s, IMI relied on the experience of having previously held manager training courses and aimed for pioneering the executive management master’s degree courses in Iran, which was officially launched in 1994 after the necessary act was passed by the Supreme Council of the Cultural Revolution and the Ministry of Science, Research and Technology.
The IMI Publications was founded in 1985 under the IMI certification, aiming to promote the management science through publishing related books. It soon found its place, and was regarded as a reputable Iranian publisher in the management field, so that most of their books became the main sources for many different management educational stages. IMIP’s efforts throughout the years have resulted in the production and publication of over 300 titles in various managerial fields, including HR, strategies, finance, leadership, production and execution, IT, and knowledge management.
IMI consistently seeks out activities, plans, and method that are innovative and effective in developing the nation’s management capacities. An example of those activities is the establishment of the Managers’ Lounge in January 1997. The mission of Managers’ Lounge, in general, is to promote the continuation and development of ‘Life Long Learning’, and to strengthen the links and communications between organizations and businesses.
In 1998, IMI began the IMI-100 program to determine the top 100 Iranian companies. Using the financial statements of the previous year, all Iranian companies were ranked based on their sales index, and consequently the top 100 companies were announced. Since then, IMI has endeavored to add to the number of indexes and to make the IMI-100 database more comprehensive every year.
Since 1993, the Iranian National [Organizational] Excellence Award (INEA) has been awarded based on the assessments of the managerial approaches and systems in organizations and their successful outcomes. The assessment is conducted by an elite group of assessors according to the ‘Organizational Excellence Model’ – which determines any organization’s status in terms of meeting the expectations of the model. This award is intended to:

  • a. Create a competitive environment in order for enterprises to achieve organizational excellence,
  • b. Encourage organizations to opt for self-assessment, and to recognize their fortes as well as their improvable aspects,
  • c. Create a proper atmosphere for sharing success stories and experiences.

The Human Resources Development Conference is the most important scientific event of the field in Iran. It has been held annually since 1993 with the mission to raise general awareness towards promoting the HR management status within the Iranian organizations and enterprises, as well as providing the basis for the human capital to flourish.
In 2004, IMI began holding its PhD course in joint cooperation with the University of Bordeaux. After two years of successful PhD courses, initiated a DBA specialist doctorate course in 2007, and in 2009, for the first time in Iran, started Post-MBA and Post-DBA courses for MBA graduate managers, in order to meet the need for keeping these manager up-to-date.
IMI today, with well-over half a century of experience in education, research, and consulting, has managed to educate tens of thousands of Iranian managers, raise their levels of technical/scientific skills, provide opportunities for both public and private bodies to promote their knowledge and abilities and to achieve their missions by exploiting IMI’s research/consultation capacities. Also, IMI has consistently introduced the newest global managerial issues and topics.
As an independent, professional, and pioneering organization in ranking the enterprises and in order to fulfill its mission, IMI began ranking the enterprises – active in the industry/mining, power plants, oil, gas, and petrochemicals fields – that have the background or ability to work in the EPC framework, since 2012.
In this regard, based on the institute’s background and experience in designing and executing rankings in various fields and topic, an agreement between IMI and the Ministry of Industry, Mines and Trade was concluded that designated IMI as the official reference for ranking the EPC-compatible enterprises.
In 2015 and after 2 years of research, IMI implemented the National Energy Management Award process, based on the agreement concluded with the Renewable Energy and Energy Efficiency Organization, Iran Fuel Conservation Company, the Energy Technology Development Headquarters (under the Vice Presidency for Science and Technology), and the Institute of Standards & Industrial Research of Iran.

IMI at a Glance