{"id":391,"date":"2019-02-11T08:58:44","date_gmt":"2019-02-11T08:58:44","guid":{"rendered":"http:\/\/ilkerkarademir.com\/?p=391"},"modified":"2020-01-17T12:33:31","modified_gmt":"2020-01-17T12:33:31","slug":"kalici-olma-stratejisi-ve-degisim-yonetimi","status":"publish","type":"post","link":"http:\/\/ilkerkarademir.com\/index.php\/2019\/02\/11\/kalici-olma-stratejisi-ve-degisim-yonetimi\/","title":{"rendered":"KALICI OLMA STRATEJ\u0130S\u0130 ve DE\u011e\u0130\u015e\u0130M Y\u00d6NET\u0130M\u0130"},"content":{"rendered":"\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/biyonik_-1-1024x610.jpg\" alt=\"\" class=\"wp-image-423\" width=\"423\" height=\"251\" srcset=\"http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/biyonik_-1-1024x610.jpg 1024w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/biyonik_-1-600x357.jpg 600w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/biyonik_-1-300x179.jpg 300w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/biyonik_-1-768x457.jpg 768w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/biyonik_-1.jpg 1073w\" sizes=\"auto, (max-width: 423px) 100vw, 423px\" \/><\/figure><\/div>\n\n\n\n<p>\u0130\u015fletmeler s\u00fcrekli de\u011fi\u015fen \u00e7evre\n\u015fartlar\u0131 i\u00e7erisinde faaliyetlerini s\u00fcrd\u00fcrmektedir. Bu de\u011fi\u015fim, i\u015fletmelerin\nfaaliyetlerini devam ettirebilmek i\u00e7in sahip olmas\u0131 gereken bilgilerin\nge\u00e7erlili\u011fini her ge\u00e7en g\u00fcn azaltmakta, bunun yan\u0131 s\u0131ra yeni bilgiye sahip olma\ni\u015fletmenin sahip oldu\u011fu Pazar pay\u0131n\u0131 koruma, art\u0131rma ve hatta yeni pazarlara\ngirme a\u00e7\u0131s\u0131ndan \u00f6nem kazanmaktad\u0131r. Bu a\u00e7\u0131dan bak\u0131ld\u0131\u011f\u0131nda ge\u00e7erli ve rekabet\u00e7i\nbilgiye sahip olma s\u00fcrecinin ba\u015far\u0131s\u0131, i\u015fletmelerin ya\u015fama s\u00fcresinin uzunlu\u011funu\nolumlu etkilemektedir. G\u00fcn\u00fcm\u00fcz k\u00fcresel rekabet ortam\u0131nda ba\u015far\u0131l\u0131 olmak isteyen\n&nbsp;i\u015fletmeler, bilgi ileti\u015fim\nteknolojilerinin ve toplumsal de\u011fi\u015fimlerin etkisiyle \u00e7evresel dinamizme ba\u011f\u0131ml\u0131\nd\u0131\u015fa a\u00e7\u0131k sistemler olmak durumundad\u0131r.<\/p>\n\n\n\n<p>Bu de\u011fi\u015fim s\u00fcreci i\u015fletmelerin\nyenili\u011fe s\u00fcrekli sahip olma zorunlulu\u011funu do\u011furmaktad\u0131r. Yenilenmenin \u00f6nem\nta\u015f\u0131d\u0131\u011f\u0131 bir ortamda esnek, dinamik ve organik \u00f6rg\u00fct bi\u00e7imlerinin mekanik ve\nb\u00fcrokratik \u00f6rg\u00fct bi\u00e7imlerinden daha avantajl\u0131 oldu\u011fu g\u00f6r\u00fclmektedir. Bu y\u00f6nden\nbak\u0131l\u0131nca bir i\u015fletmenin uzun s\u00fcre kal\u0131c\u0131 olmas\u0131 i\u00e7in onun canl\u0131 bir organizma\ngibi faaliyet g\u00f6stermesi gerekmektedir. <\/p>\n\n\n\n<p>Son otuz y\u0131ld\u0131r d\u00fcnya \u00e7ap\u0131nda b\u00fcy\u00fck\nbir devrimin i\u00e7inde ya\u015f\u0131yoruz. Bu tar\u0131m toplumundan sanayi toplumuna ge\u00e7i\u015fte\nya\u015fanana benzer bir devrim. Ekonomi ve genel olarak toplum yeni teknolojilerle\nkar\u015f\u0131la\u015f\u0131yor. Bu kar\u015f\u0131la\u015fma sonucunda faaliyetler, end\u00fcstriler, \u00f6rg\u00fctsel\nd\u00fczenlemeler ve yap\u0131lar de\u011fi\u015fiyor. Yeni teknolojiler ekonominin yeni yap\u0131s\u0131n\u0131\nyarat\u0131yor ve ekonomi de yeni teknolojilerin yarat\u0131lmas\u0131na arac\u0131l\u0131k ediyor.\nBug\u00fcn bu devrimci teknolojilerde dijitalle\u015fme, bilgi teknolojileri, mobil\nteknolojiler, robotlar, yeni malzemeler, nano teknolojiler, biyoteknolojiler,\n3D yaz\u0131c\u0131lar vb. muazzam yeniliklere tan\u0131k oluyoruz. Yeni kombinasyonlar\u0131n yeni\nd\u00fczenlemelerin ve yeni mallar\u0131n, yeni \u00fcretim veya ula\u015f\u0131m y\u00f6ntemlerinin, yeni\npazarlar\u0131n ve yeni end\u00fcstriyel \u00f6rg\u00fctlenme bi\u00e7imlerinin ba\u015flatt\u0131\u011f\u0131 bir\nend\u00fcstriyel de\u011fi\u015finim s\u00fcrecinin ekonomik yap\u0131y\u0131 k\u00f6kten de\u011fi\u015ftirdi\u011fini, eski\nyap\u0131y\u0131 s\u00fcrekli y\u0131kt\u0131\u011f\u0131n\u0131 ve yeni bir yap\u0131 yaratt\u0131\u011f\u0131n\u0131 g\u00f6r\u00fcyoruz.<\/p>\n\n\n\n<p>\u015eirket ve kurulu\u015flar art\u0131k e-\u015firket\nolman\u0131n da \u00f6tesine ge\u00e7ip sosyal-\u015firket\/ sosyal-kurulu\u015f olmak, m\u00fc\u015fteri ve\n\u00fcyeleriyle t\u00fcmden yeni \u015fekillerde etkile\u015fime girmek ve ilgilenmek zorunda\nolduklar\u0131n\u0131 g\u00f6r\u00fcyorlar. Bu s\u00fcre\u00e7 i\u00e7inde, imalattan hizmet \u00fcretiminin a\u011f\u0131r\nbast\u0131\u011f\u0131 ko\u015fullara ge\u00e7ilmesi ve t\u00fcketimin mant\u0131\u011f\u0131n\u0131n de\u011fi\u015fmesiyle birlikte de\u011fer\nyarat\u0131m\u0131n\u0131n do\u011fas\u0131 ve \u00e7ap\u0131 da de\u011fi\u015fiyor. De\u011fer, i\u015fletmede \u00fcretilen ve piyasa\nfiyatlar\u0131 ve maliyetler taraf\u0131ndan belirlenen ili\u015fkisel bir \u00f6zellik olmaktan\nuzakla\u015f\u0131yor, i\u015fletme ile onun m\u00fc\u015fteri ve \u00e7al\u0131\u015fanlar\u0131, t\u00fcm i\u00e7 ve d\u0131\u015f sosyal\npayda\u015flar\u0131 taraf\u0131ndan birlikte yarat\u0131lan bir etkile\u015fim, insan deneyimlerinde\ncisimle\u015fen bir nitelik haline gelmekte.<\/p>\n\n\n\n<p>Vizyoner \u015firket nedir? Sekt\u00f6rlerinin\namiral gemileri olan vizyoner \u015firketler, takip\u00e7ileri taraf\u0131ndan hayranl\u0131kla\nizlenen ve kendilerini \u00e7evreleyen d\u00fcnya \u00fczerinde kal\u0131c\u0131 ve \u00f6nemli etkiler\nyapm\u0131\u015f \u00f6nc\u00fc kurumlard\u0131r. Burada temel nokta vizyoner \u015firketin bir organizasyon,\nbir kurum olmas\u0131d\u0131r.<\/p>\n\n\n\n<p>Ne kadar karizmatik ve \u00f6nc\u00fc olurlarsa\nolsunlar, birey olarak liderler bir g\u00fcn \u00f6lecektir. Ayn\u0131 \u015fekilde t\u00fcm vizyoner\n\u00fcr\u00fcnlerin ve hizmetlerin, t\u00fcm muhte\u015fem fikirlerin eninde sonunda modas\u0131 ge\u00e7er\nve hatta bir pazar\u0131n tamam\u0131 yok olabilir. Vizyoner \u015firketler de pek \u00e7ok s\u00fcrekli\nyenilenen \u00fcr\u00fcnler ve her ku\u015fakta aktif y\u00f6neticiler ile ba\u015far\u0131lar\u0131n\u0131n\ns\u00fcreklili\u011fini sa\u011flarlar.<\/p>\n\n\n\n<p>Ne kadar ola\u011fan\u00fcst\u00fc olsalar da,\nvizyoner \u015firketlerin de m\u00fckemmel, kusursuz ge\u00e7mi\u015fleri yoktur, \u00e7o\u011funlu\u011fu\nge\u00e7mi\u015fte en az bir kez \u00e7\u00f6k\u00fc\u015f ya\u015fam\u0131\u015ft\u0131r. \u00d6rne\u011fin Walt Disney 1939\u2019da kendisini\nhalka a\u00e7\u0131lmaya zorlayan ciddi bir nakit krizi ile y\u00fczle\u015fti, daha sonra 1980\u2019lerin\nba\u015flar\u0131nda f\u0131rsat\u00e7\u0131lar\u0131n hisse senedi fiyatlar\u0131n\u0131n tabana vurmas\u0131n\u0131 bekledi\u011fi\nd\u00f6nemde, neredeyse yok olmak \u00fczereydi. <\/p>\n\n\n\n<p>Boeing, 1930\u2019lar\u0131n ortalar\u0131nda,\n1940\u2019lar\u0131n sonunda ve altm\u0131\u015f binden fazla i\u015f\u00e7isini i\u015ften \u00e7\u0131kard\u0131\u011f\u0131 1970\u2019lerin\nba\u015flar\u0131nda ciddi zorluklar ya\u015fad\u0131. 3M i\u015fe bitmi\u015f bir maden oca\u011f\u0131 olarak\nba\u015flam\u0131\u015f ve 1900\u2019lerin ba\u015f\u0131nda i\u015f d\u00fcnyas\u0131ndan hemen hemen silinmi\u015fti.\nHewlett-Packard 1945\u2019de ciddi bir gerileme ya\u015fad\u0131; 1990\u2019da hisseleri nominal\nde\u011ferlerinin alt\u0131na d\u00fc\u015fm\u00fc\u015ft\u00fc. Sony ilk be\u015f y\u0131l\u0131n\u0131 birbiri ard\u0131na ba\u015far\u0131s\u0131z\n\u00fcr\u00fcnler \u00e7\u0131karmakla ge\u00e7irdi (1945-1950) ve l970\u2019lerde VCR\u2019lerde pazar liderli\u011fi\nyar\u0131\u015f\u0131nda Beta format\u0131n\u0131n VHS\u2019ye yenilgisini g\u00f6rd\u00fc. Ford, k\u00f6kl\u00fc bir politika\nde\u011fi\u015fikli\u011fi ve \u00e7ok \u00f6nceleri yap\u0131lmas\u0131 gereken yeniden yap\u0131lanma \u00e7al\u0131\u015fmalar\u0131na\nba\u015flamas\u0131 \u00f6ncesinde 1980\u2019lerin ba\u015f\u0131nda Amerikan i\u015f tarihindeki en b\u00fcy\u00fck y\u0131ll\u0131k\nkay\u0131plardan birini ilan etti (3 y\u0131lda $ 3.3 milyar USD). Citicorp (Napolyon\u2019un\nMoskova\u2019ya ilerledi\u011fi y\u0131l olan 1812\u2019de kuruldu), 1800\u2019lerin sonlar\u0131nda,\n1930\u2019lar\u0131n depresyonu s\u0131ras\u0131nda ve yine 1980\u2019lerin sonunda a\u011f\u0131r bir bor\u00e7 y\u00fck\u00fc\nile u\u011fra\u015f\u0131rken neredeyse piyasalardan silinmi\u015fti. IBM 1914\u2019te 1921\u2019de ve\n1990\u2019larda iflasla y\u00fcz y\u00fcze geldi.<\/p>\n\n\n\n<p>Collins ve Porras\u2019a g\u00f6re y\u0131k\u0131lan 12\nmit vard\u0131r.<\/p>\n\n\n\n<figure class=\"wp-block-table is-style-regular\"><table class=\"\"><tbody><tr><td>\n  &nbsp;\n  <\/td><td>   <strong>M\u0130T<\/strong>                        <\/td><td>\n  <strong>GER\u00c7EK<\/strong>\n  <\/td><\/tr><tr><td>\n  <strong>1<\/strong>\n  <\/td><td>   B\u00fcy\u00fck \u015firket kurmak   i\u00e7in b\u00fcy\u00fck fikirler gereklidir                   <\/td><td>\n  Vizyoner\n  \u015firketlerin \u00e7ok az\u0131 b\u00fcy\u00fck bir fikirle hayata ge\u00e7mi\u015ftir\n  <\/td><\/tr><tr><td>\n  <strong>2<\/strong>\n  <\/td><td>\n  Vizyoner \u015firketler,\n  b\u00fcy\u00fck ve karizmatik liderlere ihtiya\u00e7 duyarlar\n  <\/td><td>\n  Karizmatik,\n  vizyoner bir lider, vizyoner \u015firket i\u00e7in gerekli de\u011fildir ve hatta \u015firkete\n  uzun vadede zarar verebilir\n  <\/td><\/tr><tr><td>\n  <strong>3<\/strong>\n  <\/td><td>\n  En ba\u015far\u0131l\u0131\n  \u015firketlerin ilk ve en \u00f6nemli amac\u0131 maksimum kard\u0131r\n  <\/td><td>\n  Vizyoner \u015firketler\n  paran\u0131n birincil \u00f6ncelik olmad\u0131\u011f\u0131, \u00f6nceliklerden sadece biri oldu\u011fu bir\u00e7ok\n  amac\u0131n pe\u015findedir\n  <\/td><\/tr><tr><td>\n  <strong>4<\/strong>\n  <\/td><td>\n  Vizyoner \u015firketler\n  bir dizi ortak \u201cdo\u011fru\u201d \u00f6z de\u011ferlere sahiptirler\n  <\/td><td>\n  Vizyoner \u015firket\n  olman\u0131n tek bir \u201cdo\u011fru\u201d \u00f6z de\u011feri yoktur\n  <\/td><\/tr><tr><td>\n  <strong>5<\/strong>\n  <\/td><td>\n  De\u011fi\u015fmeyen tek \u015fey\n  de\u011fi\u015fimdir\n  <\/td><td>\n  Vizyoner \u015firket\n  temel de\u011ferlerinden \u00f6d\u00fcn vermeden, de\u011fi\u015fime olanak tan\u0131yarak geli\u015fir\n  <\/td><\/tr><tr><td>\n  <strong>6<\/strong>\n  <\/td><td>\n  Kuvvetli ve sa\u011flam\n  \u015firketlerin hisse senetlerine oynamak g\u00fcvenlidir\n  <\/td><td>\n  Vizyoner \u015firket\n  geli\u015fmek i\u00e7in b\u00fcy\u00fck c\u00fcretkar ama\u00e7lar\u0131n\u0131 ak\u0131ll\u0131ca kullan\u0131rlar\n  <\/td><\/tr><tr><td>\n  <strong>7<\/strong>\n  <\/td><td>\n  Vizyoner \u015firketler\n  herkes i\u00e7in \u00e7al\u0131\u015f\u0131lacak muhte\u015fem yerlerdir\n  <\/td><td>\n  Vizyoner\n  \u015firketlerin temel ideoloji ve standartlar\u0131na uyanlar bu \u015firketleri m\u00fckemmel\n  g\u00f6r\u00fcr, o \u015firkete uygun ve ba\u015far\u0131l\u0131 de\u011filseniz silinirsiniz, mutluda\n  olmazs\u0131n\u0131z\n  <\/td><\/tr><tr><td>\n  <strong>8<\/strong>\n  <\/td><td>\n  \u00c7ok ba\u015far\u0131l\u0131\n  firmalar en iyi ataklar\u0131n\u0131 parlak ve karma\u015f\u0131k stratejik planlarla yaparlar\n  <\/td><td>\n  Vizyoner \u015firketler\n  en iyi ataklar\u0131n\u0131n baz\u0131lar\u0131n\u0131 deneyim, deneme-yan\u0131lma, f\u0131rsat\u00e7\u0131l\u0131k ve kazara\n  yaparlar\n  <\/td><\/tr><tr><td>\n  <strong>9<\/strong>\n  <\/td><td>\n  \u015eirketler k\u00f6kl\u00fc\n  de\u011fi\u015fiklikleri ba\u015flatmak i\u00e7in d\u0131\u015far\u0131dan CEO g\u00f6revlendirmelidir\n  <\/td><td>\n  Vizyoner\n  \u015firketlerde kendi b\u00fcnyesinde geli\u015ftirdikleri y\u00f6netim kurallar\u0131 ve y\u00f6netici\n  atamalar\u0131 daha fazlad\u0131r\n  <\/td><\/tr><tr><td>\n  <strong>10<\/strong>\n  <\/td><td>\n  En ba\u015far\u0131l\u0131 \u015firketler\n  \u00f6ncelikle rakibi alt etmeye odaklan\u0131r\n  <\/td><td>\n  Vizyoner \u015firketler\n  \u00f6ncelikle kendileriyle yar\u0131\u015f\u0131rlar, yar\u0131n bug\u00fcnden daha iyi nas\u0131l olabilirize\n  odaklan\u0131rlar\n  <\/td><\/tr><tr><td>\n  <strong>11<\/strong>\n  <\/td><td>\n  Keki hem yiyip hem\n  de elinizde tutamazs\u0131n\u0131z\n  <\/td><td>\n  Vizyoner \u015firketler\n  kendilerini \u201cyada zorbal\u0131\u011f\u0131\u201d ile gaddarla\u015ft\u0131rmazlar, \u201cve\u2019de ki deha\u201d\n  kucaklarlar\n  <\/td><\/tr><tr><td>\n  <strong>12<\/strong>\n  <\/td><td>\n  \u015eirketleri vizyoner\n  yapan her \u015feyden \u00f6nce \u201cvizyon d\u00fcsturlar\u0131\u201d d\u0131r\n  <\/td><td>\n  Vizyoner \u015firketler\n  bug\u00fcnk\u00fc b\u00fcy\u00fckl\u00fcklerine \u00e7ok fazla vizyoner beyanatlar yaparak ula\u015fmam\u0131\u015ft\u0131r\n  <\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h5 class=\"wp-block-heading\">\u015eekil-1.1. Y\u0131k\u0131lan 12 Mit<\/h5>\n\n\n\n<p><strong><em>Kaynak:<\/em><\/strong><em> Kal\u0131c\u0131 Olmak, Collins &amp; Porras<\/em><\/p>\n\n\n\n<p>Vizyoner \u015firketler uzun vadeli\nfinansal getiriler \u00fcretmekten \u00f6te bir fonksiyona sahipler, toplumun dokusuna\nn\u00fcfuz ediyorlar. \u00d6rne\u011fin 3M post-it ka\u011f\u0131tlar\u0131, Ford T-modeli ve Mustang, Boeing\n747, Citicorp \u00f6nc\u00fcl\u00fc\u011f\u00fcndeki ATM makinalar\u0131, HP lazer yaz\u0131c\u0131lar\u0131, IBM 360\nbilgisayarlar\u0131, Marriot otelleri, Motorola cep telefonlar\u0131, Sony TV ve\nwalkmanleri olmasayd\u0131 d\u00fcnya nas\u0131l olurdu. Peki nas\u0131l ba\u015fard\u0131lar, k\u00fc\u00e7\u00fcc\u00fck\n\u015firketlerden d\u00fcnya \u00e7a\u011f\u0131nda kurumlara d\u00f6n\u00fc\u015f\u00fcrken ge\u00e7irdikleri zor a\u015famalar\u0131n\n\u00fcstesinden nas\u0131l geldiler. <\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong>KALICI OLMA STRATEJ\u0130S\u0130 ve DE\u011e\u0130\u015e\u0130M Y\u00d6NET\u0130M\u0130<\/strong><\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong>\u015eirketlerde&nbsp;Kal\u0131c\u0131&nbsp;Olmak&nbsp;(\u00d6z\u00fc&nbsp;Koru-Geli\u015fmeyi&nbsp;Te\u015fvik&nbsp;Et)<\/strong><\/p>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignright is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/built_to_last@feature.jpg\" alt=\"\" class=\"wp-image-411\" width=\"349\" height=\"469\" srcset=\"http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/built_to_last@feature.jpg 596w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/built_to_last@feature-223x300.jpg 223w\" sizes=\"auto, (max-width: 349px) 100vw, 349px\" \/><\/figure><\/div>\n\n\n\n<p><em>\u201cPaul\nGalvin, hareketin kendisi i\u00e7in harekette olmak ad\u0131na bizi ilerlemeyi\ns\u00fcrd\u00fcrmeye, s\u00fcrekli yenilenmeye zorlad\u0131. De\u011fi\u015fikli\u011fin kendisi gereklidir. Fakat\ntek ba\u015f\u0131na de\u011fi\u015fiklik s\u0131n\u0131rl\u0131d\u0131r. Evet, yenilenme de\u011fi\u015fikliktir, \u201cfarkl\u0131\nyapmak\u2019 demektir. Yenilenme, yer de\u011fi\u015ftirmeye ve yeniden yapmaya isteklidir,\nfakat kan\u0131tlanm\u0131\u015f temel esaslar\u0131 da haf\u0131zas\u0131nda bar\u0131nd\u0131r\u0131r.\u201d <\/em><\/p>\n\n\n\n<p><em>Robert W. Galvin, Eski Genel M\u00fcd\u00fcr, Motorola, 1991<\/em><\/p>\n\n\n\n<p><em>\u201cPrensiplerin\ntutarl\u0131l\u0131\u011f\u0131, bize y\u00f6n g\u00f6sterir. (Temel prensipler) 1837\u2019de kurulu\u015fumuzdan bu\nyana P&amp;G\u2019\u0131n tipik \u00f6zellikleridir. Procter &amp; Gamble ilerleme ve b\u00fcy\u00fcmeye\ndo\u011fru y\u00f6nlendirilirken, \u00e7al\u0131\u015fanlar\u0131n, \u015firketin sadece sonu\u00e7larla de\u011fil o\nsonu\u00e7lar\u0131n nas\u0131l elde edildi\u011fiyle de ilgilendi\u011fini anlamalar\u0131 son derece\n\u00f6nemlidir.\u201d <\/em><\/p>\n\n\n\n<p><em>Ed Harness. Eski Ba\u015fkan, Procter &amp; Gamble, 1971<\/em><\/p>\n\n\n\n<p>\u00d6z ideoloji vizyoner bir \u015firketin\ngerekli bir bile\u015fenidir. Fakat \u00f6z ideoloji kendi ba\u015f\u0131na ne kadar \u00f6nemli olsa\nda, tek ba\u015f\u0131na bir \u015firketi vizyoner yapmaz, asl\u0131nda yapamaz. Bir \u015firket\nd\u00fcnyan\u0131n en derinden beslenmi\u015f ve en anlaml\u0131 \u00f6z ideolojisine sahip olabilir,\nfakat oldu\u011fu gibi kal\u0131r ve de\u011fi\u015fikli\u011fi reddederse d\u00fcnyay\u0131 yakalayamaz. Sam\nWalton\u2019\u0131n belirtti\u011fi gibi: \u201cBir kez i\u015fe yarayan bir \u015feyi s\u00fcrekli yapmaya devam\nedemezsiniz, \u00e7\u00fcnk\u00fc \u00e7evrenizdeki her \u015fey s\u00fcrekli de\u011fi\u015fim halinde. Ba\u015far\u0131l\u0131\nolabilmek i\u00e7in bu de\u011fi\u015fikli\u011fin \u00f6n\u00fcnde olmal\u0131s\u0131n\u0131z. \u201d3 Thomas J. Watson Jr.,\nbenzer bir \u015fekilde Bir \u0130\u015f ve 0 \u0130\u015fe Dair \u0130nan\u00e7lar adl\u0131 kitap\u00e7\u0131\u011f\u0131nda ciddi bir\nuyar\u0131da bulunuyordu: <\/p>\n\n\n\n<p>E\u011fer bir organizasyon. de\u011fi\u015fen bir\nd\u00fcnyan\u0131n zorluklar\u0131yla kar\u015f\u0131la\u015f\u0131yorsa. kurum ya\u015fant\u0131s\u0131n\u0131 s\u00fcrd\u00fcr\u00fcrken (kendisine\nait) temel inan\u00e7lar\u0131 d\u0131\u015f\u0131nda her \u015feyini de\u011fi\u015ftirmeye haz\u0131rl\u0131kl\u0131 olmal\u0131d\u0131r. Bir\norganizasyondaki tek kutsal \u015fey, temel i\u015f yapma felsefesi olmal\u0131d\u0131r. <\/p>\n\n\n\n<p>IBM, 1980\u2018lerin sonlar\u0131nda ve 1990&#8217;lar\u0131n\nba\u015flar\u0131nda Watson\u2019\u0131n direkt uyar\u0131s\u0131n\u0131 unuttu\u011fu i\u00e7in vizyoner bir \u015firket olarak\n\u00e7aptan d\u00fc\u015fmeye ba\u015flam\u0131\u015ft\u0131r. lBM &#8216;in \u201c\u00fc\u00e7 temel inan\u0131\u015f\u0131\u201d n\u0131 hi\u00e7bir yerde, ne beyaz\ng\u00f6mlekler, mavi tak\u0131m elbiseler, belirli politika ve prosed\u00fcrler.\norganizasyonel hiyerar\u015filer, bilgisayar a\u011f sistemlerinde ya da sadece\nbilgisayarlar ne de ba\u015fka bir yerde g\u00f6rm\u00fcyoruz. Beyaz g\u00f6mlekler ve mavi tak\u0131m\nelbiseler \u00f6z de\u011ferler de\u011fildir. Ne bilgisayar a\u011f sistemleri \u00f6z de\u011ferdir, ne de\nbelirli politikalar, prosed\u00fcrler ve uygulamalar. lBM, \u00f6z de\u011ferleri d\u0131\u015f\u0131nda\nkendisiyle ilgili her \u015feyini \u00e7ok daha etkin bir \u015fekilde de\u011fi\u015ftirmeliydi. Bunun\nyerine IBM, \u00f6z de\u011ferlerinin stratejik ve operasyona d\u00f6n\u00fck uygulamalar\u0131na ve\nk\u00fclt\u00fcrel manifestolar\u0131na \u00e7ok uzun s\u00fcre ba\u011fl\u0131 kald\u0131. <\/p>\n\n\n\n<p><em>IBM\u2019in\n\u00fc\u00e7 temel inanc\u0131: \u00c7al\u0131\u015fana birey olarak tam \u00f6zen g\u00f6ster, m\u00fc\u015fterileri mutlu etmek\ni\u00e7in \u00e7ok vakit harca, i\u015fleri do\u011fru yapmak i\u00e7in sonuna dek u\u011fra\u015f.<\/em><\/p>\n\n\n\n<p>Collins ve Porras, \u015firketlerin \u00f6z\nideoloji ile \u00f6z olmayan uygulamalar\u0131 ay\u0131rt edememeleri nedeniyle s\u0131k\u0131nt\u0131\nya\u015fad\u0131klar\u0131n\u0131 saptam\u0131\u015flar. \u015eirketler, \u00f6z ideolojiyle \u00f6z olmayan uygulamalar\u0131\nkar\u0131\u015ft\u0131rarak \u00f6ze ait olmayan \u015feylere \u015firketin uyum sa\u011flayabilmesi ve ileriye\nhareket edebilmesi i\u00e7in de\u011fi\u015ftirilmesi gereken \u015feylere \u00e7ok uzun s\u00fcre s\u0131k\u0131\ns\u0131k\u0131ya ba\u011fl\u0131 kal\u0131rlar. Bu nokta \u00f6nemli: Vizyoner bir \u015firket \u00f6z ideolojisini\ndikkatlice korur ve saklar, ama \u00f6z ideolojisinden \u00e7\u0131kan belirli manifestolar\u0131\nde\u011fi\u015ftirmeye ve geli\u015ftirmeye a\u00e7\u0131k olmal\u0131d\u0131r. Mesela: <\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>HP\n\u2019nin \u201c\u00c7al\u0131\u015fanlara tek tek birey olarak sayg\u0131 g\u00f6stermek ve de\u011fer vermek\u201d\nprensibi \u00f6z ideolojisinin kal\u0131c\u0131, de\u011fi\u015fmez bir par\u00e7as\u0131d\u0131r, her g\u00fcn sabah saat\nonda \u00e7al\u0131\u015fanlar\u0131n t\u00fcm\u00fcne meyve ve tatl\u0131 servisi yapmak de\u011fi\u015ftirilebilir bir\nuygulamad\u0131r. <\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li>\u201cM\u00fc\u015fteri\nbeklentilerinin fazlas\u0131n\u0131 vermek\u201d Wal-Mart\u2019\u0131n ideolojisinin kal\u0131c\u0131, de\u011fi\u015fmez\nbir par\u00e7as\u0131d\u0131r, m\u00fc\u015fterilerin giri\u015f kap\u0131s\u0131nda kar\u015f\u0131lanmas\u0131 de\u011fi\u015febilir, \u00f6z\nolmayan bir uygulamad\u0131r.<\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li>&nbsp;Boeing\u2019in \u201cHavac\u0131l\u0131\u011fa \u00f6nderlik eden\nsafta-olmak; \u00f6nc\u00fcler olmak\u201d amac\u0131, \u00f6z ideolojisinin de\u011fi\u015fmez, kal\u0131c\u0131 bir\nhedefidir; jumbo jet yapmaya kalk\u0131\u015fmak bu ideolojiden kaynaklanan fakat\nde\u011fi\u015febilir, \u00f6z olmayan bir stratejinin bir par\u00e7as\u0131d\u0131r. <\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li>\u201cBireysel\ninisiyatife sayg\u0131 duy\u201d demek 3M\u2019in \u00f6z ideolojisinin de\u011fi\u015fmez, kal\u0131c\u0131 bir\ny\u00f6n\u00fcd\u00fcr; %15 kural\u0131 (teknik elemanlar\u0131n, vakitlerinin %15\u2019ini kendi se\u00e7tikleri\nprojelerde \u00e7al\u0131\u015farak ge\u00e7irmesi) de\u011fi\u015febilir bir uygulamad\u0131r. <\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li>\u201cM\u00fc\u015fteriye\nhizmet her \u015feyin \u00fczerindedir\u201d prensibi Nordstrom\u2019un \u00f6z ideolojisinin de\u011fi\u015fmez,\nkal\u0131c\u0131 bir par\u00e7as\u0131d\u0131r; b\u00f6lgesel pazara odaklanma, lobideki piyanistler ve fazla\nmal sto\u011funun y\u00f6netilmesi temel olmayan de\u011fi\u015febilir uygulamalard\u0131r. <\/li><li>\u201cBiz\ninsan hayat\u0131n\u0131 koruma ve iyile\u015ftirme i\u015findeyiz.\u201d demek Merck\u2019in \u00f6z\nideolojisinin de\u011fi\u015fmeyen, kal\u0131c\u0131 bir par\u00e7as\u0131d\u0131r; belirli hastal\u0131klar\u0131 hedef\nalan ara\u015ft\u0131rmalara giri\u015fmesi de\u011fi\u015febilir bir stratejidir. <\/li><\/ul>\n\n\n\n<p>\u00d6z ideolojinin, k\u00fclt\u00fcr, strateji, y\u00f6ntemler, operasyonlar, politikalar veya di\u011fer \u00f6z olmayan uygulamalarla kar\u0131\u015ft\u0131r\u0131lmamas\u0131 kesinlikle \u00e7ok temel bir gerekliliktir. Zaman\u0131 gelince k\u00fclt\u00fcrel normlar, stratejiler, \u00fcr\u00fcnler, ama\u00e7lar, yetkiler, y\u00f6netim bi\u00e7imleri, organizasyon \u015fekilleri, \u00f6d\u00fcl sistemleri de\u011fi\u015ftirilmelidir. En nihayetinde, bir \u015firketin zamanla de\u011fi\u015ftirmemesi gereken tek \u015fey e\u011fer vizyoner bir \u015firket olmak istiyorsa kendi \u00f6z ideolojisidir. Vizyoner bir \u015firketin gereklili\u011fi olan \u201c\u00d6z\u00fc koru ve geli\u015fmeyi te\u015fvik et\u201d temel dinami\u011fi.  <\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong>Geli\u015fme D\u00fcrt\u00fcs\u00fc<\/strong><\/p>\n\n\n\n<p>Vizyoner bir \u015firketteki \u00f6z ideoloji,\nsadece \u00f6z ideolojinin bir par\u00e7as\u0131n\u0131n de\u011fil t\u00fcm\u00fcn\u00fcn ileriye do\u011fru hareketini ve\nde\u011fi\u015fikli\u011fini zorunlu k\u0131lan bir geli\u015fim d\u00fcrt\u00fcs\u00fc ile el ele \u00e7al\u0131\u015f\u0131r. Geli\u015fme\nd\u00fcrt\u00fcs\u00fc insan\u0131n ara\u015ft\u0131rmaya, yaratmaya, ke\u015ffetmeye, ba\u015farmaya, de\u011fi\u015ftirmeye, ilerlemeye\nolan kuvvetli, derin iste\u011finden kaynaklan\u0131r. Geli\u015fme d\u00fcrt\u00fcs\u00fc, \u201cde\u011fi\u015fen bir\nd\u00fcnyada geli\u015fme sa\u011fl\u0131kl\u0131d\u0131r\u201d veya \u201csa\u011fl\u0131kl\u0131 organizasyonlar de\u011fi\u015fmeli ve\nilerlemeli\u201d ya da \u201cama\u00e7lar\u0131m\u0131z olmal\u0131\u201d gibi ger\u00e7ek d\u00fcnyadan uzak, entelekt\u00fcel\nbir kabul de\u011fildir; bilakis derin, i\u00e7sel, zaruri neredeyse tamamen ilkel bir\ng\u00fcd\u00fcd\u00fcr. <\/p>\n\n\n\n<p>Bu d\u00fcrt\u00fc, Sam Walton\u2019\u0131n hayat\u0131n\u0131n\nkalan son birka\u00e7 k\u0131ymetli g\u00fcn\u00fcn\u00fc, hastane odas\u0131nda bitkin d\u00fc\u015fm\u00fc\u015f bir yerel\nma\u011faza m\u00fcd\u00fcr\u00fc ile haftal\u0131k sat\u0131\u015f rakamlar\u0131n\u0131 tart\u0131\u015farak ge\u00e7irmesine sebep olan d\u00fcrt\u00fcyle\nayn\u0131d\u0131r. \u201c\u00d6lme vakti gelene dek, yap\u0131c\u0131 olmay\u0131 ve yap\u0131c\u0131 \u015feyler \u00fcretmeyi\ns\u00fcrd\u00fcr, her g\u00fcn\u00fc de\u011ferlendir, en son g\u00fcne dek.&#8221; mottosu ile ya\u015fayan J.\nWillard Marriott da ayn\u0131 d\u00fcrt\u00fcy\u00fc payla\u015fm\u0131\u015ft\u0131r.<\/p>\n\n\n\n<p>Bu, Citicorp \u2019un d\u00fcnyadaki en yayg\u0131n\nfinansal kurum olma amac\u0131n\u0131 se\u00e7mesini motive eden d\u00fcrt\u00fcd\u00fcr, o zamanlar \u00f6yle\nk\u00fc\u00e7\u00fck bir \u015firketti ki, b\u00f6ylesi iddial\u0131 bir ama\u00e7, e\u011fer \u00e7ok g\u00f6z\u00fc kara bir d\u00fc\u015f\u00fcnce\nde\u011filse, a\u00e7\u0131k\u00e7a aptall\u0131k olarak g\u00f6r\u00fcnmekteydi. Pazardan gelen veriler b\u00f6ylesine\n\u00e7\u0131lg\u0131n, yabanc\u0131 bir hayale ihtiya\u00e7 oldu\u011funa i\u015faret etmemesine ra\u011fmen Walt\nDisney\u2019i, \u015f\u00f6hretini Disneyland \u00fczerine bahse yat\u0131rmaya iten d\u00fcrt\u00fcde budur.\nFord\u2019u, gelece\u011fini iddial\u0131 \u201cotomobili demokratikle\u015ftirme\u201d amac\u0131na yat\u0131rarak\nd\u00fcnyada silinmez bir iz b\u0131rakmaya sevk eden de ayn\u0131 d\u00fcrt\u00fcd\u00fcr. <\/p>\n\n\n\n<p>Motorola\u2019y\u0131, \u201chareketin kendisi i\u00e7in\nhareketli olmak!\u201d mottosuyla ya\u015famaya y\u00f6nlendiren ve \u015firketi tamir ve araba\nradyosu i\u015finden televizyonlar, mikro\u00e7ipler, cep telefonlar\u0131 ve inan\u0131lmaz\n(sadece milyonda 3,4 hatayla) \u201calt\u0131 sigma\u201d kalite standard\u0131 u\u011fra\u015f\u0131s\u0131na do\u011fru\ns\u00fcr\u00fckleyen g\u00fcd\u00fc de ayn\u0131d\u0131r. Robert Galvin, Motorola\u2019n\u0131n i\u00e7 geli\u015fme d\u00fcrt\u00fcs\u00fcn\u00fc\ntarif etmek i\u00e7in \u201cyenilenme\u201d terimini kullan\u0131yordu. Yenilenme bu \u015firketin\ns\u00fcr\u00fckleyici itme kuvvetidir. Babam, 1928\u2019de \u015firketi ger\u00e7ekten B tipi ak\u00fcy\u00fc\ndevre d\u0131\u015f\u0131 b\u0131rakan ara\u00e7lar\u0131 \u00fcretmek i\u00e7in kurmu\u015ftu; tahmin edildi\u011fi gibi 1930&#8217;da\nbu ara\u00e7lar\u0131n modas\u0131 ge\u00e7ti\u011fi i\u00e7in yerini alacak bir \u00fcr\u00fcn\u00fcn\u00fcn aray\u0131\u015f\u0131na ba\u015flamak\nzorundayd\u0131. O yenilenmeyi asla b\u0131rakmad\u0131; biz de \u00f6yle. Sadece yeni, yarat\u0131c\u0131\nfikirlerin \u00e7o\u011falmas\u0131n\u0131 gerektiren, yakalanmas\u0131 zor bir yenilenme fikriyle\nbeslenmi\u015f olanlar ve kendini bu tarif edilemeyen fikirlerin vaadini ve riskini\n\u00fcstlenmeye adamay\u0131 esirgemeyenler ba\u015far\u0131l\u0131 olabilir, diyordu.<\/p>\n\n\n\n<p>3M\u2019i s\u00fcrekli olarak deneyler yapmaya\nve di\u011fer \u015firketlerin hen\u00fcz sorun olarak dahi g\u00f6rmedikleri problemleri \u00e7\u00f6zmeye\niten, suya dayan\u0131kl\u0131 z\u0131mpara ka\u011f\u0131d\u0131, Scotch band\u0131 ve Post-it not k\u00e2\u011f\u0131tlar\u0131 gibi\nb\u00f6ylesi yayg\u0131n yeniliklerle sonu\u00e7lanan \u00e7abalar, geli\u015fme d\u00fcrt\u00fcs\u00fcd\u00fcr. Bu geli\u015fme\nd\u00fcrt\u00fcs\u00fc l980\u2019lerde Procter &amp; Gamble\u2019\u0131, b\u00f6yle ad\u0131mlar hen\u00fcz moda olmadan\nuzun zaman \u00f6nce, kar payla\u015f\u0131m\u0131 ve hisse senedi sahipli\u011fi programlar\u0131n\u0131 se\u00e7meye\nzorlad\u0131 ve 1950\u2019lerin ba\u015flar\u0131nda daha di\u011fer \u015firketlerin hi\u00e7biri yapmam\u0131\u015fken,\nSony\u2019yi transist\u00f6r temeline dayal\u0131 \u00fcr\u00fcnleri ticari hale getirmeye y\u00f6neltti. Boeing\u2019in\ni\u015f ya\u015fam\u0131 tarihinde, son derece belirsiz olan pazar talebine ra\u011fmen B-747 yapma\nkarar\u0131n\u0131n da i\u00e7inde bulundu\u011fu baz\u0131 en g\u00f6z\u00fc kara kumarlara giri\u015fmesine yol a\u00e7an\nd\u00fcrt\u00fc, bu geli\u015fme d\u00fcrt\u00fcs\u00fcd\u00fcr ki \u015firketin ba\u015flang\u0131\u00e7 g\u00fcnlerinde William E. Boeing\ntaraf\u0131ndan \u015f\u00f6yle ifade edilmi\u015ftir: <\/p>\n\n\n\n<p>Yeni bir f\u0131kri \u201cyap\u0131lamaz\u201d diyerek b\u0131rakmak hi\u00e7 kimseye yak\u0131\u015fmaz. Bizim g\u00f6revimiz, laboratuvarlar\u0131m\u0131z\u0131 m\u00fcmk\u00fcn oldu\u011funca \u00fcretime uygulanabilir \u015fekilde adapte ederek, havac\u0131l\u0131k ve u\u00e7u\u015f ekipmanlar\u0131 konusunda yeni geli\u015fmelerin hi\u00e7birini ka\u00e7\u0131rmayarak, ara\u015ft\u0131rma ve deneyleri sonsuza dek s\u00fcrd\u00fcrmektir.<\/p>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/U\u00c7AK.jpg\" alt=\"\" class=\"wp-image-436\" width=\"420\" height=\"300\" srcset=\"http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/U\u00c7AK.jpg 869w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/U\u00c7AK-600x430.jpg 600w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/U\u00c7AK-300x215.jpg 300w, http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/U\u00c7AK-768x551.jpg 768w\" sizes=\"auto, (max-width: 420px) 100vw, 420px\" \/><\/figure><\/div>\n\n\n\n<p>Ger\u00e7ekte, stat\u00fcko \u00e7ok iyi i\u015fliyor olsa\nbile, geli\u015fme d\u00fcrt\u00fcs\u00fc asla stat\u00fckoyla tatmin olmaz. Vizyoner bir \u015firketteki\ngeli\u015fme d\u00fcrt\u00fcs\u00fc, inat\u00e7\u0131 ve tedavi edilemez bir ka\u015f\u0131nt\u0131 gibi, hangi ko\u015fullar\nalt\u0131nda olursa olsun, hatta \u015firket a\u015f\u0131r\u0131 derecede ba\u015far\u0131l\u0131 olsa bile, asla\ntatmin edilemez: \u201cHer zaman daha iyisini yapabiliriz; her zaman daha ileriye\ngidebiliriz; her zaman yeni imk\u00e2nlar bulabiliriz.\u201d Henry Ford\u2019un dedi\u011fi gibi \u201c\u00dcretmeyi\nve ilerlemeyi s\u00fcrd\u00fcr\u0131neliyiz.\u201d<\/p>\n\n\n\n<p>\u00d6z ideoloji gibi, geli\u015fme d\u00fcrt\u00fcs\u00fc de\ni\u00e7sel bir g\u00fc\u00e7t\u00fcr. Geli\u015fme d\u00fcrt\u00fcs\u00fc, d\u0131\u015f d\u00fcnyan\u0131n \u201c\u015eimdi de\u011fi\u015fiklik zaman\u0131\u201d ya da\n\u201cYeni bir \u015feyler icat etme vaktidir\u201d demesini beklemez. Hay\u0131r, b\u00fcy\u00fck bir\nsanat\u00e7\u0131n\u0131n veya verimli bir mucidin i\u00e7indeki d\u00fcrt\u00fc gibi, zaten ama da vard\u0131r,\nd\u0131\u015far\u0131ya ve ileriye d\u00fcrter. Sadece d\u0131\u015f d\u00fcnya istedi\u011fi i\u00e7in Disneyland\u2019\u0131\nyaratmaz, 747 imal etmez, alt\u0131-sigma kalitesinin pe\u015finden ko\u015fmaz, 3M Post-it\nnot k\u00e2\u011f\u0131tlar\u0131n\u0131 ke\u015ffetmez, 1880\u2019lerde \u00e7al\u0131\u015fan hisse ortakl\u0131k sistemini kurmaz,\nya da \u00f6l\u00fcm d\u00f6\u015fe\u011finizde bir ma\u011faza m\u00fcd\u00fcr\u00fc ile toplant\u0131 yapmazs\u0131n\u0131z. Bu \u015feyler,\ni\u00e7erden gelen geli\u015fim gereksiniminden kaynaklan\u0131r. Vizyoner bir \u015firketteki\nileriye gitme, daha iyisini yapma, yeni imkanlar yaratma d\u00fcrt\u00fcs\u00fcn\u00fcn d\u0131\u015f kaynakl\u0131\nbir gerek\u00e7eye ihtiyac\u0131 yoktur. <\/p>\n\n\n\n<p>Geli\u015fme d\u00fcrt\u00fcs\u00fc sayesinde, y\u00fcksek\nderecede vizyoner bir \u015firket, \u00f6z g\u00fcvenle \u00f6z ele\u015ftirinin g\u00fc\u00e7l\u00fc bir kar\u0131\u015f\u0131m\u0131n\u0131\nsergiler. \u00d6z g\u00fcven, vizyoner \u015firketin iddial\u0131 ama\u00e7lar belirlemesini, cesaret\nisteyen hareketlerde bulunmas\u0131n\u0131, bunu bazen geleneksel end\u00fcstri mant\u0131\u011f\u0131na veya\nstratejik \u00f6ng\u00f6r\u00fcye kar\u015f\u0131 gelerek yapmas\u0131n\u0131 sa\u011flar. Ger\u00e7ekten y\u00fcksek oranda\nvizyoner bir \u015firket, her zaman olumsuzluklar\u0131n \u00fcstesinden gelebilir, b\u00fcy\u00fck\n\u015feyler ba\u015farabilir ve ger\u00e7ekten s\u0131ra d\u0131\u015f\u0131 olabilir. \u00d6te yandan \u00f6z ele\u015ftiri bir\n\u015firketi, d\u0131\u015f d\u00fcnya de\u011fi\u015fiklik ve ilerleme gere\u011fini zorla kabul ettirmeden \u00f6nce\nde\u011fi\u015fikli\u011fe ve ilerlemeye kendini inand\u0131rmaya g\u00f6t\u00fcr\u00fcr; vizyoner bir \u015firket\nkendisinin en sert ele\u015ftirmeni olur. B\u00f6ylece, geli\u015fme d\u00fcrt\u00fcs\u00fc \u00f6z ideolojinin\npar\u00e7as\u0131 olmayan her \u015feyde s\u00fcrekli de\u011fi\u015fim ve ileriye do\u011fru hareketi d\u00fcrter. <\/p>\n\n\n\n<p>\u015eirketin ula\u015ft\u0131\u011f\u0131 m\u00fc\u015fteri servis\nstandartlar\u0131 i\u00e7in yap\u0131lan a\u015f\u0131r\u0131 \u00f6vg\u00fcye kar\u015f\u0131l\u0131k, Bruce Nordstrom \u2019\u0131n verdi\u011fi\ncevapta hakim olan ac\u0131mas\u0131z \u00f6z disipline dikkat edilmelidir; \u201cServisimiz hakk\u0131nda\nkonu\u015fmak istemiyoruz. Ger\u00e7ekte bu konuda \u015f\u00f6hretimiz kadar iyi de\u011filiz. Bu hassas\nbir konu. Her zaman, her g\u00fcn yapmak zorundas\u0131n\u0131z.\u201d \u00c7al\u0131\u015fanlar\u0131n\u0131n k\u00f6\u015felerine\n\u00e7ekilip dinlenmesine asla izin vermeyen Hewlet-Packard pazarlama m\u00fcd\u00fcr\u00fc\ntaraf\u0131ndan tarif edilen i\u00e7 d\u00fcrt\u00fcye bir bak\u0131l\u0131rsa: <\/p>\n\n\n\n<p>Ba\u015far\u0131lar\u0131m\u0131zdan gurur duyuyoruz ve\nonlar\u0131 kutluyoruz. Fakat ger\u00e7ek heyecan verici olay, gelecekte nas\u0131l daha iyi\nyapabilece\u011fimizi d\u00fc\u015f\u00fcnmekten \u00e7\u0131kmaktad\u0131r. Bu, asla bitmeyen bir \u201cne kadar\nileriye gidebilece\u011fimizi\u201d g\u00f6rme s\u00fcrecidir. \u201c\u0130\u015fte ula\u015ft\u0131k\u201d diyebilece\u011fimiz\nm\u00fckemmel bir biti\u015f \u00e7izgisi yoktur. Ba\u015far\u0131lar\u0131m\u0131zla tatmin olmam\u0131z\u0131 asla\nistemiyorum, bu bizim ini\u015fe ge\u00e7memize sebep olur.<\/p>\n\n\n\n<p>\u00d6z ideoloji ve geli\u015fme d\u00fcrt\u00fcs\u00fc\naras\u0131ndaki kar\u015f\u0131l\u0131kl\u0131 dinamik etkile\u015fimine bak\u0131lacak olursa; <\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"\"><tbody><tr><td>\n  <strong>\u00d6Z \u0130DEOLOJ\u0130<\/strong>\n  <\/td><td>\n  <strong>GEL\u0130\u015eME D\u00dcRT\u00dcS\u00dc<\/strong>\n  <\/td><\/tr><tr><td>\n  S\u00fcreklilik ve\n  istikrar sa\u011flar.\n  <\/td><td>\n  S\u00fcrekli de\u011fi\u015fime\n  zorlar (yeni y\u00f6nler, yeni y\u00f6ntemler, yeni Stratejiler vb.). \n  <\/td><\/tr><tr><td>\n  Bulundu\u011fu zemine\n  bir hayli sa\u011flam, sabit k\u00f6kler salar.\n  <\/td><td>\n  Kararl\u0131 hareketlere\n  sevk eder (ama\u00e7lar, ilerleme, hayal edilen \u015fekil vb. y\u00f6n\u00fcnde).\n  <\/td><\/tr><tr><td>\n  \u015eirketin\n  imk\u00e2nlar\u0131n\u0131 ve y\u00f6nelimlerini s\u0131n\u0131rlar (ideolojinin i\u00e7eri\u011fi ile tutarl\u0131 olmas\u0131\n  do\u011frultusunda).&nbsp; \n  <\/td><td>\n  \u015eirketin karar\n  verebilece\u011fi olas\u0131l\u0131klar\u0131n say\u0131s\u0131n\u0131 ve \u00e7e\u015fitlili\u011fini artt\u0131r\u0131r. \n  &nbsp;\n  <\/td><\/tr><tr><td>\n  Net bir i\u00e7eri\u011fi\n  vard\u0131r (\u201cBu bizim ideolojimiz ve onu ihlal etmeyece\u011fiz.\u201d) \n  <\/td><td>\n  \u0130\u00e7eri\u011fi ba\u011f\u0131ms\u0131z\n  olabilir (\u201c\u00d6z\u00fcm\u00fczle tutarl\u0131 oldu\u011fu s\u00fcrece her geli\u015fme iyidir.\u201d)\n  <\/td><\/tr><tr><td>\n  Bir \u00f6z ideoloji\n  yerle\u015ftirmek, do\u011fas\u0131 gere\u011fi, muhafazakar bir harekettir.\n  <\/td><td>\n  Geli\u015fme d\u00fcrt\u00fcs\u00fcn\u00fc\n  ifade etmek heyecanland\u0131r\u0131c\u0131 radikal ve devrimci hareketlere yol a\u00e7abilir.\n  <\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h5 class=\"wp-block-heading\">\u015eekil-2.1. \u00d6z ideoloji ve geli\u015fme d\u00fcrt\u00fcs\u00fc aras\u0131ndaki\nkar\u015f\u0131l\u0131kl\u0131 etkile\u015fim <\/h5>\n\n\n\n<p><strong><em>Kaynak:<\/em><\/strong><em> Kal\u0131c\u0131 Olmak, Collins &amp; Porras<\/em><\/p>\n\n\n\n<p>\u00d6z ideoloji ve geli\u015fme d\u00fcrt\u00fcs\u00fc\naras\u0131ndaki etkile\u015fim, Collins &amp; Porras\u2019\u0131n \u00e7al\u0131\u015fmas\u0131ndaki en \u00f6nemli\nbulgulardan biridir. \u201cVE\u2019deki Deha\u201dn\u0131n ger\u00e7ek anlam\u0131 i\u00e7inde, vizyoner bir\n\u015firket, \u00f6z ideoloji ve geli\u015fme d\u00fcrt\u00fcs\u00fc aras\u0131nda salt bir denge aramaz; ayn\u0131\nzamanda hem \u00e7ok ideolojik hem de \u00e7ok ilerici olmak i\u00e7in devaml\u0131 u\u011fra\u015f verir.\nGer\u00e7ektende vizyoner bir \u015firkette \u00f6z ideoloji ve geli\u015fme d\u00fcrt\u00fcs\u00fc, \u00c7inli d\u00fcalistik\nfelsefenin yin ve yang\u0131 gibi bir arada var olur; her iki unsur da di\u011ferini\nolanakl\u0131 k\u0131lar, tamamlar ve g\u00fc\u00e7lendirir:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>\u00d6z\nideoloji, etraf\u0131nda vizyoner bir \u015firketin ilerleyebilece\u011fi, deney ve de\u011fi\u015fiklik\nyapabilece\u011fi bir s\u00fcreklilik zemini sa\u011flayarak geli\u015fmeyi olanakl\u0131 k\u0131lar. Bir\n\u015firket, neyin \u00f6z oldu\u011fu konusunda net olarak (ve b\u00f6ylece bir hayli\nsabitle\u015ferek), t\u00fcm \u00f6z olmayan konularda kolayl\u0131kla de\u011fi\u015fim ve hareket aray\u0131\u015f\u0131na\ngirebilir. <\/li><li>Geli\u015fme\nd\u00fcrt\u00fcs\u00fc, \u00f6z ideolojinin ta\u015f\u0131y\u0131c\u0131s\u0131 olan \u015firketin ve dolay\u0131s\u0131yla \u00f6z ideolojinin\nvarl\u0131\u011f\u0131n\u0131 s\u00fcrd\u00fcrmesini olanakl\u0131 k\u0131lar, \u00e7\u00fcnk\u00fc s\u00fcrekli de\u011fi\u015fim ve ilerleme\nhareketi olmazsa \u015firket daima de\u011fi\u015fen bir d\u00fcnyan\u0131n gerisinde kal\u0131r ve\nmuhtemelen yok olur. <\/li><\/ul>\n\n\n\n<p>Elbette \u00f6z ideoloji ve geli\u015fme\nd\u00fcrt\u00fcs\u00fcn\u00fcn k\u00f6kleri belirli ki\u015filere dayanmaktad\u0131r, ama onlar\u0131 organizasyonun\ndokusuna yayarak kurumsalla\u015ft\u0131ran, vizyoner \u015firketin kendisidir. Bu unsurlar\nge\u00e7erli toplum \u00f6zellikleri ya da \u201ck\u00fclt\u00fcr\u201d olarak tek ba\u015flar\u0131na var olmazlar.\nY\u00fcksek d\u00fczeyde vizyoner bir \u015firket, \u00f6z ve geli\u015fme etraf\u0131nda sadece belirsiz bir\ndizi niyetlere ve ihtirasl\u0131 heveslere sahip de\u011fildir. Elbette, y\u00fcksek d\u00fczeyde\nvizyoner bir \u015firketin bunlara sahip oldu\u011funa hi\u00e7 \u015f\u00fcphe yok, fakat vizyoner bir\n\u015firketin \u00f6z ideolojiyi korumak ve geli\u015fmeyi te\u015fvik etmek i\u00e7in ba\u015fvurdu\u011fu somut,\nelle tutulur mekanizmalar\u0131 da vard\u0131r. <\/p>\n\n\n\n<p>Walt Disney \u00f6z ideolojisini \u015fansa\nb\u0131rakmad\u0131; Disney \u00dcniversitesi\u2019ni kurdu ve her bir \u00e7al\u0131\u015fan\u0131n \u201cDisney\nGelenekleri\u201d seminerlerine kat\u0131lmas\u0131n\u0131 zorunlu tuttu. Hewlet-Packard, HP tarz\u0131\nhakk\u0131nda sadece konu\u015fmad\u0131; titiz bir i\u00e7erden terfi politikas\u0131 yerle\u015ftirdi ve\nfelsefesini, tam anlam\u0131yla HP tarz\u0131na uymayan hi\u00e7 kimsenin \u00fcst d\u00fczey y\u00f6netici\nolmas\u0131na imkan vermeyen, \u00e7al\u0131\u015fan\u0131n de\u011ferlendirilmesi ve terfileri i\u00e7in\nkullan\u0131lan kategorilere d\u00f6n\u00fc\u015ft\u00fcrd\u00fc. Marriott sadece \u00f6z de\u011ferlerinden\nbahsetmedi; \u00e7ok s\u0131k\u0131 eleman se\u00e7me mekanizmalar\u0131, \u00f6z de\u011ferleri a\u015f\u0131lama s\u00fcre\u00e7leri\nve \u00f6zenle haz\u0131rlanm\u0131\u015f m\u00fc\u015fteri geribildirim \u00e7emberleri kurdu. Fanatik m\u00fc\u015fteri\nhizmeti konusunun sadece felsefesi ile u\u011fra\u015fmayan Nordstrom, somut \u00f6d\u00fcller ve\ncezalarla g\u00fc\u00e7lendirilmi\u015f bir hizmet tarikat\u0131 yaratt\u0131. M\u00fc\u015fteriye iyi hizmet\nveren \u201cNordiler\u201d iyi ve kazanan kahramanlar olurlar, m\u00fc\u015fterilere k\u00f6t\u00fc hizmet\nedenlerse i\u015ften at\u0131l\u0131r.<\/p>\n\n\n\n<p>Motorola sadece kalite vaazlar\u0131\nvermedi; alt\u0131 sigma kalitesini alma amac\u0131na y\u00f6neldi ve Baldrige Kalite \u00d6d\u00fcl\u00fcn\u00fcn\npe\u015fine d\u00fc\u015f\u00fc. 1900&#8217;lerin ba\u015flar\u0131nda teknolojik bulu\u015flar\u0131n s\u00fcreklili\u011finin\n\u00f6neminden bahseden General Electric bu konuda sadece ahkam kesmedi, d\u00fcnyan\u0131n\nilk end\u00fcstriyel ARGE laboratuvarlar\u0131ndan birini kurdu. Boeing sadece havac\u0131l\u0131k\nsekt\u00f6r\u00fcne \u00f6nc\u00fcl\u00fck etmenin hayalini kurmad\u0131; kendini Boeing 747 gibi iddial\u0131\nprojelere cesur, geri d\u00f6n\u00fclmez bir \u015fekilde adad\u0131. Procter &amp; Gamble, kendisi\nzorlay\u0131c\u0131 olan geli\u015fmenin iyi bir fikir oldu\u011funu d\u00fc\u015f\u00fcnmekle kalmad\u0131, P&amp;G\n\u00fcretim hatlar\u0131n\u0131 birbirleriyle \u015fiddetli bir rekabet i\u00e7inde kap\u0131\u015ft\u0131rd\u0131, b\u00f6ylece\ngeli\u015fmeyi te\u015fvik etmek i\u00e7in, g\u00fc\u00e7l\u00fc bir mekanizma olarak \u015firket i\u00e7i rekabeti\nkurumsalla\u015ft\u0131rd\u0131. 3M, bireysel inisiyatifi ve yenili\u011fi te\u015fvik etmek i\u00e7in\ny\u00fczeysel, sahte bir sayg\u0131 g\u00f6stermedi, bireyleri yetkilendirdi, ara\u015ft\u0131rmac\u0131lara\nvakitlerinin %15\u2019inde kendi ho\u015fland\u0131klar\u0131 herhangi bir projeye devam etmeleri\nserbestli\u011fini verdi, \u015firket i\u00e7i yeni, riskli yat\u0131r\u0131mlara sermaye sa\u011flad\u0131 ve her\nbir b\u00f6l\u00fcm\u00fcn y\u0131ll\u0131k sat\u0131\u015flar\u0131n\u0131n %25\u2019inin, son be\u015f y\u0131l i\u00e7inde piyasaya tan\u0131t\u0131lan\n\u00fcr\u00fcnlere ait olmas\u0131 kural\u0131n\u0131 yerle\u015ftirdi. <\/p>\n\n\n\n<p>Elle tutulur, Somut, Belirli, Sa\u011flam,\nVizyoner bir \u015firketin i\u00e7ine bak\u0131n, tik tak sesler \u00e7\u0131karan, m\u0131r\u0131ldanan,\nv\u0131z\u0131ldayan, p\u0131r p\u0131r eden, t\u0131k\u0131rdayan, t\u0131ng\u0131rdayan bir saat g\u00f6receksiniz. \u00d6z\nideolojisinin ve geli\u015fme d\u00fcrt\u00fcs\u00fcn\u00fcn elle tutulur kan\u0131tlar\u0131n\u0131 g\u00f6receksiniz. <\/p>\n\n\n\n<p><em>Niyetlerin\nt\u00fcm\u00fc ho\u015f ve iyidir, fakat vizyoner bir \u015firket olmakla, sonsuza dek ba\u015fkalar\u0131n\u0131n\nyapt\u0131klar\u0131n\u0131 yakalamaya \u00e7al\u0131\u015fan bir \u015firket olarak kalmak aras\u0131ndaki fark\u0131\nyaratabilen \u015fey, bu niyetlerin somut unsurlara etkisi hissedilir mekanizmalara \u00e7evrilmesidir.\n<\/em><\/p>\n\n\n\n<p>Organizasyonlar\u0131n m\u00fcthi\u015f niyetleri ve\nkendilerine ilham verici vizyonlar\u0131 oldu\u011funu g\u00f6rd\u00fck, fakat niyetlerini somut\nunsurlara \u00e7evirmek gibi \u00f6nemli bir ad\u0131m\u0131 atm\u0131yorlar. Daha da k\u00f6t\u00fcs\u00fc, bu\nhayranl\u0131k uyand\u0131r\u0131c\u0131 niyetleriyle yanl\u0131\u015f d\u00fczenlenen organizasyon \u00f6zellikleri\u201c\nne, stratejilere ve taktiklere m\u00fcsamaha g\u00f6steriyorlar ki, bu da karga\u015faya ve\nk\u00fc\u00e7\u00fcmsemeye yol a\u00e7\u0131yor. \u0130\u015fleyen saatin di\u015fli ve mekanizmalar\u0131 birbirini\npar\u00e7alamak i\u00e7in de\u011fil, birbirleriyle d\u00fczen ve uyum i\u00e7inde \u00f6z\u00fc korumak ve\ngeli\u015fmeyi te\u015fvik etmek i\u00e7in \u00e7al\u0131\u015f\u0131r. Vizyoner \u015firketlerin kurucular\u0131\nstratejilerde, taktiklerde, organizasyon sistemlerinde, yap\u0131da, prim\nsistemlerinde, \u00e7evre d\u00fczenlemesinde, i\u015f tasar\u0131mlar\u0131nda, k\u0131saca her \u015feyde\nd\u00fczenleme ararlar. <\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong>Y\u00f6neticiler&nbsp;ve&nbsp;Giri\u015fimciler&nbsp;i\u00e7in&nbsp;Temel&nbsp;Kavramlar<\/strong><\/p>\n\n\n\n<p>Collins ve Porras uygulamadaki\ny\u00f6neticilerle \u00e7al\u0131\u015f\u0131rken, bulgular\u0131ndan gelen anahtar fikirlerin t\u00fcm\u00fcn\u00fc,\ny\u00f6neticilerin kendi organizasyonlar\u0131n\u0131 g\u00f6zden ge\u00e7irme ve tasarlamada kavramsal\nbir rehber olarak kullanabilecekleri bir \u00e7er\u00e7evede toplaman\u0131n faydal\u0131 olaca\u011f\u0131n\u0131\nsaptad\u0131. <\/p>\n\n\n\n<p>Bu somut olmayan \u00f6\u011feler grubu \u00f6nemli\nolmakla birlikte, vizyoner bir \u015firket olmak i\u00e7in tek ba\u015f\u0131na yeterli de\u011fildir. Vizyoner\nbir \u015firket olmak, bu grubun \u00e7er\u00e7evenin ikinci katman\u0131na d\u00f6n\u00fc\u015ft\u00fcr\u00fclmesini\ngerektirmektedir ve pek \u00e7ok \u015firketin s\u0131n\u0131fta kald\u0131\u011f\u0131 konu budur. <\/p>\n\n\n\n<p><em>E\u011fer\nbir organizasyonu kurmak ve y\u00f6netmekle me\u015fgulseniz, bu kitaptan alman\u0131z gereken\nen \u00f6nemli \u015fey, \u00f6z\u00fc karn\u0131na ve geli\u015fmeyi te\u015fvik te\u015fvik bir arada var olan somut\nmekanizmalar yaratman\u0131n kritik \u00f6nemidir. Bu saat imal etmenin esas\u0131n\u0131\nolu\u015fturur. <\/em><\/p>\n\n\n\n<p>Collins ve Porras alt\u0131 y\u0131ll\u0131k ara\u015ft\u0131rma projelerinde, vizyoner bir \u015firket in\u015fa etmek hakk\u0131nda en fazla bilgiyi i\u00e7eren tek bir kavrama indirgemek gerekirse a\u015fa\u011f\u0131daki ikonu \u00e7izerler. <\/p>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"aligncenter\"><img loading=\"lazy\" decoding=\"async\" width=\"139\" height=\"141\" src=\"http:\/\/ilkerkarademir.com\/wp-content\/uploads\/2019\/02\/image-5.png\" alt=\"\" class=\"wp-image-395\"\/><\/figure><\/div>\n\n\n\n<p>Vizyoner \u015firketleri kar\u015f\u0131la\u015ft\u0131rma\n\u015firketlerinden ay\u0131ran belirli \u00f6z\u00fc koruma ve geli\u015fmeyi te\u015fvik etme y\u00f6ntemlerini\nkategorilendirecek olursak; <\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>B\u00fcy\u00fck C\u00fcretkar Ama\u00e7lar (BCA):<\/strong> Vizyoner \u015firketlerin \u00e7abalar\u0131n\u0131 y\u00f6nlendirdi\u011fi\nzorlay\u0131c\u0131, c\u00fcretkar \u00e7o\u011funlukla riskli ama\u00e7lar ve projelere kendini adama\n(geli\u015fmeyi te\u015fvik et). <\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>Tarikat Benzeri \u015eirket K\u00fclt\u00fcr\u00fc:<\/strong> Sadece \u00f6z ideolojiye inananlar i\u00e7in\nmuhte\u015fem \u00e7al\u0131\u015fma ortam\u0131; ideolojiye uymayanlar bir vir\u00fcs gibi d\u0131\u015far\u0131 at\u0131l\u0131r\n(\u00f6z\u00fc koru).<\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>Bir\u00e7ok \u015eey Deneyelim, \u0130\u015fe Yarayan\u0131\nTutal\u0131m:<\/strong> Yeni ve\numulmad\u0131k geli\u015fme yollar\u0131 ortaya \u00e7\u0131karan ve vizyoner \u015firketlerin t\u00fcrlerin\nbiyolojik k\u00f6kenlerini taklit etmesine imkan tan\u0131yan y\u00fcksek d\u00fczeydeki \u00e7o\u011fu\nplanlanmam\u0131\u015f ve y\u00f6nlendirilmemi\u015f hareket ve deneme yan\u0131lma (geli\u015fmeyi te\u015fvik\net). <\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>\u015eirket \u0130\u00e7inden Yeti\u015fmi\u015f Y\u00f6netim:<\/strong> Sadece \u015firkette belirli bir s\u00fcreyi\ndoldurup \u00f6z ideolojiyi iyice hazmetmi\u015f ki\u015fileri \u00fcst d\u00fczeylere getirerek i\u00e7erden\nterfi (\u00f6z\u00fc koru). <\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>Asla Yeterince \u0130yi De\u011fil:<\/strong> Sonsuza dek hep daha iyiyi yapmak\namac\u0131yla, amans\u0131zca kendini ilerletmenin devaml\u0131 bir s\u00fcreci (Geli\u015fmeyi te\u015fvik\net). <\/li><\/ul>\n\n\n\n<p class=\"has-medium-font-size\"><strong>De\u011fi\u015fim ve De\u011fi\u015fim Y\u00f6netimi<\/strong><\/p>\n\n\n\n<p>K\u00fcresel rekabet ortam\u0131nda i\u015fletmeler sadece potansiyel bilgisi dahilin de kapal\u0131 bir sistem olarak de\u011fil, \u00f6\u011frenen ve \u00f6\u011frendik\u00e7e kendini geli\u015ftiren a\u00e7\u0131k bir sistem olarak organizasyonunu d\u00fczenlemelidir. Yani esnek ve dinamik s\u00fcre\u00e7lere sahip bir i\u015fletme, \u00e7evresel de\u011fi\u015fimi y\u00f6netebilmek a\u00e7\u0131s\u0131ndan \u00f6nemli avantajlar sa\u011flayacakt\u0131r. <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/anetteblogzamazingo.files.wordpress.com\/2018\/01\/dec49fic59fim-kelebek-e144112241229711.jpg\" alt=\"\u00c4\u00b0lgili resim\"\/><\/figure>\n\n\n\n<p>G\u00fcn\u00fcm\u00fcz\u00fcn d\u00fcnyas\u0131nda faaliyet g\u00f6steren\ni\u015fletmeler rekabetin yap\u0131s\u0131n\u0131n kurallar\u0131n\u0131 m\u00fc\u015fterilerin istek ve\nbeklentilerinin vb. s\u00fcrekli de\u011fi\u015fmesiyle i\u015fletmenin kendisinin de s\u00fcrekli\nde\u011fi\u015fim ge\u00e7irmekte ve bir de\u011fi\u015fim ile di\u011fer de\u011fi\u015fim aras\u0131ndaki ge\u00e7i\u015f s\u00fcresi \u00f6nemli\n\u00f6l\u00e7\u00fcde k\u0131salmaktad\u0131r. D\u0131\u015f \u00e7evrede ger\u00e7ekle\u015fen s\u00fcrekli ve k\u00f6kl\u00fc de\u011fi\u015fiklikler,\ni\u015fletmelerde s\u00fcrekli de\u011fi\u015fim y\u00f6netimini gerektirmektedir. \u0130\u015fletmeleri h\u0131zl\u0131\nde\u011fi\u015fime zorlayan fakt\u00f6rler a\u015fa\u011f\u0131daki \u015fekilde \u00f6zetlenebilir.<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>K\u00fcreselle\u015fme\nve Rekabet<\/li><li>Teknolojik\nYenilik <\/li><li>Makro\nEkonomik Trendler ve Krizler<\/li><li>Yasal\nDe\u011fi\u015fiklikler<\/li><li>Pazar\nve Rekabet\u00e7i G\u00fc\u00e7ler<\/li><li>M\u00fc\u015fteriler<\/li><li>End\u00fcstri\nYap\u0131s\u0131 veya \u00dcr\u00fcn Ya\u015fam S\u00fcresinde De\u011fi\u015fimler <\/li><\/ul>\n\n\n\n<p>Rekabet\u00e7i i\u015f d\u00fcnyas\u0131nda de\u011fi\u015fimi\n\u00f6\u011frenmek ve planlama hatta uygulamak bir organizasyonun uzun vadede ya\u015fam\u0131n\u0131\ns\u00fcrd\u00fcrmesi ve ba\u015far\u0131s\u0131 i\u00e7in en y\u00fcksek \u00f6ncelik olarak d\u00fc\u015f\u00fcn\u00fclmelidir. De\u011fi\u015fim\ny\u00f6netimi i\u00e7in en uygun ifade hareket halindeki bir olu\u015fumu dengelemektir. Bug\u00fcn\n\u00e7ok say\u0131da organizasyon de\u011fi\u015fim \u00e7abas\u0131n\u0131n par\u00e7as\u0131 olarak kendilerini \u00e7ok say\u0131da\nproje \u00fcstlenmi\u015f olarak bulmaktad\u0131r. Organizasyonlar e\u015f zamanl\u0131 olarak toplam\nkalite y\u00f6netimi s\u00fcre\u00e7lerinin yeniden yap\u0131land\u0131r\u0131lmas\u0131 \u00fczerinde\n\u00e7al\u0131\u015fabilmektedir. De\u011fi\u015fim s\u00fcrecinde her program ba\u011f\u0131ms\u0131z bir \u015fekilde ele\nal\u0131nmakta ve birbiri ile ili\u015fkilendirilerek denge sa\u011flanmaktad\u0131r. De\u011fi\u015fim\ny\u00f6netiminde bir program\u0131n di\u011ferini nas\u0131l dengeledi\u011fini de\u011fi\u015fen bir unsurun geri\nkalan\u0131 nas\u0131l de\u011fi\u015ftirdi\u011fini s\u0131ralama ve gidi\u015fin t\u00fcm yap\u0131y\u0131 nas\u0131l etkiledi\u011fini\nanlamak olduk\u00e7a kritiktir. De\u011fi\u015fim ihtiyac\u0131 kendisini de\u011fi\u015fik belirtilerle\ng\u00f6sterir. \u015eirkette k\u00fc\u00e7\u00fck ya da b\u00fcy\u00fck \u00f6l\u00e7ekli de\u011filim gerekebilir, i\u015fletmenin\nk\u00fc\u00e7\u00fck par\u00e7as\u0131n\u0131 etkileyebilir ya da b\u00fct\u00fcn kurumu kapsayabilir.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong>\u00d6\u011frenen Organizasyonlar<\/strong><\/p>\n\n\n\n<p>K\u00fcreselle\u015fmeyle birlikte d\u00fcnyadaki\nde\u011fi\u015fim d\u00f6ng\u00fcs\u00fcnde d\u0131\u015f etkiler ba\u011fl\u0131 olarak yeniden yap\u0131lanma zorunlulu\u011fu ve\nbuna ba\u011fl\u0131 olarak yeniden yap\u0131lanma zorunlulu\u011fu ve buna ba\u011fl\u0131 olarak rekabet\u00e7i\nortamda i\u015fletme i\u00e7inde de\u011fi\u015fim ya\u015fanmas\u0131 ka\u00e7\u0131n\u0131lmazd\u0131r. Rekabetin yo\u011fun ve\n\u015fartlar\u0131n dinamik oldu\u011fu bir \u00e7evrede organizasyonlar\u0131n ba\u015far\u0131s\u0131n\u0131 s\u00fcrekli\nk\u0131lmak i\u00e7in eski bilgiyi yenilemeleri ve durumlara kar\u015f\u0131 haz\u0131rl\u0131kl\u0131 olmalar\u0131 ve\ns\u00fcrekli geli\u015fmeyi sa\u011flamalar\u0131 i\u00e7in \u00f6\u011frenmeye ve yeniliklere a\u00e7\u0131k olmalar\u0131\ngerekmektedir.<\/p>\n\n\n\n<p>\u00d6\u011frenen organizasyonlar \u00e7al\u0131\u015fanlar\u0131n\narzu edilen sonu\u00e7lar\u0131 elde edebilmeleri i\u00e7in kapasitelerini geni\u015fletebildikleri\nyeni ve kapsaml\u0131 zihinsel modeller geli\u015ftirebildikleri ve ortak bir vizyon\nolu\u015fturarak \u00f6\u011frenmeyi birlikte ger\u00e7ekle\u015ftirebildikleri yap\u0131lar \u015feklinde\ntan\u0131mlanabilir. <\/p>\n\n\n\n<p>Bilgi \u00e7a\u011f\u0131nda t\u00fcm organizasyonlar\n\u00f6\u011frenmek zorundad\u0131r, kimileri h\u0131zl\u0131 kimileri yava\u015f \u00f6\u011frenirler. Bunlardan h\u0131z\u0131\nyakalayabilenler ayakta kalacakt\u0131r, kal\u0131c\u0131 olacakt\u0131r. \u0130\u015fletmelerin \u00f6\u011frenen bir\nkurum olmay\u0131 istemelerinin nedenleri \u015fu \u015fekilde \u00f6zetlenebilir:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Rekabet\nedebilmek<\/li><li>M\u00fc\u015fterilerin\ngereksinimlerini daha iyi kar\u015f\u0131lamak<\/li><li>Verimlili\u011fi\nart\u0131rmak<\/li><li>\u00c7al\u0131\u015fanlar\u0131n\nyeteneklerini geli\u015ftirerek yararlanmak<\/li><li>Kurumun\nortak zekas\u0131n\u0131 art\u0131rmak<\/li><\/ul>\n\n\n\n<p class=\"has-medium-font-size\"><strong>SON&nbsp;S\u00d6Z<\/strong><\/p>\n\n\n\n<p>Kal\u0131c\u0131\nolabilen \u015firketlerin ortak \u00f6zelli\u011fi b\u00fcnyelerinde\/kurulu\u015flar\u0131nda bulunan \u00f6z\nde\u011ferleri korumak, geli\u015fmeyi te\u015fvik etmektir, bunu da de\u011fi\u015fimi do\u011fru\ny\u00f6netmeleriyle ili\u015fkilendirebiliriz. \u0130\u015fletmenin \u00f6z de\u011ferleri d\u0131\u015f\u0131nda her\nfaaliyet geli\u015fmeye a\u00e7\u0131kt\u0131r. Bunu yaparken de zamandan ba\u011f\u0131ms\u0131z bu \u00f6z\nde\u011ferlerini ve kal\u0131c\u0131 ama\u00e7lar\u0131n\u0131 mevcut uygulama ve i\u015f stratejilerinden ayr\u0131\ntutarlar. Kal\u0131c\u0131 \u015firketlerin varl\u0131k nedeni sadece i\u015fletme karl\u0131l\u0131\u011f\u0131 de\u011fildir,\nayn\u0131 zamanda m\u00fc\u015fterilerini memnun ederek, kendi varl\u0131\u011f\u0131n\u0131 da koruyup\ngeli\u015ftirebilmek, \u00e7evresine de katk\u0131da bulunabilmek ve asl\u0131nda her konuda\ns\u00fcrd\u00fcr\u00fclebilir olmakt\u0131r.<\/p>\n\n\n\n<p>\u00d6z\u00fcn\u00fc\nkoruyamayan, misyonunu kaybeden, kurulu\u015f amac\u0131ndan uzakla\u015fan i\u015fletmelerde risk\nalt\u0131ndad\u0131r. De\u011fi\u015fim ve geli\u015fme kontrols\u00fcz ve pop\u00fclist olursa i\u015fletme bu\nde\u011fi\u015fimden geli\u015fim kazanamaz ve oldu\u011fundan daha geriye gitmeye mahkum olur.\nBunun tam tersi de olumsuz sonu\u00e7lanacakt\u0131r, geli\u015fmeye diren\u00e7, zaman\u0131n\n\u015fartlar\u0131na uyamamak, \u015firketi tarihin tozlu sayfalar\u0131na ta\u015f\u0131yacak, i\u015fletme\nkitaplar\u0131nda k\u00f6t\u00fc strateji \u00f6rne\u011fi firmalara ad\u0131n\u0131 yazd\u0131racakt\u0131r.<\/p>\n\n\n\n<p>\u0130\u015fletmeler\norganizmalar gibidir, her se\u00e7ene\u011fi dener ve i\u015fe yarayan\u0131 elinde tutar, yapt\u0131\u011f\u0131\nhatalardan da ders \u00e7\u0131kar\u0131r. 3M \u015firketi eski CEO\u2019su R.P. Carlton\u2019un s\u00f6yledi\u011fi\ngibi, <em>\u201c\u015eirketimiz ger\u00e7ekten yeni baz\u0131\n\u00fcr\u00fcnlerini hata yaparak tesad\u00fcfen bulmu\u015ftur. Fakat \u015funu unutmay\u0131nki ancak\nhareket ediyorsan, canl\u0131ysan hata yapabilirsin.\u201d<\/em><\/p>\n\n\n\n<p>Vizyoner\n\u015firketler yapt\u0131klar\u0131 her konuda ve kulland\u0131klar\u0131 her sistemde esas\nideolojilerine ba\u011fl\u0131 kalan ve bundan etkilenen \u015firketlerdir. <\/p>\n\n\n\n<p>Esas\n\u0130deoloji = Esas De\u011ferler + Ama\u00e7<\/p>\n\n\n\n<p>Esas\nDe\u011ferler, kurumlar\u0131n elzem ve kal\u0131c\u0131 ilkeleridir, \u015firketlerin amac\u0131 kardan \u00f6te\nvarolu\u015flar\u0131n\u0131n esas ama\u00e7lar\u0131 olmal\u0131d\u0131r. D\u00fcnya \u00e7ap\u0131ndaki vizyoner \u015firketler\nbelli ideolojileri olan ve bu ideolojilerin yaratt\u0131\u011f\u0131 \u00e7al\u0131\u015fan k\u00fclt\u00fcr\u00fcyle\ns\u00fcreklili\u011fini sa\u011flam\u0131\u015f \u015firketlerdir. <\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong>KAYNAKLAR<\/strong><\/p>\n\n\n\n<p class=\"has-small-font-size\"><em>COLLINS, J., PORRAS, J. (1999). Kal\u0131c\u0131 Olmak \u201cGelece\u011fin G\u00fc\u00e7l\u00fc Kurumlar\u0131n\u0131 Yaratmak\u201d, 1.Bas\u0131m, Sistem Yay\u0131nc\u0131l\u0131k, \u0130stanbul<\/em><\/p>\n\n\n\n<p class=\"has-small-font-size\"><em>D\u0130CLEL\u0130, Z. ve D\u0130\u011eERLER\u0130 (2014). Yeni Paradigma, 1.Bas\u0131m, Optimist Yay\u0131nevi, &nbsp;\u0130stanbul<\/em><\/p>\n\n\n\n<p class=\"has-small-font-size\"><em>KO\u00c7EL, T. (2018). \u0130\u015fletme Y\u00f6neticili\u011fi, 17.Bas\u0131m, Beta yay\u0131nlar\u0131, \u0130stanbul<\/em><\/p>\n\n\n\n<p class=\"has-small-font-size\"><em>TEK\u0130N, M., ZERENLER, M. (2001). Bilgi \u00c7a\u011f\u0131 \u0130\u015fletmelerinde De\u011fi\u015fimi Y\u00f6netmede Etkin Bir Bak\u0131\u015f A\u00e7\u0131s\u0131: Ya\u015fayan \u0130\u015fletmeler, Sel\u00e7uk \u00dcniversitesi Sosyal Bilimler Meslek Y\u00fcksek Okulu Dergisi, Cilt 4, Say\u0131 1, Konya<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u0130\u015fletmeler s\u00fcrekli de\u011fi\u015fen \u00e7evre \u015fartlar\u0131 i\u00e7erisinde faaliyetlerini s\u00fcrd\u00fcrmektedir. Bu de\u011fi\u015fim, i\u015fletmelerin faaliyetlerini devam ettirebilmek i\u00e7in sahip olmas\u0131 gereken bilgilerin ge\u00e7erlili\u011fini her ge\u00e7en g\u00fcn azaltmakta, bunun yan\u0131 s\u0131ra yeni bilgiye sahip olma i\u015fletmenin sahip oldu\u011fu Pazar pay\u0131n\u0131 koruma, art\u0131rma ve hatta yeni pazarlara girme a\u00e7\u0131s\u0131ndan \u00f6nem kazanmaktad\u0131r. Bu a\u00e7\u0131dan bak\u0131ld\u0131\u011f\u0131nda ge\u00e7erli<a class=\"moretag\" href=\"http:\/\/ilkerkarademir.com\/index.php\/2019\/02\/11\/kalici-olma-stratejisi-ve-degisim-yonetimi\/\"> Daha fazlas\u0131n\u0131 oku<\/a><\/p>\n","protected":false},"author":1,"featured_media":422,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[7],"tags":[32,30,31],"class_list":["post-391","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-isletme-yonetim","tag-build-to-last","tag-degisim-yonetimi","tag-kalici-olma"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>KALICI OLMA STRATEJ\u0130S\u0130 ve DE\u011e\u0130\u015e\u0130M Y\u00d6NET\u0130M\u0130 - \u0130lker Karademir<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/ilkerkarademir.com\/index.php\/2019\/02\/11\/kalici-olma-stratejisi-ve-degisim-yonetimi\/\" \/>\n<meta property=\"og:locale\" content=\"tr_TR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"KALICI OLMA STRATEJ\u0130S\u0130 ve DE\u011e\u0130\u015e\u0130M Y\u00d6NET\u0130M\u0130 - \u0130lker Karademir\" \/>\n<meta property=\"og:description\" content=\"\u0130\u015fletmeler s\u00fcrekli de\u011fi\u015fen \u00e7evre \u015fartlar\u0131 i\u00e7erisinde faaliyetlerini s\u00fcrd\u00fcrmektedir. 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