{"id":57,"date":"2026-05-16T06:49:17","date_gmt":"2026-05-16T06:49:17","guid":{"rendered":"https:\/\/genel-mudur.com\/?p=57"},"modified":"2026-05-16T06:49:17","modified_gmt":"2026-05-16T06:49:17","slug":"genel-mudur-6-0-donusum-yoneticisi","status":"publish","type":"post","link":"https:\/\/genel-mudur.com\/?p=57","title":{"rendered":"Genel M\u00fcd\u00fcr 6.0 – D\u00f6n\u00fc\u015f\u00fcm Y\u00f6neticisi"},"content":{"rendered":"

GM 5.0 \u015firketin y\u00fcz\u00fcn\u00fc pazara \u00e7evirdi.<\/p>\n

M\u00fc\u015fteriyi dinledi.<\/p>\n

Markay\u0131 sorgulad\u0131.<\/p>\n

Rekabeti izledi.<\/p>\n

De\u011fer \u00f6nerisini yeniden d\u00fc\u015f\u00fcnd\u00fc.<\/p>\n

\u015eirketin m\u00fc\u015fterinin g\u00f6z\u00fcnde h\u00e2l\u00e2 anlaml\u0131 olup olmad\u0131\u011f\u0131n\u0131 sordu.<\/p>\n

Bu b\u00fcy\u00fck bir ad\u0131md\u0131. \u00c7\u00fcnk\u00fc GM 4.0\u2019\u0131n i\u00e7eride kurdu\u011fu performans ve verimlilik disiplini, \u015firketi pazarda anlaml\u0131 k\u0131lmaya yetmiyordu. M\u00fc\u015fteri de\u011fi\u015fiyorsa, rekabet de\u011fi\u015fiyorsa, kanal de\u011fi\u015fiyorsa, teknoloji de\u011fi\u015fiyorsa, \u015firketin sadece i\u00e7eride iyi \u00e7al\u0131\u015fmas\u0131 yeterli de\u011fildi.<\/p>\n

Fakat GM 5.0 da bir noktada kendi s\u0131n\u0131r\u0131na geldi.<\/p>\n

Pazar\u0131 g\u00f6rmek ba\u015fka \u015feydir.<\/p>\n

Pazara g\u00f6re de\u011fi\u015febilmek ba\u015fka \u015feydir.<\/p>\n

Bir \u015firket m\u00fc\u015fterinin de\u011fi\u015fti\u011fini g\u00f6rebilir. Rakiplerin yeni bir oyun kurdu\u011funu fark edebilir. Markas\u0131n\u0131n zay\u0131flad\u0131\u011f\u0131n\u0131 anlayabilir. Dijital kanallar\u0131n g\u00fc\u00e7lendi\u011fini kabul edebilir. Eski \u00fcr\u00fcnlerinin art\u0131k ayn\u0131 heyecan\u0131 yaratmad\u0131\u011f\u0131n\u0131 g\u00f6rebilir.<\/p>\n

Ama yine de de\u011fi\u015femeyebilir.<\/p>\n

\u00c7\u00fcnk\u00fc de\u011fi\u015fmek, \u015firketin derin yap\u0131s\u0131na dokunur.<\/p>\n

Organizasyon yap\u0131s\u0131na dokunur.<\/p>\n

Teknoloji altyap\u0131s\u0131na dokunur.<\/p>\n

Yetkinliklere dokunur.<\/p>\n

B\u00fct\u00e7e \u00f6nceliklerine dokunur.<\/p>\n

\u0130\u015f modeline dokunur.<\/p>\n

Liderlik al\u0131\u015fkanl\u0131klar\u0131na dokunur.<\/p>\n

K\u00fclt\u00fcre dokunur.<\/p>\n

G\u00fc\u00e7 ili\u015fkilerine dokunur.<\/p>\n

Pazar\u0131 g\u00f6rmek yetmez. \u015eirketin de\u011fi\u015febilme kapasitesi yoksa bilgi sadece y\u00fck olur.<\/div>\n

GM 6.0 bu gerilimden do\u011far.<\/p>\n

GM 6.0\u2019\u0131n temel sorusu \u015fudur:<\/p>\n

\u201cBu \u015firket de\u011fi\u015fen pazara, teknolojiye ve rekabet yap\u0131s\u0131na g\u00f6re kendini d\u00f6n\u00fc\u015ft\u00fcrebilecek mi?\u201d<\/p>\n

Bu nedenle GM 6.0\u2019\u0131 yaln\u0131zca \u201cdijital genel m\u00fcd\u00fcr\u201d diye adland\u0131rmak zay\u0131f kal\u0131r. Dijitalle\u015fme bu d\u00f6nemin \u00e7ok \u00f6nemli bir par\u00e7as\u0131d\u0131r; ama mesele sadece teknoloji de\u011fildir.<\/p>\n

As\u0131l mesele, \u015firketin de\u011fi\u015febilme kapasitesidir.<\/p>\n

5.0\u2019dan 6.0\u2019a K\u0131r\u0131lma<\/h2>\n

GM 5.0 m\u00fc\u015fterinin sesini duydu. GM 6.0 ise o sese g\u00f6re \u015firketin yap\u0131s\u0131n\u0131 de\u011fi\u015ftirmeye \u00e7al\u0131\u015ft\u0131.<\/p>\n

Bu fark \u00f6nemlidir.<\/p>\n

\u00c7\u00fcnk\u00fc bir\u00e7ok \u015firket m\u00fc\u015fteri ara\u015ft\u0131rmas\u0131 yapar, pazar raporu okur, rakip analizi haz\u0131rlar, marka \u00e7al\u0131\u015fmas\u0131 yapt\u0131r\u0131r, dijital strateji sunumlar\u0131 dinler. Y\u00f6netim toplant\u0131lar\u0131nda herkes d\u00fcnyan\u0131n de\u011fi\u015fti\u011fi konusunda anla\u015f\u0131r.<\/p>\n

Sonra eski sistemle devam edilir.<\/p>\n

Ayn\u0131 \u00fcr\u00fcn geli\u015ftirme s\u00fcreci.<\/p>\n

Ayn\u0131 b\u00fct\u00e7e mant\u0131\u011f\u0131.<\/p>\n

Ayn\u0131 departman s\u0131n\u0131rlar\u0131.<\/p>\n

Ayn\u0131 onay mekanizmalar\u0131.<\/p>\n

Ayn\u0131 teknoloji borcu.<\/p>\n

Ayn\u0131 risk korkusu.<\/p>\n

Ayn\u0131 k\u0131sa vadeli performans bask\u0131s\u0131.<\/p>\n

\u0130\u015fte GM 6.0 burada devreye girer.<\/p>\n

GM 6.0, \u015firketin sadece pazar\u0131 anlamas\u0131n\u0131 de\u011fil; pazara g\u00f6re yeniden yap\u0131lanmas\u0131n\u0131 ister.<\/p>\n

Bu y\u00fczden GM 6.0\u2019\u0131n konusu dijital d\u00f6n\u00fc\u015f\u00fcm, inovasyon, yeni i\u015f modelleri, veri, otomasyon, platformlar, \u00e7evik \u00e7al\u0131\u015fma bi\u00e7imleri ve yeniden yap\u0131lanma gibi ba\u015fl\u0131klarla g\u00f6r\u00fcn\u00fcr hale gelir. Ama bunlar\u0131n hepsi daha b\u00fcy\u00fck bir sorunun par\u00e7alar\u0131d\u0131r:<\/p>\n

\u015eirket eski ba\u015far\u0131 form\u00fcl\u00fcn\u00fc terk edip yeni bir \u00e7al\u0131\u015fma mant\u0131\u011f\u0131 kurabilecek mi?<\/p>\n

Tablo 6.1 \u2014 GM 5.0 ile GM 6.0 Aras\u0131ndaki Fark<\/h3>\n\n\n\n\n\n\n\n\n\n\n\n
Alan<\/th>\nGM 5.0 \u2014 Pazar ve M\u00fc\u015fteri Y\u00f6neticisi<\/th>\nGM 6.0 \u2014 D\u00f6n\u00fc\u015f\u00fcm Y\u00f6neticisi<\/th>\n<\/tr>\n<\/thead>\n
Ana bak\u0131\u015f<\/td>\nD\u0131\u015f d\u00fcnyay\u0131 okumak<\/td>\n\u015eirketi d\u0131\u015f d\u00fcnyaya g\u00f6re de\u011fi\u015ftirmek<\/td>\n<\/tr>\n
Ana soru<\/td>\nM\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131y\u0131z?<\/td>\nKendimizi d\u00f6n\u00fc\u015ft\u00fcrebiliyor muyuz?<\/td>\n<\/tr>\n
Y\u00f6netim dili<\/td>\nM\u00fc\u015fteri, marka, rekabet, de\u011fer \u00f6nerisi<\/td>\nDijitalle\u015fme, inovasyon, i\u015f modeli, veri, yetkinlik<\/td>\n<\/tr>\n
Ba\u015far\u0131 \u00f6l\u00e7\u00fcs\u00fc<\/td>\nTercih edilmek<\/td>\nYenilenebilmek<\/td>\n<\/tr>\n
G\u00fc\u00e7l\u00fc taraf\u0131<\/td>\nPazar duyarl\u0131l\u0131\u011f\u0131<\/td>\nDe\u011fi\u015fim kapasitesi<\/td>\n<\/tr>\n
K\u00f6r noktas\u0131<\/td>\nPazar\u0131 g\u00f6r\u00fcp de\u011fi\u015fememek<\/td>\nD\u00f6n\u00fc\u015f\u00fcm\u00fc proje kalabal\u0131\u011f\u0131na \u00e7evirmek<\/td>\n<\/tr>\n
Sonraki modele b\u0131rakt\u0131\u011f\u0131 soru<\/td>\nDe\u011fi\u015fmemiz gerekti\u011fini biliyoruz; de\u011fi\u015febilir miyiz?<\/td>\nD\u00f6n\u00fc\u015f\u00fcm \u00e7ok, insan ve kapasite bunu ta\u015f\u0131yabiliyor mu?<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

GM 6.0\u2019\u0131n Do\u011fdu\u011fu D\u00fcnya<\/h2>\n

GM 6.0\u2019\u0131n do\u011fdu\u011fu d\u00fcnyada rekabet art\u0131k yaln\u0131zca \u00fcr\u00fcn, fiyat ve marka \u00fczerinden y\u00fcr\u00fcm\u00fcyor. Teknoloji, veri, i\u015f modeli, platformlar, h\u0131z, ekosistemler ve m\u00fc\u015fteri deneyimi birlikte \u00e7al\u0131\u015f\u0131yor.<\/p>\n

Bir \u015firketin rakibi art\u0131k sadece ayn\u0131 sekt\u00f6rdeki benzer \u015firket olmayabiliyor. Teknoloji \u015firketleri finans sekt\u00f6r\u00fcne giriyor. Perakendeciler medya \u015firketi gibi davran\u0131yor. Otomotiv \u015firketleri yaz\u0131l\u0131m \u015firketine d\u00f6n\u00fc\u015fmeye \u00e7al\u0131\u015f\u0131yor. Bankalar teknoloji altyap\u0131s\u0131, veri ve m\u00fc\u015fteri deneyimi \u00fczerinden rekabet ediyor. E\u011fitim kurumlar\u0131 yaln\u0131zca kamp\u00fcsle de\u011fil, \u00e7evrim i\u00e7i programlar ve sertifika ekosistemleriyle de yar\u0131\u015f\u0131yor.<\/p>\n

Bu d\u00f6nemde \u201csekt\u00f6r\u201d kavram\u0131 gev\u015femeye ba\u015flar.<\/p>\n

\u015eirketler kendilerini yaln\u0131zca ge\u00e7mi\u015fteki end\u00fcstri tan\u0131mlar\u0131yla a\u00e7\u0131klayamaz hale gelir. \u00c7\u00fcnk\u00fc m\u00fc\u015fteri ihtiyac\u0131 ba\u015fka bir i\u015f modeliyle \u00e7\u00f6z\u00fclebilir. Gelir modeli de\u011fi\u015febilir. Kanal de\u011fi\u015febilir. \u00dcr\u00fcn hizmete d\u00f6n\u00fc\u015febilir. Hizmet aboneli\u011fe d\u00f6n\u00fc\u015febilir. Veri yeni bir rekabet avantaj\u0131 yaratabilir. Platformlar arac\u0131l\u0131\u011f\u0131yla de\u011fer \u00fcretimi \u015firketin s\u0131n\u0131rlar\u0131n\u0131 a\u015fabilir [1], [2].<\/p>\n

GM 6.0 bu d\u00fcnyan\u0131n genel m\u00fcd\u00fcr\u00fcd\u00fcr.<\/p>\n

Onun sorunu sadece \u201cm\u00fc\u015fteri bizi neden se\u00e7sin?\u201d de\u011fildir. Daha derin bir soru vard\u0131r:<\/p>\n

\u201cBu \u015firketin \u00e7al\u0131\u015fma bi\u00e7imi, gelece\u011fin rekabetine uygun mu?\u201d<\/p>\n

Bu soru kolay de\u011fildir. \u00c7\u00fcnk\u00fc \u00e7o\u011fu \u015firket bug\u00fcnk\u00fc yap\u0131s\u0131n\u0131 d\u00fcn\u00fcn ba\u015far\u0131lar\u0131 \u00fczerine kurmu\u015ftur.<\/p>\n

Bug\u00fcnk\u00fc organizasyon, d\u00fcn\u00fcn b\u00fcy\u00fcme mant\u0131\u011f\u0131n\u0131n \u00fcr\u00fcn\u00fcd\u00fcr.<\/p>\n

Bug\u00fcnk\u00fc teknoloji altyap\u0131s\u0131, d\u00fcn\u00fcn i\u015flem ihtiyac\u0131na g\u00f6re kurulmu\u015ftur.<\/p>\n

Bug\u00fcnk\u00fc yetkinlikler, d\u00fcn\u00fcn m\u00fc\u015fterisine g\u00f6re \u015fekillenmi\u015ftir.<\/p>\n

Bug\u00fcnk\u00fc y\u00f6neticiler, d\u00fcn\u00fcn ba\u015far\u0131 \u00f6l\u00e7\u00fcleriyle y\u00fckselmi\u015ftir.<\/p>\n

Bug\u00fcnk\u00fc k\u00e2rl\u0131l\u0131k, d\u00fcn\u00fcn i\u015f modelinden gelmektedir.<\/p>\n

GM 6.0\u2019\u0131n zorland\u0131\u011f\u0131 yer buras\u0131d\u0131r.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm, \u00e7o\u011fu zaman \u015firketin ge\u00e7mi\u015f ba\u015far\u0131s\u0131yla \u00e7at\u0131\u015f\u0131r.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm\u00fcn en b\u00fcy\u00fck d\u00fc\u015fman\u0131 ba\u015far\u0131s\u0131zl\u0131k de\u011fil, eski ba\u015far\u0131n\u0131n konforudur.<\/div>\n

Ba\u015far\u0131s\u0131z \u015firketler bazen de\u011fi\u015fmek zorunda olduklar\u0131n\u0131 daha erken kabul eder.<\/p>\n

Ba\u015far\u0131l\u0131 \u015firketler ise eski form\u00fcl\u00fcn biraz daha \u00e7al\u0131\u015faca\u011f\u0131na inanarak zaman kaybedebilir.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm Ne De\u011fildir?<\/h2>\n

GM 6.0\u2019\u0131n en b\u00fcy\u00fck riski, d\u00f6n\u00fc\u015f\u00fcm\u00fc teknoloji projesine indirgemektir.<\/p>\n

Yeni yaz\u0131l\u0131m al\u0131n\u0131r.<\/p>\n

ERP yenilenir.<\/p>\n

CRM kurulur.<\/p>\n

E-ticaret sitesi a\u00e7\u0131l\u0131r.<\/p>\n

Mobil uygulama yap\u0131l\u0131r.<\/p>\n

Veri ambar\u0131 konu\u015fulur.<\/p>\n

Yapay zek\u00e2 sunumlar\u0131 dinlenir.<\/p>\n

\u00c7evik ekipler kurulur.<\/p>\n

Bunlar\u0131n hepsi gerekli olabilir. Ama tek ba\u015f\u0131na d\u00f6n\u00fc\u015f\u00fcm de\u011fildir.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm, \u015firketin i\u015f yapma mant\u0131\u011f\u0131n\u0131n de\u011fi\u015fmesidir.<\/p>\n

Bir teknoloji yat\u0131r\u0131m\u0131, m\u00fc\u015fteri deneyimini de\u011fi\u015ftirmiyorsa d\u00f6n\u00fc\u015f\u00fcm de\u011fildir.<\/p>\n

Bir dijital kanal, gelir modelini veya m\u00fc\u015fteri ili\u015fkisini g\u00fc\u00e7lendirmiyorsa d\u00f6n\u00fc\u015f\u00fcm de\u011fildir.<\/p>\n

Bir veri projesi, karar kalitesini art\u0131rm\u0131yorsa d\u00f6n\u00fc\u015f\u00fcm de\u011fildir.<\/p>\n

Bir inovasyon laboratuvar\u0131, \u015firketin ana i\u015fine \u00f6\u011frenme ta\u015f\u0131m\u0131yorsa d\u00f6n\u00fc\u015f\u00fcm de\u011fildir.<\/p>\n

Bir \u00e7evik \u00e7al\u0131\u015fma denemesi, karar ve yetki yap\u0131s\u0131n\u0131 de\u011fi\u015ftirmiyorsa d\u00f6n\u00fc\u015f\u00fcm de\u011fildir.<\/p>\n

GM 6.0\u2019\u0131n olgun hali, teknolojiyi ama\u00e7 de\u011fil, kald\u0131ra\u00e7 olarak g\u00f6r\u00fcr.<\/p>\n

Dijital d\u00f6n\u00fc\u015f\u00fcm \u00fczerine yap\u0131lan \u00e7al\u0131\u015fmalar da benzer bir noktaya i\u015faret eder: Dijital teknolojiler ancak liderlik, organizasyonel yetkinlik, m\u00fc\u015fteri deneyimi, operasyonel s\u00fcre\u00e7ler ve i\u015f modeliyle birlikte ele al\u0131nd\u0131\u011f\u0131nda ger\u00e7ek d\u00f6n\u00fc\u015f\u00fcm yarat\u0131r [3], [4].<\/p>\n

Bu y\u00fczden GM 6.0\u2019\u0131n temel c\u00fcmlesi \u015fudur:<\/p>\n

\u201cTeknoloji almak kolayd\u0131r; \u015firketi teknolojiyle yeniden d\u00fc\u015f\u00fcnmek zordur.\u201d<\/p>\n

\u015eema 6.1 \u2014 GM 6.0\u2019\u0131n D\u00f6n\u00fc\u015f\u00fcm Mant\u0131\u011f\u0131<\/h3>\n

\"\"<\/p>\n

\u0130\u015f Modeli Sorgusu<\/h2>\n

GM 6.0\u2019\u0131n GM 5.0\u2019dan devrald\u0131\u011f\u0131 en \u00f6nemli miras, m\u00fc\u015fterinin d\u00fcnyas\u0131n\u0131 g\u00f6rmektir. Ama GM 6.0 burada durmaz. \u015eunu sorar:<\/p>\n

\u201cBu m\u00fc\u015fteriye de\u011fer sunma bi\u00e7imimiz h\u00e2l\u00e2 do\u011fru mu?\u201d<\/p>\n

Bu soru i\u015f modeline gider.<\/p>\n

\u00c7\u00fcnk\u00fc \u015firketin sorunu bazen \u00fcr\u00fcn\u00fcn kalitesi de\u011fildir. \u00dcr\u00fcn\u00fcn nas\u0131l sat\u0131ld\u0131\u011f\u0131d\u0131r.<\/p>\n

Bazen sorun marka de\u011fildir. Gelir modelidir.<\/p>\n

Bazen sorun m\u00fc\u015fteri ihtiyac\u0131 de\u011fildir. Da\u011f\u0131t\u0131m kanal\u0131d\u0131r.<\/p>\n

Bazen sorun fiyat de\u011fildir. De\u011ferin paketlenme bi\u00e7imidir.<\/p>\n

Bazen sorun sat\u0131\u015f ekibi de\u011fildir. \u015eirketin m\u00fc\u015fteriye eri\u015fim mimarisidir.<\/p>\n

\u0130\u015f modeli d\u00fc\u015f\u00fcncesi bu nedenle GM 6.0\u2019\u0131n merkezine yakla\u015f\u0131r. Osterwalder ve Pigneur\u2019un i\u015f modeli yakla\u015f\u0131m\u0131, \u015firketin de\u011fer \u00f6nerisi, m\u00fc\u015fteri segmentleri, kanallar, m\u00fc\u015fteri ili\u015fkileri, gelir ak\u0131\u015flar\u0131, kaynaklar, faaliyetler, ortakl\u0131klar ve maliyet yap\u0131s\u0131 aras\u0131ndaki ba\u011flant\u0131lar\u0131 birlikte d\u00fc\u015f\u00fcnmeyi \u00f6nerir [5].<\/p>\n

GM 6.0 i\u00e7in bu \u00f6nemlidir. \u00c7\u00fcnk\u00fc d\u00f6n\u00fc\u015f\u00fcm \u00e7o\u011fu zaman tek bir departmanda yap\u0131lmaz. \u015eirketin de\u011fer \u00fcretme ve de\u011feri yakalama bi\u00e7imi birlikte de\u011fi\u015fir.<\/p>\n

Bir perakendeci i\u00e7in d\u00f6n\u00fc\u015f\u00fcm sadece e-ticaret sitesi a\u00e7mak de\u011fildir. Ma\u011faza rol\u00fcn\u00fc, stok mant\u0131\u011f\u0131n\u0131, lojisti\u011fi, veri kullan\u0131m\u0131n\u0131, m\u00fc\u015fteri ili\u015fkisini ve marka deneyimini yeniden d\u00fc\u015f\u00fcnmektir.<\/p>\n

Bir banka i\u00e7in d\u00f6n\u00fc\u015f\u00fcm sadece mobil uygulama yapmak de\u011fildir. \u015eube rol\u00fcn\u00fc, m\u00fc\u015fteri temas\u0131n\u0131, risk de\u011ferlendirmesini, \u00fcr\u00fcn tasar\u0131m\u0131n\u0131 ve karar h\u0131z\u0131n\u0131 yeniden kurgulamakt\u0131r.<\/p>\n

Bir \u00fcniversite i\u00e7in d\u00f6n\u00fc\u015f\u00fcm sadece \u00e7evrim i\u00e7i ders koymak de\u011fildir. \u00d6\u011frenme deneyimini, \u00f6l\u00e7me sistemini, \u00f6\u011frenci deste\u011fini, mezun ili\u015fkisini ve i\u015f d\u00fcnyas\u0131 ba\u011flant\u0131s\u0131n\u0131 yeniden d\u00fc\u015f\u00fcnmektir.<\/p>\n

GM 6.0 i\u015fte bu b\u00fct\u00fcnl\u00fc\u011f\u00fc g\u00f6rmek zorundad\u0131r.<\/p>\n

Eski \u0130\u015fin G\u00f6lgesi<\/h2>\n

D\u00f6n\u00fc\u015f\u00fcm\u00fcn en zor taraf\u0131, \u015firketin eski i\u015fiyle yeni ihtimali ayn\u0131 anda ta\u015f\u0131mas\u0131d\u0131r.<\/p>\n

\u015eirket bug\u00fcn para kazand\u0131\u011f\u0131 i\u015fi b\u0131rakamaz. Operasyon devam etmek zorundad\u0131r. M\u00fc\u015fteri hizmet bekler. Sat\u0131\u015f hedefi vard\u0131r. Nakit ak\u0131\u015f\u0131 korunmal\u0131d\u0131r. \u0130nsanlar maa\u015f almal\u0131d\u0131r. Tedarik\u00e7iler \u00e7al\u0131\u015fmal\u0131d\u0131r.<\/p>\n

Ama ayn\u0131 anda yeni bir gelecek de kurulmal\u0131d\u0131r.<\/p>\n

Bu ikisi ayn\u0131 mant\u0131kla y\u00f6netilemez.<\/p>\n

Mevcut i\u015fi i\u015fletmek disiplin ister.<\/p>\n

Yeni i\u015fi kurmak ke\u015fif ister.<\/p>\n

Mevcut i\u015fte hata azalt\u0131l\u0131r.<\/p>\n

Yeni i\u015fte kontroll\u00fc hata \u00f6\u011frenmenin par\u00e7as\u0131d\u0131r.<\/p>\n

Mevcut i\u015fte verimlilik aran\u0131r.<\/p>\n

Yeni i\u015fte belirsizlik i\u00e7inde deneme yap\u0131l\u0131r.<\/p>\n

Mevcut i\u015fte standart \u00f6nemlidir.<\/p>\n

Yeni i\u015fte \u00f6\u011frenme h\u0131z\u0131 \u00f6nemlidir.<\/p>\n

Bu gerilim y\u00f6netim literat\u00fcr\u00fcnde \u201cambidexterity\u201d yani \u00e7ift ellilik kavram\u0131yla ele al\u0131n\u0131r. O\u2019Reilly ve Tushman, \u015firketlerin hem mevcut i\u015fi i\u015fletme hem de yeni f\u0131rsatlar\u0131 ke\u015ffetme kapasitesini ayn\u0131 anda geli\u015ftirmesi gerekti\u011fini vurgular [6].<\/p>\n

GM 6.0 bu gerilimin tam ortas\u0131ndad\u0131r.<\/p>\n

Bir eli bug\u00fcn\u00fc i\u015fletir.<\/p>\n

Di\u011fer eli gelece\u011fi kurmaya \u00e7al\u0131\u015f\u0131r.<\/p>\n

Ama hen\u00fcz GM 8.0\u2019daki proje portf\u00f6y\u00fc ve Run\u2013Change mimarisi tam kurulmam\u0131\u015ft\u0131r. Bu nedenle GM 6.0 \u00e7o\u011fu zaman d\u00f6n\u00fc\u015f\u00fcm projelerini ba\u015flat\u0131r, fakat onlar\u0131 y\u00f6netilebilir bir portf\u00f6ye \u00e7evirmekte zorlan\u0131r.<\/p>\n

Tablo 6.2 \u2014 Mevcut \u0130\u015fi \u0130\u015fletmek ile Yeni \u0130\u015fi Kurmak<\/h3>\n\n\n\n\n\n\n\n\n\n\n\n
Alan<\/th>\nMevcut i\u015fi i\u015fletmek<\/th>\nYeni i\u015fi kurmak<\/th>\n<\/tr>\n<\/thead>\n
Ana mant\u0131k<\/td>\nVerimlilik<\/td>\nKe\u015fif<\/td>\n<\/tr>\n
Risk anlay\u0131\u015f\u0131<\/td>\nHata azaltma<\/td>\nKontroll\u00fc deneme<\/td>\n<\/tr>\n
\u00d6l\u00e7\u00fcm<\/td>\nK\u00e2rl\u0131l\u0131k, kalite, maliyet, s\u00fcre<\/td>\n\u00d6\u011frenme, m\u00fc\u015fteri do\u011frulamas\u0131, \u00f6l\u00e7eklenebilirlik<\/td>\n<\/tr>\n
Y\u00f6netim tarz\u0131<\/td>\nStandart ve kontrol<\/td>\nEsneklik ve deney<\/td>\n<\/tr>\n
Zaman ufku<\/td>\nK\u0131sa ve orta vade<\/td>\nOrta ve uzun vade<\/td>\n<\/tr>\n
\u0130nsan profili<\/td>\nOperasyonel uzmanl\u0131k<\/td>\nGiri\u015fimci d\u00fc\u015f\u00fcnme, \u00f6\u011frenme \u00e7evikli\u011fi<\/td>\n<\/tr>\n
Tehlike<\/td>\nDonmak<\/td>\nDa\u011f\u0131lmak<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Bu tablo GM 6.0\u2019\u0131n neden zor bir model oldu\u011funu g\u00f6sterir.<\/p>\n

\u00c7\u00fcnk\u00fc genel m\u00fcd\u00fcrden ayn\u0131 anda iki farkl\u0131 mant\u0131\u011f\u0131 ta\u015f\u0131mas\u0131 beklenir.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm Programlar\u0131 ve Proje Kalabal\u0131\u011f\u0131<\/h2>\n

GM 6.0\u2019\u0131n \u015firketlerde en g\u00f6r\u00fcn\u00fcr hali d\u00f6n\u00fc\u015f\u00fcm programlar\u0131d\u0131r.<\/p>\n

Dijital d\u00f6n\u00fc\u015f\u00fcm program\u0131.<\/p>\n

M\u00fc\u015fteri deneyimi d\u00f6n\u00fc\u015f\u00fcm\u00fc.<\/p>\n

Veri d\u00f6n\u00fc\u015f\u00fcm\u00fc.<\/p>\n

\u00c7evik d\u00f6n\u00fc\u015f\u00fcm.<\/p>\n

K\u00fclt\u00fcrel d\u00f6n\u00fc\u015f\u00fcm.<\/p>\n

Operasyonel d\u00f6n\u00fc\u015f\u00fcm.<\/p>\n

ERP d\u00f6n\u00fc\u015f\u00fcm\u00fc.<\/p>\n

\u0130novasyon program\u0131.<\/p>\n

Yeni i\u015f modeli giri\u015fimi.<\/p>\n

\u0130lk bak\u0131\u015fta bu enerji olumlu g\u00f6r\u00fcn\u00fcr. \u015eirket gelece\u011fe haz\u0131rlan\u0131yor gibidir. Her yerde proje vard\u0131r. Herkes de\u011fi\u015fimden s\u00f6z eder. Sunumlarda yol haritalar\u0131, fazlar, hedefler, sponsorlar, \u00e7al\u0131\u015fma gruplar\u0131 ve ba\u015far\u0131 g\u00f6stergeleri g\u00f6r\u00fcn\u00fcr.<\/p>\n

Ama bir s\u00fcre sonra ba\u015fka bir tablo olu\u015fur.<\/p>\n

Projeler \u00e7o\u011fal\u0131r.<\/p>\n

\u00d6ncelikler bulan\u0131kla\u015f\u0131r.<\/p>\n

Ayn\u0131 insanlardan her projede katk\u0131 beklenir.<\/p>\n

Operasyonel i\u015fler devam ederken d\u00f6n\u00fc\u015f\u00fcm i\u015fleri \u00fcst \u00fcste biner.<\/p>\n

Toplant\u0131lar artar.<\/p>\n

Kararlar gecikir.<\/p>\n

Kaynaklar b\u00f6l\u00fcn\u00fcr.<\/p>\n

Nakit etkisi yeterince izlenmez.<\/p>\n

Ba\u015flayan projeler bitmez.<\/p>\n

Bitmeyen projeler yeni projelerin \u00fcst\u00fcne y\u0131\u011f\u0131l\u0131r.<\/p>\n

GM 6.0\u2019\u0131n en b\u00fcy\u00fck s\u0131n\u0131r\u0131 burada ortaya \u00e7\u0131kar:<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm niyeti, y\u00f6netim kapasitesini a\u015far.<\/p>\n

\u015eirket de\u011fi\u015fmek ister ama de\u011fi\u015fim y\u00fck\u00fcn\u00fc ta\u015f\u0131yacak mimariyi kuramaz.<\/p>\n

Bu, GM 8.0\u2019a giden hatt\u0131n en \u00f6nemli haz\u0131rl\u0131\u011f\u0131d\u0131r. \u00c7\u00fcnk\u00fc GM 8.0 tam da bu noktada \u201cproje bazl\u0131 ekonomi\u201d, \u201cportf\u00f6y zek\u00e2s\u0131\u201d, \u201ckapasite\u201d, \u201cnakit\u201d ve \u201ckarar ritmi\u201d kavramlar\u0131n\u0131 merkeze alacakt\u0131r.<\/p>\n

GM 6.0 d\u00f6n\u00fc\u015f\u00fcm projelerini \u00e7o\u011falt\u0131r.<\/p>\n

GM 8.0 bu projeleri y\u00f6netilebilir bir portf\u00f6ye \u00e7evirmek zorunda kal\u0131r.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm projesi ba\u015flatmak de\u011fi\u015fim de\u011fildir. De\u011fi\u015fim, \u015firketin yeni davran\u0131\u015f\u0131 kal\u0131c\u0131 hale getirmesidir.<\/div>\n

Ba\u015flamak kolayd\u0131r.<\/p>\n

Bitirmek zordur.<\/p>\n

Kal\u0131c\u0131 hale getirmek daha da zordur.<\/p>\n

Teknoloji Borcu ve Organizasyon Borcu<\/h2>\n

GM 6.0 d\u00f6neminde \u015firketler sadece gelece\u011fe yat\u0131r\u0131m yapmaz. Ayn\u0131 zamanda ge\u00e7mi\u015fin ihmal edilmi\u015f bor\u00e7lar\u0131yla da y\u00fczle\u015fir.<\/p>\n

Bu bor\u00e7lardan biri teknoloji borcudur.<\/p>\n

Eski sistemler birbirine ba\u011flanmaz. Veri da\u011f\u0131n\u0131kt\u0131r. Raporlar manuel haz\u0131rlan\u0131r. M\u00fc\u015fteri bilgisi farkl\u0131 sistemlerde par\u00e7alanm\u0131\u015ft\u0131r. Operasyonel s\u00fcre\u00e7ler h\u00e2l\u00e2 Excel dosyalar\u0131yla y\u00fcr\u00fcr. Teknoloji altyap\u0131s\u0131 yeni i\u015f modelini ta\u015f\u0131maya yetmez.<\/p>\n

Ama daha derin bir bor\u00e7 daha vard\u0131r: organizasyon borcu.<\/p>\n

Departmanlar birbirinden kopuktur. Yetki yap\u0131s\u0131 yava\u015ft\u0131r. Kararlar yukar\u0131da birikir. \u0130nsanlar yeni becerilere sahip de\u011fildir. Performans sistemi eski davran\u0131\u015flar\u0131 \u00f6d\u00fcllendirir. Liderler belirsizlikte deneme yapmay\u0131 bilmez. K\u00fclt\u00fcr hata yapmay\u0131 cezaland\u0131r\u0131r. M\u00fc\u015fteri deneyimi birden fazla b\u00f6l\u00fcm\u00fcn aras\u0131nda kaybolur.<\/p>\n

GM 6.0\u2019\u0131n kritik fark\u0131 \u015fudur:<\/p>\n

Teknoloji borcunu g\u00f6r\u00fcr ama organizasyon borcunu da g\u00f6rmek zorundad\u0131r.<\/p>\n

\u00c7\u00fcnk\u00fc eski organizasyon mant\u0131\u011f\u0131yla yeni teknoloji kullan\u0131lamaz.<\/p>\n

Dijital kanal a\u00e7abilirsiniz; ama karar s\u00fcre\u00e7leriniz h\u00e2l\u00e2 yava\u015fsa m\u00fc\u015fteri deneyimi de\u011fi\u015fmez.<\/p>\n

Veri platformu kurabilirsiniz; ama y\u00f6neticiler veriye g\u00f6re karar alm\u0131yorsa de\u011fer olu\u015fmaz.<\/p>\n

Yapay zek\u00e2 ara\u00e7lar\u0131 deneyebilirsiniz; ama s\u00fcre\u00e7leriniz bozuksa sadece bozuklu\u011fu h\u0131zland\u0131r\u0131rs\u0131n\u0131z.<\/p>\n

\u00c7evik ekipler kurabilirsiniz; ama yetki vermiyorsan\u0131z \u00e7eviklik toplant\u0131 format\u0131na s\u0131k\u0131\u015f\u0131r.<\/p>\n

GM 6.0\u2019\u0131n y\u00f6netim s\u0131nav\u0131 burada ba\u015flar.<\/p>\n

\u015eema 6.2 \u2014 D\u00f6n\u00fc\u015f\u00fcm\u00fcn \u00dc\u00e7 Katman\u0131<\/h3>\n

\"\"<\/p>\n

\u0130novasyonun Y\u00f6netimle \u0130mtihan\u0131<\/h2>\n

GM 6.0 d\u00f6neminde inovasyon \u00e7ok konu\u015fulur.<\/p>\n

Fakat inovasyon da d\u00f6n\u00fc\u015f\u00fcm gibi kolay bo\u015falan bir kavramd\u0131r. Her yeni fikir inovasyon de\u011fildir. Her yarat\u0131c\u0131 sunum inovasyon de\u011fildir. Her teknoloji denemesi inovasyon de\u011fildir.<\/p>\n

\u0130novasyon, m\u00fc\u015fteriye veya \u015firkete yeni de\u011fer \u00fcreten de\u011fi\u015fimdir.<\/p>\n

Bu de\u011fer bazen \u00fcr\u00fcnle gelir.<\/p>\n

Bazen s\u00fcre\u00e7le gelir.<\/p>\n

Bazen i\u015f modeliyle gelir.<\/p>\n

Bazen m\u00fc\u015fteri deneyimiyle gelir.<\/p>\n

Bazen maliyet yap\u0131s\u0131yla gelir.<\/p>\n

Bazen eri\u015fim kolayl\u0131\u011f\u0131yla gelir.<\/p>\n

GM 6.0 inovasyonu romantik bir yarat\u0131c\u0131l\u0131k alan\u0131 olarak de\u011fil, y\u00f6netilmesi gereken bir belirsizlik alan\u0131 olarak g\u00f6rmelidir.<\/p>\n

\u00c7\u00fcnk\u00fc inovasyonun iki d\u00fc\u015fman\u0131 vard\u0131r.<\/p>\n

Birincisi, b\u00fcrokratik kontrol. Yeni fikir daha do\u011fmadan prosed\u00fcrlere bo\u011fulur.<\/p>\n

\u0130kincisi, disiplinsiz heyecan. Her fikir proje olur, her proje kaynak ister, her kaynak talebi stratejik \u00f6ncelik gibi sunulur.<\/p>\n

\u0130yi GM 6.0 bu ikisinin aras\u0131nda durur.<\/p>\n

Ne inovasyonu bo\u011far.<\/p>\n

Ne de \u015firketi fikir kalabal\u0131\u011f\u0131na teslim eder.<\/p>\n

Christensen\u2019in y\u0131k\u0131c\u0131 inovasyon \u00e7al\u0131\u015fmalar\u0131, ba\u015far\u0131l\u0131 \u015firketlerin mevcut m\u00fc\u015fterilerine ve mevcut performans \u00f6l\u00e7\u00fclerine fazla ba\u011fl\u0131 kald\u0131klar\u0131nda yeni teknolojik ve i\u015f modeli de\u011fi\u015fimlerini ge\u00e7 fark edebildiklerini g\u00f6sterir [7], [8]. GM 6.0 i\u00e7in buradaki ders a\u00e7\u0131kt\u0131r:<\/p>\n

\u015eirketin bug\u00fcnk\u00fc m\u00fc\u015fterisini iyi dinlemek \u00f6nemlidir.<\/p>\n

Ama gelece\u011fin pazar\u0131n\u0131 sadece bug\u00fcnk\u00fc m\u00fc\u015fterinin sesiyle kuramazs\u0131n\u0131z.<\/p>\n

Bu nedenle GM 6.0, mevcut m\u00fc\u015fteriyi, yeni m\u00fc\u015fteri ihtimalini, teknolojik de\u011fi\u015fimi ve i\u015f modeli k\u0131r\u0131lmas\u0131n\u0131 birlikte d\u00fc\u015f\u00fcnmek zorundad\u0131r.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm\u00fcn \u0130nsan Taraf\u0131 Daha \u015eimdiden Belirir<\/h2>\n

GM 6.0\u2019\u0131n ana konusu d\u00f6n\u00fc\u015f\u00fcmd\u00fcr. Ama bu d\u00f6n\u00fc\u015f\u00fcm k\u0131sa s\u00fcrede insan meselesine d\u00f6n\u00fc\u015f\u00fcr.<\/p>\n

\u00c7\u00fcnk\u00fc de\u011fi\u015fen sadece sistemler de\u011fildir. \u0130nsanlar\u0131n \u00e7al\u0131\u015fma bi\u00e7imi de\u011fi\u015fir. Yetkinlik beklentisi de\u011fi\u015fir. Baz\u0131 roller \u00f6nem kazan\u0131r, baz\u0131 roller zay\u0131flar. Baz\u0131 y\u00f6neticilerin g\u00fcc\u00fc azal\u0131r. Baz\u0131 ekipler yeni sorumluluk al\u0131r. Baz\u0131 \u00e7al\u0131\u015fanlar \u00f6\u011frenmek zorunda kal\u0131r. Baz\u0131lar\u0131 korkar. Baz\u0131lar\u0131 diren\u00e7 g\u00f6sterir. Baz\u0131lar\u0131 sessizce bekler.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm sunumlar\u0131nda her \u015fey d\u00fczenli g\u00f6r\u00fcn\u00fcr. Ger\u00e7ek hayatta ise d\u00f6n\u00fc\u015f\u00fcm kayg\u0131 \u00fcretir.<\/p>\n

\u201cBenim i\u015fim ne olacak?\u201d<\/p>\n

\u201cBu yeni sistem beni gereksiz mi k\u0131lacak?\u201d<\/p>\n

\u201cBu beceriyi \u00f6\u011frenebilir miyim?\u201d<\/p>\n

\u201cY\u0131llard\u0131r bildi\u011fim i\u015f yapma bi\u00e7imi neden de\u011fersizle\u015fiyor?\u201d<\/p>\n

\u201cBu d\u00f6n\u00fc\u015f\u00fcm ger\u00e7ekten ciddi mi, yoksa yine ge\u00e7ici bir y\u00f6netim modas\u0131 m\u0131?\u201d<\/p>\n

\u201cY\u00f6neticiler bu de\u011fi\u015fime ger\u00e7ekten inan\u0131yor mu?\u201d<\/p>\n

GM 6.0 bu sorularla kar\u015f\u0131la\u015f\u0131r.<\/p>\n

Ama bu sorular\u0131 tam olarak y\u00f6netmek i\u00e7in GM 7.0 gerekir.<\/p>\n

\u00c7\u00fcnk\u00fc GM 6.0 d\u00f6n\u00fc\u015f\u00fcm\u00fcn teknik, stratejik ve organizasyonel taraf\u0131n\u0131 kurmaya \u00e7al\u0131\u015f\u0131r. GM 7.0 ise bu d\u00f6n\u00fc\u015f\u00fcm\u00fcn insan, liderlik, g\u00fcven, k\u00fclt\u00fcr ve belirsizlik taraf\u0131n\u0131 ta\u015f\u0131r.<\/p>\n

Bu ayr\u0131m \u00f6nemlidir.<\/p>\n

GM 6.0 \u015firketi d\u00f6n\u00fc\u015ft\u00fcrmek ister.<\/p>\n

GM 7.0 insanlar\u0131 bu d\u00f6n\u00fc\u015f\u00fcm i\u00e7inde ayakta tutmak zorundad\u0131r.<\/p>\n

Tablo 6.3 \u2014 GM 6.0\u2019\u0131n Katk\u0131s\u0131 ve Riski<\/h3>\n\n\n\n\n\n\n\n\n\n\n\n
GM 6.0\u2019\u0131n katk\u0131s\u0131<\/th>\nA\u015f\u0131r\u0131ya ka\u00e7t\u0131\u011f\u0131nda \u00fcretti\u011fi risk<\/th>\n<\/tr>\n<\/thead>\n
\u015eirketi de\u011fi\u015fime zorlar<\/td>\nD\u00f6n\u00fc\u015f\u00fcm yorgunlu\u011fu yaratabilir<\/td>\n<\/tr>\n
Teknolojiyi y\u00f6netime ta\u015f\u0131r<\/td>\nTeknolojiyi ama\u00e7 haline getirebilir<\/td>\n<\/tr>\n
\u0130\u015f modelini sorgulat\u0131r<\/td>\nS\u00fcrekli yeniden yap\u0131lanma karma\u015fas\u0131 yaratabilir<\/td>\n<\/tr>\n
\u0130novasyonu g\u00fcndeme al\u0131r<\/td>\nFikir ve proje kalabal\u0131\u011f\u0131na d\u00f6n\u00fc\u015febilir<\/td>\n<\/tr>\n
Yeni yetkinlikleri g\u00f6r\u00fcn\u00fcr k\u0131lar<\/td>\nEski yetkinlikleri gereksizle\u015ftirip diren\u00e7 yaratabilir<\/td>\n<\/tr>\n
Mevcut ba\u015far\u0131 form\u00fcl\u00fcn\u00fc sorgular<\/td>\nOperasyonel istikrar\u0131 zay\u0131flatabilir<\/td>\n<\/tr>\n
Gelece\u011fe yat\u0131r\u0131m yapt\u0131r\u0131r<\/td>\nKapasite ve nakit ger\u00e7ekli\u011fini ihmal edebilir<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Bu tablo GM 6.0\u2019\u0131n ana gerilimini g\u00f6sterir.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm \u015fartt\u0131r.<\/p>\n

Ama d\u00f6n\u00fc\u015f\u00fcm, y\u00f6netim kapasitesini a\u015farsa \u015firketi da\u011f\u0131t\u0131r.<\/p>\n

GM 6.0 Genel M\u00fcd\u00fcr\u00fcn\u00fcn Zihni<\/h2>\n

GM 6.0 genel m\u00fcd\u00fcr\u00fc \u015firketin bug\u00fcnk\u00fc performans\u0131yla yetinmez. M\u00fc\u015fteri memnuniyetiyle de yetinmez. \u015eirketin gelecekte nas\u0131l \u00e7al\u0131\u015fmas\u0131 gerekti\u011fini d\u00fc\u015f\u00fcn\u00fcr.<\/p>\n

Onun zihninde \u015fu sorular d\u00f6ner:<\/p>\n

Bug\u00fcnk\u00fc i\u015f modelimiz be\u015f y\u0131l sonra h\u00e2l\u00e2 \u00e7al\u0131\u015facak m\u0131?<\/p>\n

Bu teknolojik de\u011fi\u015fim bizi g\u00fc\u00e7lendirecek mi, yoksa gereksiz hale mi getirecek?<\/p>\n

Hangi yetkinliklerimiz gelecekte de\u011fer kaybedecek?<\/p>\n

Hangi yeni becerileri bug\u00fcnden geli\u015ftirmeliyiz?<\/p>\n

Veriyi ger\u00e7ekten karar i\u00e7in mi kullan\u0131yoruz, yoksa sadece rapor mu \u00fcretiyoruz?<\/p>\n

Dijital kanallar m\u00fc\u015fterinin hayat\u0131n\u0131 kolayla\u015ft\u0131r\u0131yor mu, yoksa sadece bizim modern g\u00f6r\u00fcnmemizi mi sa\u011fl\u0131yor?<\/p>\n

Bu d\u00f6n\u00fc\u015f\u00fcm projesi i\u015f sonucuna ba\u011flanm\u0131\u015f m\u0131?<\/p>\n

Hangi projeler ger\u00e7ekten stratejik, hangileri sadece g\u00fcndem kalabal\u0131\u011f\u0131?<\/p>\n

\u015eirket hem bug\u00fcn\u00fc i\u015fletip hem gelece\u011fi kuracak kapasiteye sahip mi?<\/p>\n

Bu sorular GM 6.0\u2019\u0131 GM 8.0\u2019a yakla\u015ft\u0131r\u0131r.<\/p>\n

\u00c7\u00fcnk\u00fc d\u00f6n\u00fc\u015f\u00fcm \u00e7o\u011fald\u0131k\u00e7a proje, kapasite, nakit ve karar ritmi sorunu b\u00fcy\u00fcr.<\/p>\n

GM 6.0 bunu hissetmeye ba\u015flar.<\/p>\n

GM 8.0 bunu y\u00f6netim mimarisine d\u00f6n\u00fc\u015ft\u00fcr\u00fcr.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm, \u015firketin \u00fczerine eklenen yeni bir i\u015f de\u011fildir. \u015eirketin nas\u0131l \u00e7al\u0131\u015ft\u0131\u011f\u0131n\u0131 de\u011fi\u015ftiren i\u015ftir.<\/div>\n

Bu nedenle d\u00f6n\u00fc\u015f\u00fcm, bo\u015f zamanlarda y\u00fcr\u00fct\u00fclemez.<\/p>\n

G\u00fcndemin kenar\u0131na s\u0131k\u0131\u015ft\u0131r\u0131lamaz.<\/p>\n

Sadece proje ofisine devredilemez.<\/p>\n

Bug\u00fcn GM 6.0 H\u00e2l\u00e2 Gerekli mi?<\/h2>\n

Evet, gerekli.<\/p>\n

Bug\u00fcn bir\u00e7ok \u015firket h\u00e2l\u00e2 GM 6.0 seviyesindeki temel d\u00f6n\u00fc\u015f\u00fcm sorular\u0131n\u0131 \u00e7\u00f6zm\u00fc\u015f de\u011fildir.<\/p>\n

Dijital ara\u00e7lar\u0131 vard\u0131r ama dijital \u00e7al\u0131\u015fma mant\u0131\u011f\u0131 yoktur.<\/p>\n

Verisi vard\u0131r ama veriyle karar alma al\u0131\u015fkanl\u0131\u011f\u0131 yoktur.<\/p>\n

E-ticaret kanal\u0131 vard\u0131r ama m\u00fc\u015fteri deneyimi b\u00fct\u00fcnle\u015fik de\u011fildir.<\/p>\n

\u0130novasyon sunumlar\u0131 vard\u0131r ama kaynak ayr\u0131lm\u0131\u015f ger\u00e7ek deneyler yoktur.<\/p>\n

Yeni i\u015f modeli konu\u015fulur ama eski gelir modelinin konforu b\u0131rak\u0131lamaz.<\/p>\n

\u00c7evik ekipler vard\u0131r ama karar yetkisi h\u00e2l\u00e2 yukar\u0131da toplan\u0131r.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm projeleri vard\u0131r ama bunlar\u0131n nakit, kapasite ve stratejik \u00f6ncelik etkisi birlikte izlenmez.<\/p>\n

Bu \u015firketlerde GM 6.0 eksiktir.<\/p>\n

Ama ba\u015fka \u015firketlerde de GM 6.0 fazlas\u0131yla vard\u0131r. Her \u015fey d\u00f6n\u00fc\u015f\u00fcmd\u00fcr. Her y\u0131l yeni program ba\u015flar. Her y\u00f6netici bir proje sponsorudur. Her sunumda d\u00f6n\u00fc\u015f\u00fcm haritas\u0131 vard\u0131r. Fakat \u015firket yorgundur. \u0130nsanlar neyin \u00f6ncelikli oldu\u011funu bilmez. Kaynaklar da\u011f\u0131lm\u0131\u015ft\u0131r. Operasyon \u015fik\u00e2yet eder. Nakit bask\u0131s\u0131 artar. Yar\u0131m kalan i\u015fler \u00e7o\u011fal\u0131r.<\/p>\n

Bu \u015firketlerde GM 6.0 a\u015f\u0131lm\u0131\u015f de\u011fildir; GM 6.0 da\u011f\u0131n\u0131k ya\u015fanmaktad\u0131r.<\/p>\n

Birinci grup de\u011fi\u015femedi\u011fi i\u00e7in risk alt\u0131ndad\u0131r.<\/p>\n

\u0130kinci grup de\u011fi\u015fimi y\u00f6netemedi\u011fi i\u00e7in risk alt\u0131ndad\u0131r.<\/p>\n

GM 6.0\u2019dan GM 7.0\u2019a Ge\u00e7i\u015f<\/h2>\n

GM 6.0 \u015firketi d\u00f6n\u00fc\u015ft\u00fcrmeye \u00e7al\u0131\u015ft\u0131.<\/p>\n

Teknolojiyi getirdi.<\/p>\n

Veriyi getirdi.<\/p>\n

Dijital kanallar\u0131 getirdi.<\/p>\n

\u0130novasyonu getirdi.<\/p>\n

\u0130\u015f modeli sorgusunu getirdi.<\/p>\n

Yeniden yap\u0131lanmay\u0131 getirdi.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm programlar\u0131n\u0131 getirdi.<\/p>\n

Bu b\u00fcy\u00fck bir ad\u0131md\u0131.<\/p>\n

Ama d\u00f6n\u00fc\u015f\u00fcm\u00fcn y\u00fck\u00fc artt\u0131k\u00e7a ba\u015fka bir ger\u00e7ek ortaya \u00e7\u0131kt\u0131:<\/p>\n

\u015eirketler sistemlerden \u00f6nce insanlarda yorulur.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm sadece s\u00fcre\u00e7 ve teknoloji de\u011fi\u015ftirme i\u015fi de\u011fildir. Ayn\u0131 zamanda g\u00fcven, anlam, k\u00fclt\u00fcr, liderlik, \u00f6\u011frenme ve dayan\u0131kl\u0131l\u0131k meselesidir.<\/p>\n

\u0130nsanlar d\u00f6n\u00fc\u015f\u00fcm\u00fcn nereye gitti\u011fini anlam\u0131yorsa diren\u00e7 olu\u015fur.<\/p>\n

Y\u00f6neticiler belirsizlikte liderlik edemiyorsa ekipler da\u011f\u0131l\u0131r.<\/p>\n

K\u00fclt\u00fcr \u00f6\u011frenmeyi desteklemiyorsa inovasyon sunumda kal\u0131r.<\/p>\n

G\u00fcven yoksa insanlar risk almaz.<\/p>\n

Anlam yoksa de\u011fi\u015fim sadece ek y\u00fck gibi g\u00f6r\u00fcl\u00fcr.<\/p>\n

Bu nedenle GM 7.0 do\u011far.<\/p>\n

GM 7.0, daha \u00f6nce kitap olarak ele ald\u0131\u011f\u0131m\u0131z yeni nesil liderdir. Belirsizlik i\u00e7inde insan\u0131, k\u00fclt\u00fcr\u00fc, g\u00fcveni, yetene\u011fi ve liderli\u011fi ta\u015f\u0131maya \u00e7al\u0131\u015f\u0131r.<\/p>\n

GM 6.0 \u015funu sorar:<\/p>\n

\u201c\u015eirketi nas\u0131l d\u00f6n\u00fc\u015ft\u00fcrece\u011fiz?\u201d<\/p>\n

GM 7.0 \u015funu ekler:<\/p>\n

\u201cBu d\u00f6n\u00fc\u015f\u00fcm\u00fcn i\u00e7inde insanlar\u0131 nas\u0131l ayakta tutaca\u011f\u0131z?\u201d<\/p>\n

Ama hik\u00e2ye burada da bitmez.<\/p>\n

\u00c7\u00fcnk\u00fc g\u00fc\u00e7l\u00fc liderlik dili olsa bile d\u00f6n\u00fc\u015f\u00fcm projeleri \u00e7o\u011fald\u0131\u011f\u0131nda \u015firketin proje, portf\u00f6y, kapasite, nakit ve karar mimarisi da\u011f\u0131n\u0131k kalabilir. \u0130\u015fte GM 8.0 bu bo\u015flu\u011fu doldurmak zorundad\u0131r.<\/p>\n

Tablo 6.4 \u2014 6.0\u2019dan 8.0\u2019a A\u00e7\u0131lan Yol<\/h3>\n\n\n\n\n\n\n\n
Model<\/th>\nAna odak<\/th>\nAna soru<\/th>\nS\u0131n\u0131r\u0131<\/th>\n<\/tr>\n<\/thead>\n
GM 6.0<\/td>\nD\u00f6n\u00fc\u015f\u00fcm, teknoloji, inovasyon, i\u015f modeli<\/td>\nKendimizi nas\u0131l d\u00f6n\u00fc\u015ft\u00fcrece\u011fiz?<\/td>\nD\u00f6n\u00fc\u015f\u00fcm projeleri \u00e7o\u011fal\u0131r, kapasite yetmez<\/td>\n<\/tr>\n
GM 7.0<\/td>\nLiderlik, insan, k\u00fclt\u00fcr, belirsizlik<\/td>\n\u0130nsanlar\u0131 belirsizlikte nas\u0131l ta\u015f\u0131yaca\u011f\u0131z?<\/td>\nLiderlik dili g\u00fc\u00e7l\u00fc olsa da y\u00f6netim mimarisi da\u011f\u0131n\u0131k kalabilir<\/td>\n<\/tr>\n
GM 8.0<\/td>\nProje bazl\u0131 ekonomi, portf\u00f6y zek\u00e2s\u0131, SES<\/td>\nBug\u00fcn\u00fc i\u015fletirken gelece\u011fi nas\u0131l in\u015fa edece\u011fiz?<\/td>\nYeni y\u00f6netim i\u015fletim sistemi gerektirir<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

GM 6.0 k\u00f6t\u00fc bir model de\u011fildir. Tam tersine, \u015firketleri ge\u00e7mi\u015f ba\u015far\u0131lar\u0131n\u0131n konforundan uyand\u0131ran \u00e7ok \u00f6nemli bir y\u00f6netim a\u015famas\u0131d\u0131r.<\/p>\n

GM 5.0 \u015firkete pazar\u0131 ve m\u00fc\u015fteriyi g\u00f6stermi\u015fti.<\/p>\n

GM 6.0 \u015firkete kendini de\u011fi\u015ftirmesi gerekti\u011fini g\u00f6sterdi.<\/p>\n

GM 5.0 sordu:<\/p>\n

\u201cM\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131y\u0131z?\u201d<\/p>\n

GM 6.0 sordu:<\/p>\n

\u201cBu anlam\u0131 korumak i\u00e7in kendimizi d\u00f6n\u00fc\u015ft\u00fcrebilecek miyiz?\u201d<\/p>\n

Bu soru \u015firketi daha derin bir hesapla\u015fmaya g\u00f6t\u00fcrd\u00fc.<\/p>\n

\u00c7\u00fcnk\u00fc d\u00f6n\u00fc\u015f\u00fcm, pazarlama diliyle \u00e7\u00f6z\u00fclemez. Sadece teknoloji yat\u0131r\u0131m\u0131yla da \u00e7\u00f6z\u00fclemez. \u015eirketin i\u015f modeli, s\u00fcre\u00e7leri, yetkinlikleri, karar mekanizmalar\u0131, organizasyon yap\u0131s\u0131 ve k\u00fclt\u00fcr\u00fc birlikte de\u011fi\u015fmek zorundad\u0131r.<\/p>\n

GM 6.0\u2019\u0131n miras\u0131 \u015fudur:<\/p>\n

Pazar\u0131 g\u00f6rmek yetmez; \u015firketin de\u011fi\u015febilme kapasitesi olmal\u0131d\u0131r.<\/p>\n

GM 6.0\u2019\u0131n s\u0131n\u0131r\u0131 ise \u015fudur:<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm ba\u015flatmak, d\u00f6n\u00fc\u015f\u00fcm\u00fc y\u00f6netmek de\u011fildir.<\/p>\n

D\u00f6n\u00fc\u015f\u00fcm projeleri \u00e7o\u011fald\u0131k\u00e7a \u015firketin insan, kapasite, nakit ve karar sistemi zorlan\u0131r. \u0130nsanlar yorulur. \u00d6ncelikler kar\u0131\u015f\u0131r. Operasyon ile de\u011fi\u015fim birbirine \u00e7arpar. Herkes gelece\u011fi konu\u015fur ama bug\u00fcn\u00fcn i\u015fi de devam eder.<\/p>\n

Bu y\u00fczden bir sonraki soru ka\u00e7\u0131n\u0131lmazd\u0131r:<\/p>\n

\u201cBu d\u00f6n\u00fc\u015f\u00fcm\u00fc insanlar, ekipler ve liderlik nas\u0131l ta\u015f\u0131yacak?\u201d<\/p>\n

GM 7.0 bu sorunun genel m\u00fcd\u00fcr\u00fcd\u00fcr.<\/p>\n","protected":false},"excerpt":{"rendered":"

GM 5.0 \u015firketin y\u00fcz\u00fcn\u00fc pazara \u00e7evirdi. M\u00fc\u015fteriyi dinledi. Markay\u0131 sorgulad\u0131. Rekabeti izledi. De\u011fer \u00f6nerisini yeniden d\u00fc\u015f\u00fcnd\u00fc. \u015eirketin m\u00fc\u015fterinin g\u00f6z\u00fcnde h\u00e2l\u00e2 anlaml\u0131 olup olmad\u0131\u011f\u0131n\u0131 sordu. Bu b\u00fcy\u00fck bir ad\u0131md\u0131. \u00c7\u00fcnk\u00fc GM 4.0\u2019\u0131n i\u00e7eride kurdu\u011fu performans ve verimlilik disiplini, \u015firketi pazarda anlaml\u0131 k\u0131lmaya yetmiyordu. M\u00fc\u015fteri de\u011fi\u015fiyorsa, rekabet de\u011fi\u015fiyorsa, kanal de\u011fi\u015fiyorsa, teknoloji de\u011fi\u015fiyorsa, \u015firketin sadece i\u00e7eride iyi \u00e7al\u0131\u015fmas\u0131Continue reading “Genel M\u00fcd\u00fcr 6.0 – D\u00f6n\u00fc\u015f\u00fcm Y\u00f6neticisi”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-57","post","type-post","status-publish","format-standard","hentry","category-uncategorized","entry"],"_links":{"self":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/57","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=57"}],"version-history":[{"count":2,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/57\/revisions"}],"predecessor-version":[{"id":59,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/57\/revisions\/59"}],"wp:attachment":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=57"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=57"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=57"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}