{"status":true,"post":{"id":19008,"user_id":25,"status":1,"type":1,"orde":null,"notification_type":3,"static_post":0,"published_at":"2022-10-24 13:19:27","created_at":"2018-09-23T21:00:00.000000Z","updated_at":"2022-10-24T10:19:27.000000Z","edited_at":"2024-12-17 22:35:21","source_id":null,"post_id":19008,"is_featured":0,"title":"\u00c7al\u0131\u015fanlara firmaya katt\u0131\u011f\u0131 yeni fikirler seviyesinde maa\u015f verilmeli!","slider_title":null,"slider_title_2":null,"slider_spot_title":null,"slider_spot_title_2":null,"home_title":null,"sub_title":null,"category_id":73,"description":null,"content":" \t\t\t\t\t \t\t\t\t\t

Mesainin y\u00fczde 70\u2019i yap\u0131lan i\u015fe, y\u00fczde 20\u2019si \u2018i\u015fimi daha farkl\u0131 nas\u0131l yapabilirim\u2019 i\u00e7in d\u00fc\u015f\u00fcnmeye, kalan y\u00fczde 10\u2019u da i\u015fle ilgisi olmayan konulara ayr\u0131l\u0131yor. \u00c7arp\u0131c\u0131 olan; y\u00fczde 20\u2019lik dilimlerde \u00fcretilen fikirlerin, d\u00fcnyan\u0131n ilk 50 b\u00fcy\u00fck firmas\u0131n\u0131n cirolar\u0131n\u0131n y\u00fczde 50\u2019den fazlas\u0131n\u0131 olu\u015fturmas\u0131. <\/strong><\/span><\/em><\/p>

\u00d6n\u00fcm\u00fczdeki birka\u00e7 y\u0131l i\u00e7inde yapay zek\u00e2n\u0131n patlamas\u0131n\u0131 g\u00f6zlemleyece\u011fiz. \u0130nsanlar\u0131 anlama ve uygun kombinasyonlarda cevaplar verme, milyonlarca bilgiyi birka\u00e7 saniye i\u00e7inde analiz ederek optimum sonucu sunma ve bilgiyi y\u00f6nlendirme konular\u0131nda insanlar\u0131n yapay zek\u00e2ya g\u00f6re yapaca\u011f\u0131 fazla bir \u015fey kalmayacak. Taa ki bizler sa\u011f beyni, yani yarat\u0131c\u0131l\u0131\u011f\u0131m\u0131z\u0131 kullan\u0131p yapay zek\u00e2n\u0131n hen\u00fcz yapamayaca\u011f\u0131 konular\u0131 yapana kadar\u2026<\/span><\/p>

Durum b\u00f6yleyken yapt\u0131\u011f\u0131 \u2018i\u015f\u2019te yeni fikir sunan, i\u015fine ayr\u0131ca de\u011fer katanlara katt\u0131\u011f\u0131 de\u011fer d\u00fczeyinde maa\u015f vermenin zaman\u0131 geldi ve ge\u00e7iyor\u2026<\/span><\/p>

D\u00fcnyada rekabeti belirleyen iki \u00f6nemli ana konu, s\u00fcrd\u00fcr\u00fclebilir verimlilik ve inovasyon. Verimlili\u011fi kendi i\u00e7inde bir\u00e7ok par\u00e7aya ay\u0131rabiliriz; bunlar\u0131n i\u00e7inde \u00e7al\u0131\u015fan verimlili\u011finin \u00f6zellikle g\u00fcn\u00fcm\u00fczde \u00f6nemli bir yer tuttu\u011funu g\u00f6r\u00fcr\u00fcz.<\/span><\/p>

G\u00dcN\u00dcM\u00dcZ \u00c7ALI\u015eANLARININ \u00d6ZELL\u0130KLER\u0130 <\/strong><\/span><\/p>

1.<\/strong> Belirlenen i\u015f tan\u0131mlar\u0131 \u00e7er\u00e7evesinden \u00e7\u0131kmamalar\u0131; dolay\u0131s\u0131yla bu, \u00e7al\u0131\u015fan kapasitesinin geli\u015fmemesini de beraberinde getiriyor.<\/span>
Olmas\u0131 gereken:<\/strong> \u2018\u0130\u015f\u2019 tan\u0131mlar\u0131 d\u0131\u015f\u0131na s\u0131\u00e7rama yapacak \u015fekilde inisiyatif almaya haz\u0131r \u00e7al\u0131\u015fan profili.<\/span><\/p>

2.<\/strong> \u2018\u0130\u015f\u2019in y\u00fck gibi g\u00f6r\u00fclmesi.<\/span>
Olmas\u0131 gereken:<\/strong> \u00c7al\u0131\u015fma hayat\u0131, ya\u015fam i\u00e7inde zor olan bir b\u00f6l\u00fcm\u00fc de\u011fil, ya\u015fam amac\u0131n\u0131n tamamlanaca\u011f\u0131 \u00f6nemli bir b\u00f6l\u00fcm\u00fc olu\u015fturuyor. Yani insan geldi\u011fi gibi bu d\u00fcnyadan gitmedi\u011fini bu d\u00fcnyada yapt\u0131\u011f\u0131 i\u015flerle ve i\u015flerin kalitesiyle ortaya koymal\u0131.<\/span><\/p>

3.<\/strong> Bildik bir i\u015fi, bildik y\u00f6ntemlerle s\u00fcrekli ayn\u0131 \u015fekilde yapman\u0131n, de\u011fi\u015fmeyen i\u015f modeline d\u00f6n\u00fc\u015fm\u00fc\u015f olmas\u0131.<\/span>
Olmas\u0131 gereken:<\/strong> G\u00fcn\u00fcm\u00fcz, de\u011fi\u015fim okunun yaydan f\u0131rlad\u0131\u011f\u0131 bir zaman kesitini temsil ediyor. Dolay\u0131s\u0131yla zaman yok; \u00e7al\u0131\u015fanlar, kendi yapt\u0131klar\u0131 i\u015flerde de\u011fi\u015fimi kendileri olu\u015fturmak zorundalar. Yoksa o i\u015fte tercih edilme sebepleri ortadan kalkm\u0131\u015f olacak. <\/span><\/p>

Ki\u015fi, yapt\u0131\u011f\u0131 i\u015f her ne ise bir ileri ad\u0131m\u0131n\u0131 olu\u015fturmal\u0131, \u2018i\u015f\u2019teki as\u0131l amac\u0131n\u0131 bu \u015fekilde ortaya koymal\u0131.<\/span><\/p>

4.<\/strong> G\u00fcn\u00fcm\u00fcz \u00e7al\u0131\u015fanlar\u0131 i\u00e7in \u00f6nemli zaaflardan biri de, \u2018unvan\u2019\u0131n dayan\u0131lmaz cazibesi. Unvanlar\u0131n, ki\u015fisel egolar\u0131 patlatt\u0131\u011f\u0131 herkesin malumu...<\/span>
Olmas\u0131 gereken:<\/strong> Unvan alan ki\u015filer i\u00e7in yarat\u0131c\u0131l\u0131klar\u0131n\u0131 ve esnekliklerini kaybettiklerini s\u00f6ylemek yanl\u0131\u015f olmaz. Onun i\u00e7in trend, yatay ve esnek unvanlar\u0131 devreye sokmakt\u0131r. <\/span><\/p>

Yani her an, yukar\u0131 ve\/veya a\u015fa\u011f\u0131 do\u011fru de\u011fi\u015febilecek bir kariyer hareketlili\u011fine haz\u0131r, proje bazl\u0131 pozisyon de\u011fi\u015fkenliklerine kendini uyarlayabilecek bir yetene\u011fe sahip olmak. <\/span><\/p>

Sonu\u00e7 olarak; nas\u0131l bir d\u00fcnyada ya\u015f\u0131yoruz ve ya\u015fad\u0131\u011f\u0131m\u0131z d\u00fcnyan\u0131n \u00f6zellikleri neyse, ona g\u00f6re organize olmam\u0131z, olmazsa olmaz\u0131m\u0131zd\u0131r...<\/span><\/p>

SIK TRANSFER DAHA AKILCI<\/strong><\/span><\/p>

G\u00fcn\u00fcm\u00fczde i\u015fe giren birinin sadece kendi departman\u0131nda kal\u0131c\u0131 olmas\u0131, i\u015f\u2019in geli\u015fim sistemati\u011finde bozucu etkiler olu\u015fturur. <\/span>
Y\u0131llar y\u0131l\u0131 hep ayn\u0131 konuda uzmanla\u015fan ki\u015fi, zamanla k\u00f6rle\u015fmeye ba\u015flar. Bu t\u00fcr uygulamalar art\u0131k de\u011fi\u015fim g\u00f6steriyor, g\u00f6stermeli\u2026 \u00c7\u00fcnk\u00fc y\u00f6neticiler, en \u00e7ok de\u011feri ortaya \u00e7\u0131karma \u00fcmidi olan ki\u015fileri, meselelerle ba\u015f etmeleri i\u00e7in kurulu\u015fun farkl\u0131 b\u00f6l\u00fcmleri aras\u0131nda yer de\u011fi\u015ftirerek firman\u0131n yetenek havuzunun niteli\u011fini s\u00fcrekli art\u0131rma yoluna gider. Bu firmalarda meritokrasi (terfinin bireysel yetenek ve ba\u015far\u0131ya dayand\u0131\u011f\u0131 sistem-g\u00fcc\u00fcn daha \u00fcst\u00fcn akla do\u011fru gitti\u011fi sistem) ge\u00e7erli ve insanlar\u0131 bir alandan di\u011ferine ta\u015f\u0131ma y\u00f6ntemi iyi bir politikad\u0131r. <\/span>
Zira bir g\u00f6revde ba\u015far\u0131l\u0131 olan ki\u015filerin kendilerine olan g\u00fcveni artar. Bu g\u00fcven duygusu iyi olsa da \u00e7o\u011fu zaman geli\u015fmenin \u00f6n\u00fcnde engel olarak g\u00f6r\u00fcl\u00fcr. Farkl\u0131 b\u00f6l\u00fcmlere s\u0131k transfer yapman\u0131n, d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fcn\u00fczden daha ak\u0131lc\u0131 bir taraf\u0131 var. Yeni bir projenin veya departman\u0131n belirsizli\u011fi i\u00e7ine girmenin getirdi\u011fi psikolojik zorluk ki\u015fileri diri tutar.<\/span><\/p>

FARKLI ENSTR\u00dcMANLARLA AYNI SENFON\u0130Y\u0130 \u00c7ALAB\u0130L\u0130YORSANIZ<\/strong><\/span><\/p>

\u00c7al\u0131\u015fan verimlili\u011finin s\u00fcrd\u00fcr\u00fclebilir olmas\u0131 demek, kurumun \u00e7al\u0131\u015fanlara y\u00f6nelik bak\u0131\u015f a\u00e7\u0131s\u0131nda da d\u00fczenlemeler yapmas\u0131 anlam\u0131na gelir. Yeni \u00e7al\u0131\u015fma paradigmas\u0131nda \u00e7al\u0131\u015fanlar\u0131n \u015firket i\u00e7in getirdi\u011fi risk ve f\u0131rsatlar\u0131 iyi anlayabilmek ve bunlara g\u00f6re operasyonlar yapmak olduk\u00e7a \u00f6nemli. Yeni \u00e7al\u0131\u015fma paradigmas\u0131n\u0131 takip etmeyen \u015firketlerin varl\u0131\u011f\u0131n\u0131 s\u00fcrd\u00fcrebilmesi de art\u0131k pek m\u00fcmk\u00fcn g\u00f6z\u00fckm\u00fcyor. Marifet, b\u00fct\u00fcn bir kurulu\u015f olarak \u00e7al\u0131\u015fanlarla birlik olmak ve y\u00f6netimiyle \u00e7al\u0131\u015fanlar\u0131yla yap\u0131y\u0131 tek bir varl\u0131k olarak g\u00f6rmektir. <\/span>
\u0130\u015fin temelinde farkl\u0131l\u0131k olsa da; bu ayn\u0131 senfoniyi \u00e7almaya \u00e7al\u0131\u015fan ama farkl\u0131 enstr\u00fcmanlar\u0131ndan olu\u015fan bir orkestraya benzer. Onlarca farkl\u0131 enstr\u00fcmandan \u00e7\u0131kan sesler farkl\u0131 ama toplamda ortaya \u00e7\u0131kan eser, harikulade\u2026<\/span><\/p>

C\u0130ROLARININ YARISI YEN\u0130L\u0130K\u00c7\u0130 F\u0130K\u0130RLERDEN <\/strong><\/span><\/p>

D\u00fcnyan\u0131n ilk 50 b\u00fcy\u00fck firmas\u0131n\u0131n ortak \u00f6zelli\u011fi, 70*20*10 kural\u0131d\u0131r. <\/span>
70*20*10 kural\u0131;<\/span><\/p>