{"id":1035,"date":"2017-12-19T14:12:56","date_gmt":"2017-12-19T14:12:56","guid":{"rendered":"http:\/\/neweverythink.com\/?p=1035"},"modified":"2020-07-21T11:58:11","modified_gmt":"2020-07-21T11:58:11","slug":"inovasyon-stratejileri-ve-ekosistem-bilesenleri","status":"publish","type":"post","link":"https:\/\/neweverythink.com\/?p=1035","title":{"rendered":"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri"},"content":{"rendered":"

\u0130novasyon stratejileri, her \u015firketin temel stratejisine, b\u00fcy\u00fckl\u00fc\u011f\u00fcne ve kaynaklar\u0131na g\u00f6re farkl\u0131la\u015fabilir. \u00d6rne\u011fin, bir \u015firket \u201ch\u0131zl\u0131 takip\u00e7i\u201d stratejisini benimsemi\u015fse, m\u00fc\u015fteri ihtiya\u00e7lar\u0131n\u0131 daha iyi anlamaya \u00e7al\u0131\u015fmak yerine, inovasyoncu rakiplerini yak\u0131n takip ederek, pazardan gelecek yeniliklere h\u0131zl\u0131 tepki vermeye y\u00f6nelik kaslar\u0131na yat\u0131r\u0131m yapmas\u0131 do\u011fald\u0131r. Dolay\u0131s\u0131yla, bu \u015firketin verimlilik yani, pazara sunma h\u0131z\u0131na odaklanmas\u0131 ve h\u0131zl\u0131 karar alabilmek i\u00e7in yatay \u015fekilde organize olmas\u0131 kimseyi \u015fa\u015f\u0131rtmayacakt\u0131r. G\u00f6r\u00fcld\u00fc\u011f\u00fc gibi, \u015firketlerin inovasyon faaliyetleri, \u015firket stratejileri taraf\u0131ndan do\u011frudan \u015fekillendirilmektedir. Buna paralel olarak, ihtiya\u00e7 duyulacak inovasyon ekosistem bile\u015fenlerinin de stratejiye g\u00f6re farkl\u0131l\u0131k g\u00f6sterece\u011fi a\u00e7\u0131kt\u0131r.<\/span><\/p>\n

BCG\u2019nin 100 en inovatif \u015firket \u00fczerinde 2016\u2019da yapt\u0131\u011f\u0131 ara\u015ft\u0131rmaya g\u00f6re, temel \u015firket stratejilerini; Yarat\u0131c\u0131, \u00c7\u00f6z\u00fcm Geli\u015ftiren, Kald\u0131ra\u00e7, Yay\u0131lan, Savunan ve H\u0131zl\u0131 Takip\u00e7i olarak isimlendirilebiliriz. \u015eimdi bunlar\u0131n ayr\u0131nt\u0131lar\u0131na bakal\u0131m:<\/span><\/p>\n

Yarat\u0131c\u0131:<\/b> Tipik olarak geni\u015f vizyonlu, cesur ve kuvvetli bir lider taraf\u0131ndan y\u00f6netilen bu tarz \u015firketler, en iyileri i\u015fe al\u0131r, \u015firket sat\u0131n alsa da i\u00e7inde eritir ve sonu\u00e7lar\u0131na tek ba\u015f\u0131na sahiplenebilece\u011fi ortak \u00e7al\u0131\u015fmalara girer. Genel olarak ana varl\u0131klar\u0131n m\u00fclkiyetini \u00fcstlenirler ve d\u0131\u015f firma i\u015f birli\u011fi azd\u0131r. Yeniliklerini en iyi \u015fekilde patentlerle korurlar. \u0130\u00e7erden d\u0131\u015far\u0131ya inovasyonu uygulayan bu tip firmalar\u0131n slogan\u0131n\u0131 \u201cBiz en iyisini biliriz\u201d \u015feklinde \u00f6zetleyebiliriz. \u0130novasyon ekosistem bile\u015fenleri olarak s\u0131n\u0131rl\u0131 bi\u00e7imde \u00fcniversiteler ve ba\u015flang\u0131\u00e7 \u015firketleriyle ili\u015fki i\u00e7inde olduklar\u0131n\u0131 s\u00f6yleyebiliriz. Bu tan\u0131mda yer alan \u015firketlerin ba\u015f\u0131nda \u201cm\u00fc\u015fteriler \u00e7o\u011fu kez ihtiya\u00e7lar\u0131n\u0131 tan\u0131mlayamaz\u201d diyen Steve Jobs\u2019l\u0131 Apple ve Elon Musk\u2019l\u0131 Tesla say\u0131labilir.<\/span><\/p>\n

\u00c7\u00f6z\u00fcm Geli\u015ftiren:<\/b> Bu grupta yer alan \u015firketler insanlar\u0131n ihtiya\u00e7lar\u0131n\u0131n derinlemesine anla\u015f\u0131lmas\u0131na y\u00f6nelik olarak ara\u015ft\u0131rmalar yaparlar, \u00fcr\u00fcn ve hizmetleri m\u00fc\u015fterileri ile birlikte geli\u015ftirirler ve toplam m\u00fc\u015fteri deneyimini sahiplenirler. M\u00fc\u015fteriyi iyi anlay\u0131p mutlu ederek kazan\u00e7 sa\u011flarlar. Hem i\u00e7ten d\u0131\u015fa hem de d\u0131\u015ftan i\u00e7e inovasyon olas\u0131d\u0131r. M\u00fc\u015fteri odakl\u0131 ve merkezi \u015fekilde organize olurlar. \u0130novasyon ekosistem bile\u015fenlerinin hemen t\u00fcm\u00fcyle (\u00f6nc\u00fc kullan\u0131c\u0131, ara\u015ft\u0131rma ajanslar\u0131, ba\u015flang\u0131\u00e7 \u015firketleri, a\u00e7\u0131k inovasyon platformlar\u0131 vb) ili\u015fki i\u00e7indedirler. Nike, UnderArmour, Starbucks ve GoPro bu grupta say\u0131labilir. Her 4 firma da m\u00fc\u015fteri kitlelerine \u00e7ok yak\u0131n durarak, oradan elde ettikleri i\u00e7g\u00f6r\u00fclere g\u00f6re \u00e7\u00f6z\u00fcmlerini tasar\u0131m ve teknoloji ile harmanlayarak \u015fekillendirmi\u015flerdir. UnderArmour atletlerle, GoPro ekstrem spor profesyonelleriyle, Nike hem atletler hem de sa\u011fl\u0131kl\u0131 olmak i\u00e7in spor yapan s\u0131radan insanlarla, bir topluluk temas\u0131 i\u00e7inde ili\u015fki kurarak ba\u015far\u0131l\u0131 olmu\u015flard\u0131r. Starbucks ise, ev ve ofisten sonraki \u201c\u00fc\u00e7\u00fcnc\u00fc yer\u201d slogan\u0131yla, b\u00fcy\u00fck bir kitlenin zaman ge\u00e7irilecek yer ihtiyac\u0131n\u0131, \u00fcstelik bedava geni\u015f bant internet ba\u011flant\u0131s\u0131 hizmetiyle fazlas\u0131yla kar\u015f\u0131layarak, ortalama lezzetteki kahvelerini y\u00fcksek bedelden satabilmektedir. M\u00fc\u015fterilerine verdikleri mesaj \u201csizi dinliyoruz\u201ddur.<\/span><\/p>\n

Kald\u0131ra\u00e7:<\/b> Bu gruptaki \u015firketler \u00fcst\u00fcn bir i\u015f modeli yarat\u0131p onu paraya \u00e7evirirler ve bunu bir kald\u0131ra\u00e7 gibi kullanarak end\u00fcstrilerinde liderliklerini s\u00fcrd\u00fcr\u00fcrler. Bu gruptaki tipik firmalar Zara ve Toyota Motors olarak say\u0131labilir. Zara\u2019n\u0131n ba\u015far\u0131s\u0131n\u0131n merkezinde \u00e7\u0131\u011f\u0131r a\u00e7an tasar\u0131mlar\u0131, \u00fcretim ve da\u011f\u0131t\u0131m yetenekleri vard\u0131r. Zara bu avantajlar\u0131n\u0131 en son noktas\u0131na kadar zorlayarak yeni \u00fcr\u00fcnlerin d\u00fckkanlara ula\u015ft\u0131r\u0131lmas\u0131n\u0131 dramatik \u015fekilde h\u0131zland\u0131rabilmi\u015ftir. Bu grubun slogan\u0131 \u201cbiz en iyisini yapar\u0131z\u201dd\u0131r.<\/span><\/p>\n

Yay\u0131lan:<\/b> Bu gruptaki \u015firketler ana yeteneklerini yan pazarlara girip ele ge\u00e7irmekte kullan\u0131rlar. B\u00fcy\u00fcme i\u015ftahlar\u0131 \u00e7ok y\u00fcksek olan bu \u015firketler, yay\u0131l\u0131rken bir veya iki temel avantajl\u0131 yetene\u011fe odaklan\u0131rlar, pazarda s\u0131k denemeler yaparlar. Tipik \u00f6rnek olan Amazon \u015firketi, t\u00fcketici veri analiti\u011fi, lojistik kabiliyetleri ve istisnai m\u00fc\u015fteri hizmetlerini, her ge\u00e7en g\u00fcn yay\u0131lmakta oldu\u011fu moda, l\u00fcks giyim ve taze meyve sebze sat\u0131\u015f\u0131 gibi perakende alanlar\u0131na ta\u015f\u0131maktad\u0131r. Slogan\u0131 \u201ckapacak yeni hisse arar\u0131z\u201dd\u0131r.<\/span><\/p>\n

Savunan:<\/b> \u201cEldeki bulguru korumak\u201d slogan\u0131yla hareket eden bu \u015firketler, olgun veya yava\u015f de\u011fi\u015fen sekt\u00f6rlerde avantaj noktalar\u0131na odaklan\u0131rlar ve kademeli ve s\u00fcrekli iyile\u015ftirmeler yaparlar. G\u00fcncel kalabilmek i\u00e7in \u015firket sat\u0131nalmas\u0131 ve i\u015fbirliklerine y\u00f6nelen bu \u015firketler ayn\u0131 zamanda y\u0131k\u0131c\u0131 teknolojileri de yak\u0131ndan takip ederler. Teknolojinin end\u00fcstrileri \u00e7ok h\u0131zl\u0131 d\u00f6n\u00fc\u015ft\u00fcrd\u00fc\u011f\u00fc bir \u00e7a\u011fda olduk\u00e7a riskli bir stratejidir. Tipik \u00f6rnekleri aras\u0131nda Pfizer, AIG ve beyaz e\u015fya \u00fcreticileri say\u0131labilir.<\/span><\/p>\n

H\u0131zl\u0131 Takip Eden:<\/b> Reckitt Benckiser t\u00fcketici \u00fcr\u00fcnleri end\u00fcstrisindeki en ba\u015far\u0131l\u0131 \u201ch\u0131zl\u0131 takip eden\u201d \u015firkettir. Riski en aza indirgeyip, h\u0131z\u0131 artt\u0131rabilmek i\u00e7in \u015firket \u00f6zellikle \u00fcr\u00fcn testlerine a\u011f\u0131rl\u0131k vererek \u00fcr\u00fcn geli\u015ftirme s\u00fcrelerini k\u0131saltmay\u0131 ba\u015farm\u0131\u015ft\u0131r. \u00d6te yandan, m\u00fc\u015fteri ihtiya\u00e7lar\u0131n\u0131n anla\u015f\u0131lmas\u0131 ve yeni fikir geli\u015ftirme yolunda hemen hi\u00e7 kaynak harcamaz. Slogan\u0131 \u201ctepki vermeye haz\u0131r\u201dd\u0131r.<\/span><\/p>\n

\u015eirketiniz i\u00e7in en do\u011fru inovasyon modelinin tespiti i\u00e7inde bulundu\u011funuz end\u00fcstri ve ko\u015fullar\u0131yla \u00e7ok ilintilidir. Modellerin bir k\u0131sm\u0131 ancak baz\u0131 end\u00fcstrilerde ba\u015far\u0131l\u0131 sonu\u00e7lar verebilir. \u00d6rne\u011fin perakende t\u00fcketici sekt\u00f6r\u00fcnde, yaln\u0131zca yarat\u0131c\u0131, problem \u00e7\u00f6z\u00fcc\u00fc, kald\u0131ra\u00e7 ve yay\u0131lan modelleri karl\u0131l\u0131\u011f\u0131 artt\u0131rmada etkili olmaktad\u0131r. End\u00fcstri ba\u011flam\u0131 yan\u0131nda \u015firketin kendi i\u00e7 dinamikleri de do\u011fru modelin tespitinde \u00f6nemlidir. \u015eirketler, kendilerine en uygun modeline, \u015firket k\u00fclt\u00fcr\u00fc, b\u00fcy\u00fcme i\u015ftah\u0131, inovasyona verilen \u00f6nem, \u015firketin rekabete g\u00f6re pozisyonu gibi sorgulamalara g\u00f6re karar vermelidir.<\/span><\/p>\n

\u015eirketlerin, inovasyon ekosistemiyle ili\u015fkilerine bakt\u0131\u011f\u0131m\u0131zda, se\u00e7ilen inovasyon modelinin bu ili\u015fkilerde de etkili oldu\u011funu g\u00f6r\u00fcyoruz. Bu noktada bir parantez a\u00e7arak, ba\u015flang\u0131\u00e7 \u015firketlerinin durumuna bakmakta yarar vard\u0131r. Ba\u015flang\u0131\u00e7 \u015firketleri karakteristik olarak \u201c\u00e7\u00f6z\u00fcm geli\u015ftiren\u201d inovasyon modelini kullan\u0131rlar ve inovasyon ekosisteminden beklentileri kurumsal \u015firketlerden bir hayli farkl\u0131d\u0131r. A\u015fa\u011f\u0131daki \u015fekilde g\u00f6sterildi\u011fi gibi, bunlar aras\u0131nda \u00f6zellikle yat\u0131r\u0131m sermayesine ve da\u011f\u0131t\u0131m kanallar\u0131na eri\u015fim ba\u015fl\u0131calar\u0131d\u0131r.<\/span><\/p>\n

\"\"<\/p>\n

A\u015fa\u011f\u0131daki \u015fekilde, \u00fcst kutularda g\u00f6sterilen ekosistem bile\u015fenleri daha \u00e7ok kurumsal \u015firketlerin y\u00f6neldi\u011fi ve a\u015fa\u011f\u0131daki kutularda ise, daha \u00e7ok ba\u015flang\u0131\u00e7 \u015firketlerinin ra\u011fbet etti\u011fi ekosistem bile\u015fenleri g\u00f6r\u00fclmektedir. Buna g\u00f6re \u201c\u00e7\u00f6z\u00fcm geli\u015ftiren\u201d kurumsal \u015firketler, t\u0131pk\u0131 ba\u015flang\u0131\u00e7 \u015firketleri gibi benzer ekosistem alanlar\u0131ndan beslenmektedir.<\/span><\/p>\n

\"\"<\/p>\n

Bunda \u015fa\u015f\u0131lacak bir durum yoktur \u00e7\u00fcnk\u00fc \u00e7\u00f6z\u00fcm geli\u015ftiren \u015firketler, rakiplerine g\u00f6re \u00e7ok daha y\u00fcksek hissedar getirisi sa\u011flamaktad\u0131r. A\u015fa\u011f\u0131daki grafik, tasar\u0131m (m\u00fc\u015fteri ihtiya\u00e7lar\u0131) odakl\u0131 \u015firketlerin S&P500 \u015firketlerine g\u00f6re yaratt\u0131\u011f\u0131 toplam hissedar getirisini g\u00f6stermektedir. A\u00e7\u0131k\u00e7a g\u00f6r\u00fcld\u00fc\u011f\u00fc \u00fczere m\u00fc\u015fteri ihtyia\u00e7lar\u0131na odaklanan \u015firketlerin getirisi ortalaman\u0131n %211 \u00fczerindedir ve 2010\u2019dan g\u00fcn\u00fcm\u00fcze h\u0131zla artm\u0131\u015ft\u0131r.<\/span><\/p>\n

\"\"<\/p>\n

Kaynak: boardofinnovation.com<\/span><\/p>\n

\u015eirketlerin se\u00e7ecekleri inovasyon modelleri ve buna ko\u015fut inovasyon ekosistemi ile ili\u015fkileri, her ne kadar end\u00fcstri ve \u015firket ba\u011flamlar\u0131na fazlas\u0131yla ba\u011fl\u0131 olsa da, uzun vadede, insanlar\u0131n ihtiya\u00e7lar\u0131n\u0131 \u00e7\u00f6zmeye y\u00f6nelen \u015firketlerin daha y\u00fcksek de\u011fer yaratt\u0131\u011f\u0131 yarataca\u011f\u0131 a\u015fikard\u0131r. \u0130nsan ihtiya\u00e7lar\u0131n\u0131 daha iyi anlamaya y\u00f6nelik i\u015fbirliklerine y\u00f6nelmek ve bu yolda yetenek geli\u015ftirmeye ve faydal\u0131 metodolojiler \u00f6\u011frenmeye \u00e7al\u0131\u015fmak \u015firketleri rekabet ettikleri ligde daha yukar\u0131lara \u00e7\u0131karacakt\u0131r.<\/span><\/p>\n

Daha fazla bilgi, g\u00f6r\u00fc\u015f, soru, G\u00f6r\u00fclecek \u0130\u015f Teorisi\u2019ne dayanan Sonu\u00e7 Odakl\u0131 \u0130novasyon (SON) y\u00f6ntemiyle stratejik inovasyon dan\u0131\u015fmanl\u0131\u011f\u0131 ve inovasyon e\u011fitimleri i\u00e7in www.yenihersey.com<\/a> ve emre@neweverythink.com<\/p>\n

<\/p>\n

<\/a>0<\/span><\/div><\/div>","protected":false},"excerpt":{"rendered":"

\u0130novasyon stratejileri, her \u015firketin temel stratejisine, b\u00fcy\u00fckl\u00fc\u011f\u00fcne ve kaynaklar\u0131na g\u00f6re farkl\u0131la\u015fabilir. \u00d6rne\u011fin, bir \u015firket \u201ch\u0131zl\u0131 takip\u00e7i\u201d stratejisini benimsemi\u015fse, m\u00fc\u015fteri ihtiya\u00e7lar\u0131n\u0131 daha iyi anlamaya \u00e7al\u0131\u015fmak yerine, inovasyoncu rakiplerini yak\u0131n takip ederek, pazardan gelecek yeniliklere h\u0131zl\u0131 tepki vermeye y\u00f6nelik kaslar\u0131na yat\u0131r\u0131m yapmas\u0131 do\u011fald\u0131r. Dolay\u0131s\u0131yla, bu \u015firketin verimlilik yani, pazara sunma h\u0131z\u0131na odaklanmas\u0131 ve h\u0131zl\u0131 karar alabilmek i\u00e7in […]<\/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-1035","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"yoast_head":"\n\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri<\/title>\n<meta name=\"description\" content=\"\u0130novasyon stratejisi, her \u015firketin temel stratejisi, b\u00fcy\u00fckl\u00fc\u011f\u00fc, kaynaklar\u0131 ve end\u00fcstriye g\u00f6re belirlenir ve buna uygun ekosistem ili\u015fkileriyle beslenir.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/neweverythink.com\/?p=1035\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri\" \/>\n<meta property=\"og:description\" content=\"\u0130novasyon stratejisi, her \u015firketin temel stratejisi, b\u00fcy\u00fckl\u00fc\u011f\u00fc, kaynaklar\u0131 ve end\u00fcstriye g\u00f6re belirlenir ve buna uygun ekosistem ili\u015fkileriyle beslenir.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/neweverythink.com\/?p=1035\" \/>\n<meta property=\"og:site_name\" content=\"Thoughts on new things and innovation\" \/>\n<meta property=\"article:published_time\" content=\"2017-12-19T14:12:56+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-07-21T11:58:11+00:00\" \/>\n<meta property=\"og:image\" content=\"http:\/\/neweverythink.com\/wp-content\/uploads\/2017\/12\/ekosistem4.jpeg\" \/>\n<meta name=\"author\" content=\"Emre \u00d6zt\u00fcrk\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Emre \u00d6zt\u00fcrk\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/neweverythink.com\/?p=1035\",\"url\":\"https:\/\/neweverythink.com\/?p=1035\",\"name\":\"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri\",\"isPartOf\":{\"@id\":\"https:\/\/neweverythink.com\/#website\"},\"datePublished\":\"2017-12-19T14:12:56+00:00\",\"dateModified\":\"2020-07-21T11:58:11+00:00\",\"author\":{\"@id\":\"https:\/\/neweverythink.com\/#\/schema\/person\/aeada611eaf3df8c1a5bf3901da0729c\"},\"description\":\"\u0130novasyon stratejisi, her \u015firketin temel stratejisi, b\u00fcy\u00fckl\u00fc\u011f\u00fc, kaynaklar\u0131 ve end\u00fcstriye g\u00f6re belirlenir ve buna uygun ekosistem ili\u015fkileriyle beslenir.\",\"breadcrumb\":{\"@id\":\"https:\/\/neweverythink.com\/?p=1035#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/neweverythink.com\/?p=1035\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/neweverythink.com\/?p=1035#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\/\/neweverythink.com\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/neweverythink.com\/#website\",\"url\":\"https:\/\/neweverythink.com\/\",\"name\":\"Thoughts on new things and innovation\",\"description\":\"Yeni \u015feyler ve inovasyon hakk\u0131nda d\u00fc\u015f\u00fcnceler\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/neweverythink.com\/?s={search_term_string}\"},\"query-input\":\"required name=search_term_string\"}],\"inLanguage\":\"en-US\"},{\"@type\":\"Person\",\"@id\":\"https:\/\/neweverythink.com\/#\/schema\/person\/aeada611eaf3df8c1a5bf3901da0729c\",\"name\":\"Emre \u00d6zt\u00fcrk\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\/\/neweverythink.com\/#\/schema\/person\/image\/\",\"url\":\"https:\/\/secure.gravatar.com\/avatar\/de2436c3eac4ac2f4f1395d8cd73dda61439265b811191b5f7d83b235841ad0e?s=96&d=mm&r=g\",\"contentUrl\":\"https:\/\/secure.gravatar.com\/avatar\/de2436c3eac4ac2f4f1395d8cd73dda61439265b811191b5f7d83b235841ad0e?s=96&d=mm&r=g\",\"caption\":\"Emre \u00d6zt\u00fcrk\"},\"url\":\"https:\/\/neweverythink.com\/?author=1\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri","description":"\u0130novasyon stratejisi, her \u015firketin temel stratejisi, b\u00fcy\u00fckl\u00fc\u011f\u00fc, kaynaklar\u0131 ve end\u00fcstriye g\u00f6re belirlenir ve buna uygun ekosistem ili\u015fkileriyle beslenir.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/neweverythink.com\/?p=1035","og_locale":"en_US","og_type":"article","og_title":"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri","og_description":"\u0130novasyon stratejisi, her \u015firketin temel stratejisi, b\u00fcy\u00fckl\u00fc\u011f\u00fc, kaynaklar\u0131 ve end\u00fcstriye g\u00f6re belirlenir ve buna uygun ekosistem ili\u015fkileriyle beslenir.","og_url":"https:\/\/neweverythink.com\/?p=1035","og_site_name":"Thoughts on new things and innovation","article_published_time":"2017-12-19T14:12:56+00:00","article_modified_time":"2020-07-21T11:58:11+00:00","og_image":[{"url":"http:\/\/neweverythink.com\/wp-content\/uploads\/2017\/12\/ekosistem4.jpeg"}],"author":"Emre \u00d6zt\u00fcrk","twitter_card":"summary_large_image","twitter_misc":{"Written by":"Emre \u00d6zt\u00fcrk","Est. reading time":"7 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/neweverythink.com\/?p=1035","url":"https:\/\/neweverythink.com\/?p=1035","name":"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri","isPartOf":{"@id":"https:\/\/neweverythink.com\/#website"},"datePublished":"2017-12-19T14:12:56+00:00","dateModified":"2020-07-21T11:58:11+00:00","author":{"@id":"https:\/\/neweverythink.com\/#\/schema\/person\/aeada611eaf3df8c1a5bf3901da0729c"},"description":"\u0130novasyon stratejisi, her \u015firketin temel stratejisi, b\u00fcy\u00fckl\u00fc\u011f\u00fc, kaynaklar\u0131 ve end\u00fcstriye g\u00f6re belirlenir ve buna uygun ekosistem ili\u015fkileriyle beslenir.","breadcrumb":{"@id":"https:\/\/neweverythink.com\/?p=1035#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/neweverythink.com\/?p=1035"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/neweverythink.com\/?p=1035#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/neweverythink.com\/"},{"@type":"ListItem","position":2,"name":"\u0130novasyon Stratejileri ve Ekosistem Bile\u015fenleri"}]},{"@type":"WebSite","@id":"https:\/\/neweverythink.com\/#website","url":"https:\/\/neweverythink.com\/","name":"Thoughts on new things and innovation","description":"Yeni \u015feyler ve inovasyon hakk\u0131nda d\u00fc\u015f\u00fcnceler","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/neweverythink.com\/?s={search_term_string}"},"query-input":"required name=search_term_string"}],"inLanguage":"en-US"},{"@type":"Person","@id":"https:\/\/neweverythink.com\/#\/schema\/person\/aeada611eaf3df8c1a5bf3901da0729c","name":"Emre \u00d6zt\u00fcrk","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/neweverythink.com\/#\/schema\/person\/image\/","url":"https:\/\/secure.gravatar.com\/avatar\/de2436c3eac4ac2f4f1395d8cd73dda61439265b811191b5f7d83b235841ad0e?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/de2436c3eac4ac2f4f1395d8cd73dda61439265b811191b5f7d83b235841ad0e?s=96&d=mm&r=g","caption":"Emre \u00d6zt\u00fcrk"},"url":"https:\/\/neweverythink.com\/?author=1"}]}},"_links":{"self":[{"href":"https:\/\/neweverythink.com\/index.php?rest_route=\/wp\/v2\/posts\/1035","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/neweverythink.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/neweverythink.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/neweverythink.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/neweverythink.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1035"}],"version-history":[{"count":3,"href":"https:\/\/neweverythink.com\/index.php?rest_route=\/wp\/v2\/posts\/1035\/revisions"}],"predecessor-version":[{"id":1075,"href":"https:\/\/neweverythink.com\/index.php?rest_route=\/wp\/v2\/posts\/1035\/revisions\/1075"}],"wp:attachment":[{"href":"https:\/\/neweverythink.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1035"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/neweverythink.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1035"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/neweverythink.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1035"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}