{"id":1043,"date":"2018-10-09T10:04:20","date_gmt":"2018-10-09T10:04:20","guid":{"rendered":"http:\/\/neweverythink.com\/?p=1043"},"modified":"2020-07-17T14:20:28","modified_gmt":"2020-07-17T14:20:28","slug":"ekonomik-krizde-de-inovasyon-olur","status":"publish","type":"post","link":"https:\/\/neweverythink.com\/?p=1043","title":{"rendered":"Ekonomik Krizde de \u0130novasyon Olur"},"content":{"rendered":"

Evet, do\u011fru duydunuz, ekonomik krizde inovasyon yap\u0131labilir hem de \u00e7ok iyi sonu\u00e7lar al\u0131nabilir. Ekonomi dengesini yitirip kriz olu\u015funca, \u201czor zamanlar\u201d gelir ve \u015firketlerin g\u00fcndemi \u0131s\u0131n\u0131r. Tam anlam\u0131yla bir alarma ge\u00e7ilir. Kat\u0131 masraf y\u00f6netimi, s\u0131k\u0131 kur takibi, bor\u00e7 \u00f6teleme, alacak-verecek vadelerinin d\u00fczenlenmesi, stoklar\u0131n eritilmesi, seyahatlerin iptali, yat\u0131r\u0131mlar\u0131n durdurulmas\u0131, d\u0131\u015f hizmet al\u0131mlar\u0131n\u0131n durdurulmas\u0131, – maalesef – eleman \u00e7\u0131kar\u0131lmas\u0131 ilk akla gelen eylem olas\u0131l\u0131klar\u0131d\u0131r. Tan\u0131d\u0131k geldi de\u011fil mi? Her nas\u0131lsa \u201cinovasyon\u201d bu ilk akla gelen eylemlerin aras\u0131na bir t\u00fcrl\u00fc giremez. Nihayetinde bir masraft\u0131r o ve azalt\u0131lmal\u0131 veya s\u0131f\u0131rlanmal\u0131d\u0131r. Oysa inovasyon i\u00e7in harcanacak kayna\u011f\u0131 masraf yerine yat\u0131r\u0131m olarak g\u00f6rmek ve \u00e7al\u0131\u015fmaya i\u015fler yolundayken ba\u015flayabilmek, bu zor zamanlar\u0131n karanl\u0131\u011f\u0131n\u0131 hem \u015firketler hem de m\u00fc\u015fteriler i\u00e7in ayd\u0131nlatabilir.<\/span><\/p>\n

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Resim: The American Conservative<\/span><\/p>\n

Kriz d\u00f6nemleri, m\u00fc\u015fteri davran\u0131\u015f\u0131 ve se\u00e7imlerinde de \u00f6nemli de\u011fi\u015fikliklere yol a\u00e7ar. Her g\u00fcn t\u00fcketti\u011fimiz \u015feylerde tercih etti\u011fimiz markalar yerine ba\u015fka – daha ucuz – markalar\u0131n \u00fcr\u00fcnlerini denemek, l\u00fcks olarak tan\u0131mlanabilecek \u00fcr\u00fcnleri almamak, ihtiya\u00e7 ertelemek, vadeli al\u0131\u015fveri\u015fe y\u00f6nelmek, fiyat\u0131n\u0131n artmas\u0131 olas\u0131 \u00fcr\u00fcnleri toptan al\u0131p depolamak, daha az d\u0131\u015far\u0131 \u00e7\u0131kmak, zorunluluklara odaklanmak, birikim ara\u00e7lar\u0131n\u0131 sorgulamak, de\u011fi\u015ftirme yerine tamire y\u00f6nelmek, sat\u0131n almadan \u00f6nce daha \u00e7ok ara\u015ft\u0131rmak bunlardan baz\u0131lar\u0131d\u0131r. B\u00fct\u00fcn bu davran\u0131\u015flarda temel bir nokta dikkat \u00e7ekiyor. \u0130nsanlar, tatmin olduklar\u0131 se\u00e7imlerini genelde de\u011fi\u015ftirmeme e\u011filiminde olsalar da, alg\u0131lar\u0131 kriz d\u00f6nemlerinde yeni tekliflere – tabii belli bir perspektif i\u00e7indekilere – \u00e7ok daha a\u00e7\u0131k oluyor. Kriz kap\u0131y\u0131 \u00e7ald\u0131\u011f\u0131nda, ilk tav\u0131r mevcut ya\u015fam standard\u0131n\u0131 ak\u0131ll\u0131 se\u00e7imlerle ayn\u0131 seviyede korumak olurken, kriz derinle\u015fti\u011finde, bir anlamda, Maslov\u2019un \u0130htiya\u00e7lar Piramidi\u2019nin tepesinden a\u015fa\u011f\u0131lara fizyolojik ve g\u00fcvenlik ihtiyac\u0131na do\u011fru iniliyor.<\/span><\/p>\n

\"Maslov<\/p>\n

Resim: Maslov \u0130htiya\u00e7lar Piramidi<\/span><\/p>\n

Bir tarafta, i\u00e7ine kapanan, t\u00fcm masraflar\u0131n\u0131 k\u0131s\u0131p, fiyat oyunlar\u0131 ve promosyonlarla, ki hepsi fiyat indirimidir asl\u0131nda, mevcut \u00fcr\u00fcn ve \u00a0hizmetlerinin sat\u0131\u015f\u0131na odaklanan, fabrikalar\u0131 d\u00f6nd\u00fcrmeye \u00e7al\u0131\u015fan, yeni hi\u00e7bir \u015fey d\u00fc\u015f\u00fcnmeyen, tasarlamayan \u015firketler. \u00d6te yanda, basit\u00e7e ya\u015fama devam edebilmek i\u00e7in yeni ve anlaml\u0131 \u015feylere alg\u0131lar\u0131n\u0131 daha da a\u00e7an insanlar. \u00c7eli\u015fkili gibi g\u00f6r\u00fcnse de, bu iki yakay\u0131 birbirine ba\u011flayacak olan stratejik inovasyon \u00e7abas\u0131d\u0131r. Stratejik diyorum \u00e7\u00fcnk\u00fc kriz ba\u015flad\u0131\u011f\u0131nda krizden \u00e7\u0131kmak i\u00e7in inovasyona y\u00f6nelmek i\u00e7in \u00e7ok ge\u00e7tir. Stratejinizin i\u00e7ine, iyi g\u00fcn ve k\u00f6t\u00fc g\u00fcn senaryolar\u0131n\u0131 ayn\u0131 ciddiyetle yerle\u015ftirmeniz gerekir.<\/span><\/p>\n

\u00dcnl\u00fc Amerikal\u0131 yat\u0131r\u0131mc\u0131 ve fon y\u00f6neticisi ve IdeaLab kurucusu Bill Gross\u2019un destek verdikleri 200 ba\u015flang\u0131\u00e7 \u015firketi \u00fczerinde yapt\u0131\u011f\u0131 ara\u015ft\u0131rma sonu\u00e7lar\u0131na g\u00f6re, bir giri\u015fimin \u201czamanlamas\u0131\u201d, giri\u015fimin ba\u015far\u0131l\u0131 olmas\u0131ndaki en \u00f6nemli etken. Ekonomik krizler, \u00f6nemli k\u0131r\u0131lmalara yol a\u00e7t\u0131klar\u0131 i\u00e7in, bu kritik zamanlamalar i\u00e7inde en \u00f6nemlilerinden. 2008\u2019de Amerika\u2019da patlak veren ve b\u00fct\u00fcn d\u00fcnyay\u0131 saran finansal kriz d\u00f6nemi i\u00e7inde pek \u00e7ok firma iflas etti ancak baz\u0131 firmalar krizle birlikte ortaya \u00e7\u0131kt\u0131lar ve m\u00fcthi\u015f ba\u015far\u0131l\u0131 oldular.<\/span><\/p>\n

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Kaynak: Bill Gross<\/span><\/p>\n

AirBnB b\u00fcy\u00fck finansal durgunluk d\u00f6neminin zirve yapt\u0131\u011f\u0131, pek \u00e7ok ev sahibinin ek gelir yaratmak i\u00e7in \u00e7abalad\u0131\u011f\u0131 ve evlerini kiraya vermeye daha olumlu bakt\u0131\u011f\u0131 bir d\u00f6nemde ortaya \u00e7\u0131kt\u0131. Ayn\u0131 d\u00f6nem, pek \u00e7ok ba\u015fka ki\u015fi de, seyahatlerinde daha ekonomik bir konaklama se\u00e7ene\u011fi aramaktayd\u0131. 2008 y\u0131l\u0131 ba\u015flar\u0131nda, kendi evlerinde bir avu\u00e7 insana \u015fi\u015fme yatakta uyku ve kahvalt\u0131 vaad ederek fikirlerini ilk kez denemeye ba\u015flayan Brian Chesky ve Joe Gebbia, daha sonra Obama\u2019n\u0131n ba\u015fkanl\u0131k kampanyas\u0131 i\u00e7in Denver\u2019da yapaca\u011f\u0131 konu\u015fmaya b\u00f6lgede iyi haz\u0131rlan\u0131p ilk b\u00fcy\u00fck \u00a0ba\u015far\u0131lar\u0131n\u0131 elde ettiler. 2009 y\u0131l\u0131nda, Y-Combinator adl\u0131 kulu\u00e7ka program\u0131na girdikten sonra y\u00f6nlerini \u201cher t\u00fcr konaklama\u201d olarak de\u011fi\u015ftirip buna bir de listelerindeki mekanlar i\u00e7in \u201cprofesyonel foto\u011fraflama\u201dy\u0131 da ekleyince 2009\u2019da ger\u00e7ek s\u0131\u00e7ramalar\u0131n\u0131 yapt\u0131lar. Bug\u00fcn, AirBnB, 190 \u00fclkede, 34000 \u015fehirde, 2 milyon mekanda bug\u00fcne kadar 40 milyon ki\u015fiyi konuk etmi\u015f durumda ve piyasa de\u011feri 25,5 milyar $ olarak hesaplan\u0131yor. AirBnB \u00f6rne\u011fi, kriz dolay\u0131s\u0131yla olu\u015fan farkl\u0131 kesim ihtiya\u00e7lar\u0131n\u0131 birlikte kar\u015f\u0131layacak bir \u00e7\u00f6z\u00fcm ve \u00e7ok katmanl\u0131 i\u015f modeli ortaya koymas\u0131 dolay\u0131s\u0131yla olduk\u00e7a \u00f6nemli.<\/span><\/p>\n

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Resim: Pixabay<\/span><\/p>\n

Amerika\u2019n\u0131n o d\u00f6nemde en iyi pizza zinciri olmayan Domino\u2019s Pizza, 2008 krizi patlak verdi\u011finde vazge\u00e7mek yerine tersine \u00e7ok iddial\u0131 bir hamle yapt\u0131. Domino\u2019s, 2009 y\u0131l\u0131nda, ara\u015ft\u0131rma ve pazarlama tan\u0131t\u0131m kampanyas\u0131na milyonlarca dolar harcayarak, \u00f6zel pizza tarifini dramatik denecek \u00f6l\u00e7\u00fcde de\u011fi\u015ftirece\u011fini a\u00e7\u0131klad\u0131. Korkulan olmad\u0131 ve yeni pizza b\u00fcy\u00fck bir ba\u015far\u0131 yakalad\u0131 ve firma kar ve cirosunu ciddi oranda yukar\u0131 \u00e7ekti. \u00dclkemizde de bir d\u00f6nem ciddi \u015fekilde y\u00fckselen Domino\u2019s\u2019un hikayesini ben de yaz\u0131m i\u00e7in ara\u015ft\u0131rma yaparken \u00f6\u011frendim. Domino\u2019s, kriz d\u00f6neminde cesur yat\u0131r\u0131m i\u00e7in iyi bir \u00f6rnek.<\/span><\/p>\n

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Resim: David Boles, Blogs<\/span><\/p>\n

Krizden kurtulmay\u0131 ba\u015faran pek \u00e7ok \u015firket bunu \u00f6nceki y\u0131llarda kurduklar\u0131 muazzam altyap\u0131lara bor\u00e7ludur. Ancak Groupon bunlardan biri de\u011fildi. Krizin tam orta yerinde, Kas\u0131m 2008\u2019de kurulan Groupon k\u0131sa s\u00fcrede 35 ayr\u0131 firmaya yay\u0131lmay\u0131 ba\u015fararak, sonunda Google taraf\u0131ndan 6 milyar $\u2019a sat\u0131n al\u0131nd\u0131. Groupon\u2019un k\u0131sa s\u00fcrede bu kadar pop\u00fcler ve ba\u015far\u0131l\u0131 olmas\u0131n\u0131n nedeni; hem t\u00fcketicilere hem de \u015firketlere krizden kurtulman\u0131n bir yolunu sunmalar\u0131 denebilir. Groupon, t\u00fcketicilerin akl\u0131n\u0131za gelebilecek hemen her \u015feyden tasarruf edebilmesi i\u00e7in onlara g\u00fcnl\u00fck teklifler sunarken, \u015firketlerin de g\u00f6rece pahal\u0131 olmayan bir yolla yeni m\u00fc\u015fteri ve ek gelir kazanmalar\u0131n\u0131 sa\u011flad\u0131. Groupon \u00f6rne\u011fi, t\u00fcketici-\u015firket ikilisinin her ikisine birden ayn\u0131 anda i\u015flerini g\u00f6rmek \u00fczere ekonomik bir yol sunmas\u0131 a\u00e7\u0131s\u0131ndan \u00f6nemlidir.<\/span><\/p>\n

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Resim: Celebs & Fashion Mag.<\/span><\/p>\n

Zorlay\u0131c\u0131 ekonomik ko\u015fullar alt\u0131nda masraflar\u0131n\u0131 azalt\u0131p para tasarruf etmeye \u00e7al\u0131\u015fan aileleri d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fcn\u00fczde, ilk vazge\u00e7ilebilir l\u00fcks maddeler listesinde, birbirine ge\u00e7en plastik oyuncaklar en yukar\u0131larda yer al\u0131r. Pek \u00e7ok firma hayatta kalmakta zorlan\u0131rken Lego, 2008 ekonomik krizinde, tarihinin en b\u00fcy\u00fck k\u00e2r art\u0131\u015f oran\u0131n\u0131, %63, yakalad\u0131. Bu ba\u015far\u0131n\u0131n arkas\u0131ndaki bir ka\u00e7 fakt\u00f6r i\u00e7inde en \u00f6nemlisi, Lego\u2019nun k\u00fcresel pazarlara a\u00e7\u0131lmas\u0131yd\u0131. Lego durgunluk i\u00e7indeki Amerika pazar\u0131 yerine Asya pazar\u0131na y\u00f6neldi ve Avrupa pazar\u0131nda sat\u0131\u015f geli\u015ftirmek i\u00e7in \u00e7aba harcad\u0131. Lego\u2019nun bu zor d\u00f6nemdeki ba\u015far\u0131s\u0131, etkisi \u00f6zellikle b\u00f6lgesel olan krizlerde, ihracata y\u00f6nelmenin \u00f6nemini g\u00f6steriyor.<\/span><\/p>\n

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Resim: commons.wikimedia.org<\/span><\/p>\n

G\u00f6r\u00fclecek \u0130\u015f (Jobs-to-be-done) Teorisi\u2019ni ortaya atan \u00fcnl\u00fc ekonomi profes\u00f6r\u00fc Clayton Christensen, \u201cDe\u011fi\u015fime Diren\u00e7\u201d ve \u201cAl\u0131\u015fkanl\u0131k Ataleti\u201dni, inovasyonlar\u0131n ba\u015far\u0131ya ula\u015fmas\u0131 \u00f6n\u00fcndeki en temel engeller olarak tan\u0131mlan\u0131yor. \u00d6te yandan, ekonomik kriz, bu iki engeli do\u011fal olarak ortadan kald\u0131r\u0131yor. \u0130nsanlar, i\u015flerini g\u00f6rmek i\u00e7in yeni \u00e7\u00f6z\u00fcmlere daha a\u00e7\u0131k ve nesnel \u015fekilde bakabiliyor. Christensen \u201cg\u00f6r\u00fclecek i\u015f\u201di, \u00fczerinde geli\u015fim istenen bir s\u00fcre\u00e7 olarak tan\u0131ml\u0131yor ve \u00e7evremizdeki \u201ci\u015f\u201dlerin, \u015fa\u015f\u0131rt\u0131c\u0131 \u015fekilde, \u00e7ok uzun zamand\u0131r hi\u00e7 de\u011fi\u015fmedi\u011finin alt\u0131n\u0131 \u00e7iziyor. G\u00f6r\u00fclecek i\u015f temel analiz birimi haline geldi\u011finde, ihtiya\u00e7lar da, insanlar\u0131n bu i\u015fin g\u00f6r\u00fclme ad\u0131mlar\u0131ndaki \u201ckabul kriterleri\u201d halini al\u0131r. Bir \u00f6rnekle a\u00e7\u0131klayacak olursak; \u201cd\u00fcz odun kesme\u201d neredeyse insanl\u0131k tarihi boyunca de\u011fi\u015fmemi\u015f \u201ci\u015f\u201dlerden biridir. Hangi \u00e7\u00f6z\u00fcm\u00fc kullan\u0131rsan\u0131z kullan\u0131n -testere, balta, lazer vb- bu i\u015fin her bir ad\u0131m\u0131nda, belli ba\u015far\u0131 kriterlerimiz vard\u0131r. Hafiflik, g\u00f6z\u00fcme tala\u015f ka\u00e7mamas\u0131, hatt\u0131 kesim boyunca g\u00f6rebilmek, kolay temizlenmesi bunlardan baz\u0131lar\u0131d\u0131r. Elimize radyal bir testere al\u0131p onunla d\u00fcz odun kesmeye \u00e7al\u0131\u015ft\u0131\u011f\u0131m\u0131zda, onun i\u015fimizi iyi g\u00f6r\u00fcp g\u00f6rmedi\u011fini hemen anlar\u0131z ve ona gereken notu veririz. Yukar\u0131daki ba\u015far\u0131 \u00f6rneklerinden de g\u00f6r\u00fcld\u00fc\u011f\u00fc gibi, ba\u015far\u0131l\u0131 \u015firketlerin yapt\u0131\u011f\u0131, gene bildi\u011fimiz i\u015flere, kriz ba\u011flam\u0131na uygun, \u00e7\u00f6z\u00fcmler geli\u015ftirmekten ba\u015fka bir \u015fey de\u011fildir. <\/span><\/p>\n

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Kaynak: Clayton Christensen<\/span><\/p>\n

Ekonomik krizler ne yaz\u0131k ki zor zamanlar. \u0130nsanlar i\u015flerini kaybedebilir, \u015firketler sars\u0131labilir, rekabet alan\u0131ndan silinebilir veya b\u00fcy\u00fck kay\u0131plara u\u011frayabilirler. Ama krizler tamamen de karanl\u0131k zamanlar de\u011fildir. \u00d6zellikle b\u00fcy\u00fcmek isteyen \u015firketler i\u00e7in f\u0131rsatlar ortaya \u00e7\u0131kar. Kriz d\u00f6nemi, ayn\u0131 zamanda strateji de\u011fi\u015fiklikleri yapmak i\u00e7in yak\u0131c\u0131 bir o kadar da do\u011fru zamanlard\u0131r. Unutulmamal\u0131d\u0131r ki, krizde insanlar da yeni \u00e7\u00f6z\u00fcmlere daha fazla kulak veriyorlar ve bu alanda ayr\u0131\u015fan firmalara ilgi g\u00f6steriyorlar. Krizi inovasyon i\u00e7in uygun zaman olarak de\u011ferlendiren, ihracata y\u00f6nelen, t\u00fcketici ve firmalara birlikte \u00e7\u00f6z\u00fcm \u00fcreten i\u015flere y\u00f6nelen, yeniliklere cesurca yat\u0131r\u0131m yapan vei stratejik inovasyon y\u00f6ntemlerini uygulayan firmalar, bundan fayda bulacakt\u0131r.<\/span><\/p>\n

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Resim: Rocky Mountain Institute<\/span><\/p>\n

Hem unutmay\u0131n, t\u00fcketici, kendisi s\u0131k\u0131nt\u0131dayken yan\u0131nda olan markay\u0131 sahiplenir ve bu kriz de, her kriz gibi, bir g\u00fcn bitecek.<\/span><\/p>\n

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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 <\/span>www.yenihersey.com<\/span><\/a> ve <\/span>emre@neweverythink.com<\/span><\/p>\n

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<\/a>1+<\/span><\/div><\/div>","protected":false},"excerpt":{"rendered":"

Evet, do\u011fru duydunuz, ekonomik krizde inovasyon yap\u0131labilir hem de \u00e7ok iyi sonu\u00e7lar al\u0131nabilir. Ekonomi dengesini yitirip kriz olu\u015funca, \u201czor zamanlar\u201d gelir ve \u015firketlerin g\u00fcndemi \u0131s\u0131n\u0131r. Tam anlam\u0131yla bir alarma ge\u00e7ilir. Kat\u0131 masraf y\u00f6netimi, s\u0131k\u0131 kur takibi, bor\u00e7 \u00f6teleme, alacak-verecek vadelerinin d\u00fczenlenmesi, stoklar\u0131n eritilmesi, seyahatlerin iptali, yat\u0131r\u0131mlar\u0131n durdurulmas\u0131, d\u0131\u015f hizmet al\u0131mlar\u0131n\u0131n durdurulmas\u0131, – maalesef – eleman […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19,31,29,1],"tags":[33,14,34,32,26],"class_list":["post-1043","post","type-post","status-publish","format-standard","hentry","category-innovation","category-innovation-strategy","category-strategy","category-uncategorized","tag-ekonomik-kriz","tag-inovasyon","tag-jobs-to-be-done","tag-kriz","tag-stratejik-inovasyon"],"yoast_head":"\nEkonomik Krizde de \u0130novasyon Olur<\/title>\n<meta name=\"description\" content=\"Evet, do\u011fru duydunuz, ekonomik krizde inovasyon yap\u0131labilir hem 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