How can it create the team's understanding of working with an entrepreneurial spirit? Brother, you say I found a very good, great super idea, it is not implemented. Come folks, the leader needs to ask himself.
They always actually ruled the subordinates and the superiors. In fact, who is the manager here? Sir, hello again, hello, again, now you said that then I am going to tell you, we are together to listen, we are together again because I am curious.
So maybe it's something, I've done it wrong. What should I do, how to be a good manager? Sir, hello again, hello, again, now you said that then I am going to tell you, we are together to listen, we are together again because I am curious.
So maybe it's something, I've done it wrong. What should I do, how to be a good manager? It was the first part, we talked about obstacles.
How did we eliminate the obstacles? First of all, it's about building digital teams. In other words, if we are going to create a digital corporate culture, let's talk about the features of digital teams, digital teams that we will establish and teams that will do it in the best way.
Let's start with an example of success. I would like to give a complete example of Ing bank. NG Bank previously updated its mobile application software processes a maximum of 56 times a year, but now it is increasing this to 2 to three times a week.
He does the number of ablutions, which is a very good achievement. If you say this in the digital mouth of retornon, we are talking about an efficient increase of 3% up to 1, 000 TL and 2% up to 1,000 TL, as we talked about last week. In fact, how did i lg bank achieve this?
If you remember, he did it this way. In the previous section, we talked about project teams with a matrix structure in addition to normal departments. If you see the digital team structure of ingbank on the screen here.
My teacher is here now. As you can see, there are sections. These departments are departments, and in fact, let's put it this way, these departments are groups that provide expertise between the associations in the vertical, there are different areas of expertise.
You can think of these departments as departments. In the troops, you see autonomous and interdisciplinary teams of 89 people here. And let's not go without saying that these unions are.
They are running towards goals that are focused on customer needs. They have such goals. There is also a group called a tribe.
These are groups that are more representative of customer segments. Again, groups within the company also work with an ecal structure. It is not a requirement to work diligently in every project in the ing bank project, we also have an agile run.
With this digital team structure, as we just said It has increased the software processes and update processes up to 3% and 2 thousand%. I ng bank, so if you pay attention here, I wanted to start with a very good example of the elements that we're going to talk about in a moment. Let's talk about the dynamics of digital teams here with the example of NG Bank.
In other words, what are the elements that make a digital team a digital team? As you can see, there are 4 main characteristics of a digital team. The first of these is the different and targeted team composition, so we'll actually talk about it in a moment.
We are talking about an interdisciplinary approach, the second is repetitions, goal setting, so we can call it iterative goal set. We are talking about a management approach that progresses more step by step with such sprints, but in this management approach, I would also like to talk about the types of leaders because the leaders of our teams will determine these iterative goals. Our third element is continuous learning, every digital team has to learn all the time, because so do you As you can see, digital technology is constantly advancing, and because we work with this interdisciplinary approach, we are constantly learning from other people while doing business.
This is an important circumstance. At the same time, where does continuous learning take us? It leads to innovation.
Innovation leads us to sustainability. In order to do these things, we need to know data science, we need to know finance. If you think of all of these as a tray, that is, in order to hold this tray, they are all fingers.
So here's our finger of innovation. We have the AI finger, we have the sustainability finger. We have a finger in data science, these are all the elements that hold this tray, of course, what will feed the digital teams, what kind of place we will feed, of course, there must be a talent pool.
Team members need to be recruited from this talent pool in some way, so as a result, we need to exhibit talent management, and this is the element that we can count as the fourth element, now let's start with the first element, we said team diversity or interdisciplinary approach at work. Here is the classic When we look at it in terms of meaning, that is, when we look at a team in the classical sense, we see teams based on technical expertise rather than leadership characteristics, right? I mean, what is a team in the very classical sense?
That team may be responsible for only one specialty. Usually it does. They are a little indifferent to the experiences and experts of others, they are not very interested, and naturally, if every job comes to them or if it comes to them, or in the situations they encounter, there may be serious pressure on them because that team has only one expertise.
Instead, when you imagine a digital team consisting of employees and team members from different backgrounds with an interdisciplinary approach, we are naturally talking about a mixed structure from different disciplines and different specialties related to product design, operation, customer satisfaction, far beyond such information technology expertise. The first is this, the second is the t-type employee We have a definition. Threat employees have a little deeper functional expertise, but they also have a general knowledge of functionality in general, we'll talk about in a moment.
On the other hand, we have many teams. You like the landings. I like it, of course, what does it mean, sir, anyway, I am waiting for you to explain.
Yes, now let's move on to them. Now let's talk about t-type employees, t-type employees, as we just said, have a serious expertise in vertical. For example, our lack of questions about the website has a deep knowledge about their spouse.
However, he also has general information about the visual and video works that should be in front of him, about the block or about the content related to e-mail sending. We call them t-type employees because we show this vertical and horizontal functionality. This is an important situation, and I think an important element is that it allows vertical teams to specialize in all areas in a very serious way.
The vertical line is the horizontal line of the teams. It allows it to connect. In that respect, it is very important.
As for the many teams, the ninja teams are actually the ninjas we know. Many teams are like this, many teams usually have expertise in a certain vertical in the form of a task man just like this nijas to projects. For a certain period of time, the teams that we assign and assign to the projects take place.
What does it mean, for example, there may be a situation like this in a project, there is a date migroation project. Oracle data is moving at Microsoft, and Microsoft is moving Oracle at work. Anyway, if there is an exodus, there is no need to sit down and keep the person or people who are experts in this subject for 8 months, 10 months, maybe months in the project, right?
Will it take 5 days, 10 days, 2 weeks, however long it will take for people who have the expertise there? I mean, sometimes it can be very fast, after doing that migration, they withdraw from the job after finishing their tasks, of course, what do the teams provide, by the way, this is the ninja attachment They cost a little too much, so they work hourly, they work daily, they work as consultants, but they save us a lot of time because they have very deep expertise and very detailed expertise. On the other hand, we can have workshops done in order to provide this interdisciplinary approach and to provide this different diversity.
What kind of things can happen to our teams? These workshops can have advantages as follows. In this business, agile and lean management can overcome such an adaptation process to the way they do business.
Maybe he said a few things about Desig in the future, they can have such a familiarity with those processes, their awareness may increase, they may have the opportunity to empathize with each other. Why is this important? We shouldn't say that this is an opportunity for empathy or anything like that.
Because, especially in international teams, which are not many of us anymore? We started working on Remod. Here, I am saying both as a country and as a culture, from very different cultures, different We may be working with individuals.
We can be on the same team with an American, an Indian and a Chinese. Therefore, these workshops can help us in a very serious way for the team members of this team to get to know and understand each other. Let's move on to our second element.
If you remember, our second element was the confession goal set. In other words, their repetition, their repetition was goal-setting. If we evaluate this with the old-style approach, how did we create goals and projects?
Leaders are moving forward with shorter-term lists. In normal classical approaches, we say that we do project management, but those project management tools, project planning, etc. .
spread over years, because it spreads over years, there are situations such as friends, that is, who is left after a year, who is left after 2 years, who is like that. We may not be able to be so pressless, we may not be able to make such a prediction. As such, budgets are a bit exaggerated, we work with very vague budgets For example, we make an annual budget, but we may have difficulty in meeting that budget.
And so on. However, this hesitation can be approached a little more step-by-step in the style of sprints or phases. Leaders are the people who will manage digital teams, so what happens?
Suddenly, the statistics of our institution and the project objectives are aligned. Because the projects become much more evident as we go further, and of course, the best part of the job is our pocket, that is, since the budgets are budgeted gradually, we provide a very serious advantage at the point of fastening, at the point of spending, at the point of cost, since they are budgeted step by step. Of course, the other issue is that it should be said in general, but the people who will lead the digital teams should now have Asperger's sandroma at work and Anyway, I don't know about the types of leaders who are servant leaders like Elon Musk.
I'll shoot something sometime, if you want, let's shoot a persecution of leader types, it can be very interesting, very interesting, Because I also teach human resources management at the university. I explain it in great detail there. These topics would be very good.
There is a type of leader called the servant leader type. Let's sit down with this type of leader 100%. In other words, what we say here may not apply to every institution or every person, or it may not be valid, but this is what we say.
Of course, we say these things so that the listeners will be inspired or in their minds. The servant leader type is usually the one who adds the team, the vision, inspires, this autonomous management style, the autonomous decision-making style, and rather than giving more goals, here we go, friends. Rather than saying, the type of leader who removes the obstacles in front of this team and supports the proactive participation of the team in problem solving and problem solving processes can actually take various risks.
In other words, they take the risks they can foresee and learn from mistakes. This type of leader listens to their team, which means they are very open to new ideas and, of course, try to create fun, stress-free work environments as much as possible. Of course, when these servant leaders talk about servant leaders, they have questions to ask themselves.
For example, they need to ask questions like, how does a servant leader understand to himself that the team is working with an entrepreneurial spirit? Create. So how can I create such a startup culture?
This is important because, if you remember, startup culture brings speed with it. It brings a quick failure. Quick failure if you remember actually.
We have talked about this before, it is a positive situation because it reduces costs very seriously. We save time. Second, it can ask the question, how can the team perpetuate this innovative way of doing business?
So yes, once 2 times 3 times it was this idea, this was the idea of innovation. Let's do this, let's do that, and so on. Here, of course, we talk about them like this, but if we empathize a little more, for example, let's think of something like this, we are in a team, we have a lot of innovative ideas in our minds, you are coming, I am coming, someone else is coming, etc.
. which of you will be implemented, brother, one of us, if we are a group of 3 people to be implemented, the other 2 people are eliminated and not implemented, bring this with a lack of motivation, so I have an idea, brother, you say I found a very good, great super idea, Your second idea is not implemented, it is not implemented either Your second knowledge is no longer applied, and in the fourth idea, you say, "Friend, why should I present an idea? " We have actually put a damper on this innovation, this innovative way of doing business.
The servant leader needs to ask himself questions about how to make this innovative way of doing business permanent. This may be our second question. Our third question is, how do I measure and track progress to update goals?
This is one of the important issues that needs to be asked, of course, where does it take us, it takes us to digital keypi, and digital actually leads to business strategy. Autonomic. A management environment should also be established.
If you remember about the autonomous management environment if the autonomous management environment is established by these servant leaders. We made some sentences in the last section. In order for this to be established, there is a situation where the senior management needs to determine the vision and strategy well.
Because we talked about why you should look at it, remember? In the experimental experimental field, a certain senior management, board of directors or that institution had to determine a certain vision and strategy framework. It's the same here.
In other words, if there will be an autonomous administration, everyone will not make decisions according to their minds, we will proceed with guidance in certain areas. We're going to let the teams manage themselves. Of course, to the extent that we allow this, the teams should understand that my brother has a responsibility, but as long as he fulfills this responsibility, my performance will increase and I will be rewarded.
In this way, what will happen to these teams will increase their job belonging, their performance will increase and their motivation will increase. It has such an advantage. It's about taking digital steps and keeping track of it.
There are things that the leader needs to do. For example, how do we share the progress of the digital team with senior management, or what will be the result if we share it with them? First of all, we can achieve a good result and enable senior management to open up different areas of strategic development.
So then the senior management will say that ha yes brother, look, you have done this and that in these areas, yes, this gave us such an idea, then we can make sentences such as do this, from this point of view, it is necessary to look at the senior management in this way, I think I always say this, I have never said it in these departments until now, but in fact, the real manager believes this. I am not the top managers, they always actually manage the superiors, so this is like this in practice and in theory, no matter how much you feed the top management, of course, we do not talk about the fact that these subordinates manage the superiors, of course, in a negative or bad way. How accurately is here If you are interested, the more you develop the mechanisms of feeding the senior management and showing the senior management how objective this feeding, feeding in terms of this business, feeding in terms of data, feeding in terms of reports, and being in favor of the institution, who is actually the manager here, is it the top manager, is it the people who work with the public, are the teams formed and the public is the employees.
This is always the case, and this is actually negative. In other words, if you are actually an abusive employee or a team member, you can manipulate or direct the company in a completely subjective way and change or direct the company to the boss or senior manager in quotation marks in a way that is related to the direction of the company and may affect the lives of others. So in this real life, these are issues that we face in a very serious way.
Another second issue is that servant leaders need to do things digitally as much as possible, that is, if we call ourselves digital teams, if we are going to create a digital culture, then let's do our work digitally, what kind of a way to do it in digital? There is eliminating subjectivity, so it usually happens like this. For example, I can give very interesting examples from the call center industry.
For example, a team leader comes in or a call center manager comes in. Very quickly he says to you, "Hey boss, here's my manager, what's up? " The customer complains freakishly.
There is a big problem, they complain about this issue, etc. , etc. .
if you get caught up in the subjective direction there and get caught up in that excitement and that psychology, and make a hasty decision, or if you get caught up in that feeling in that way, you can make the wrong decisions. However, the first thing you need to do is how many customers have received such a request, the content of the request or complaint, and when you talk about them, the person who will bring you the complaint will usually give vague answers. I mean, it's like we get a lot of customers, right?
A verbal answer comes, it is a lot of a lot of a lot so 1, 000 is a lot of 10 is a lot of 100 is many because everyone is many different from each other It can happen. Now, when you ask this, that is, when you try to make the event a little more analytical and more difficult and based on more data, you may encounter numbers such as we received this from 3 customers, or we received this from 5 customers, or we received this from 2 customers. Well, when you look at the capacity of your own business, you may be in a capacity to serve 50,000 customers a day.
Now, out of 50,000 customers, it's quite normal for 23 customers or the person you serve to cause problems. As you can see, this was a funny example. Because these are things that happened to me in my time.
We've always been through this. Especially middle and lower surface managers are very skilful in exacerbating things, so senior managers put the issues they encounter into a little bit of issues, a little calmer, approximate and as much as possible, quantify the work and put it into objectivity, that is, where did this issue come from, where did we give this example, we gave an example of doing things digitally. In other words, you can get that complaint data, that request data or number data from computers and databases as much as possible You need to get it from digital reports.
Another issue that needs to be produced is the budget dimension of the work. If you step up those budgets just as we just said, you will get project outputs that are verified and accepted as feedback, and as you receive them, you will both support and enlarge the project funding and project budget. Because there will be a success-oriented situation.
So it's a bit like a give-and-take approach. In our third element, continuous learning, of course, there may be steps like this, let's not call them the first step step, let's call them parts or segmentations, if I bring something to the screen, there were 4 dimensions of a 14-part continuous learning, or rather the 4 approach, the first is to be like a startup, that is, to act like a startup to support continuous learning, that is, what kind of issues are open to making mistakes at work, Issues such as being open to introducing new products are as new ways of doing business as possible in the digital digital transformation dimension of the business. Willingness to experiment with stick models, willingness to innovate, and third, enthusiasm for using and implementing agile methodologies.
Fourthly, of course, on the corporate culture side of the business, in the corporate culture, maybe the problem can be used in the institution, especially on the solvin side, that is, at the point of problem solving, such as design-oriented thinking. We can count similar approaches such as certain gamifications can be made. It's in constant learning.
But of course, it should be said here, especially regarding agile methodologies, this issue is a bit of a sensitive point. In other words, when we say agile methodologies, that is, when we say such a positive ecay in the business world, it is perceived very positively, and when we say agile methodology, okay, that is, this agile methodology can be thought of as if it solved all our work. This agile methodology varies a bit from organization to organization, from teams to teams.
Therefore, it is necessary to be a little careful here, not every corporate culture may be suitable for the methodology, the project is pro First, we can apply a methodology. That's not to say. I mean, I'm not saying this in the sense that I'm bad at the methodology, but it's mostly companies with high legas, so it's more ingrained, remember?
We have already talked about centralized ecosystems and adaptive ecosystems. Companies with a centralized ecosystem are very much like this. They are not very receptive to the agile culture.
Because in the agile culture, there is a little bit of communication in ecosystems to this center, that is, there is a sanction-like communication from above. In other words, how applicable is ecility here, can it be applied, or if it is to be applied, can it only be applied in certain projects? It is necessary to discuss them from institution to institution.
It happened to me. Sir, let me tell you something like this. In fact, it coincides with the periods when I met you.
One of your white-collar students was in the office, doing this, and so on, and so on, and he said to me, "You said. " He said, "How do you work? " He said, "Are you working on the traditional method?
" I didn't understand much. I said yes, he said, if you work hard, he will walk away. Now that word is mine.
It was engraved in my thing, memorization, I said, eca, so I don't come from content production, you know, creation. So I don't really know about these business dynamics. I started to learn.
What is Ecelin and how is it applied? Ecel çevik this and so on, then I came to the conclusion that it was actually a very memorized word, so what should we do without you knowing my job and what I am doing, let's see if you hang out, friends. It was engraved in my thing, memorization, I said, eca, so I don't come from content production, you know, creation.
So I don't really know about these business dynamics. I started to learn. What is Ecelin and how is it applied?
Ecel çevik this and so on, then I came to the conclusion that it was actually a very memorized word, so what should we do without you knowing my job and what I am doing, let's see if you hang out, friends. I mean, that's exactly what I meant. I wanted to give this example, understanding that you mean this.
Yes, that is. The victim is changing, changing, It certainly is. In order to learn continuously, it is necessary to create various safe zones.
What does this mean within the organization? What I mean by this is that it's actually similar to the areas of personal freedom that we talked about earlier. A little bit of what I mean by safe zones.
If you remember, we talked about it in the first part, and different companies like Google were allocating certain parts of their weekly working hours to different innovative projects and so on. For example, we can call them safe zones, and we can also establish feedback mechanisms. These can also be counted among the safe zones.
I mean, a very honest and sincere feedback mechanism where my superior evaluates me and I evaluate him, as well as my subordinate or colic, I evaluate my employees at an equal level, or I evaluate the team and even evaluate myself, can be considered safe zones Safe zones also include the ability to create a way that rewards learning. There are also different companies. When I say rewarding learning, I mean, for example, some companies simply don't want you to do a master's degree, right?
They encourage you to get a PhD. When you do it at a private university, maybe they give you the full fee. Sometimes they give away some of it.
Regarding him, they give you the freedom of time during certain work times so that he can follow your lessons at work. Finally, I would like to talk about talent management. Talent management is of course one of the most important elements.
The General Manager of Kariyernet, let his ears ring, Fatih Uysal used a very nice expression, we had a webinar together in the past, I hosted him. An eye had made a special sentence, he said that there is a lack of employment rather than unemployment in Turkey, or rather in the world in general. Indeed, it is, especially large companies, although medium and small-sized companies are also in the same way to find employees with the quality they want They have serious difficulty in finding personnel with the skills they want and the competencies they want in the after-communication they want.
The best way to find these talents, to hant these talents in quotation marks, to hunt them is actually to appear in digital pills. I mean, you know what it means, there are incubation programs such as ITU core in our country, there are startup programs. As far as I know, Yildiz University has it.
I don't know much about Ankara, but it was big and small in Istanbul. For example, there are very good digital pills, start-ups, intibation, both public universities, private universities and private institutions. Waving the flag in these habs, especially in places where there are offices with sharing, such programs related to start-up and entrepreneurship culture are very frequent.
It is very important to show up in such environments and participate in such programs. Because there you naturally encounter those talents in some way. On the other hand, if you are a large institution, you can call it a digital transformation center within yourself.
You can call it a corporate innovation center, or you can call it an infibation center. You can also set up such centers within yourself. Of course, when you set up a corporate innovation center and so on, that's the talent retention side of the business.
Because your employees, who are usually hired and trained by you within the organization, either transfer to other companies after a certain period of time or have such an enthusiasm to start their own business. Now, when such a situation is in question, we should not lose that ability. In order not to lose that talent, companies usually create corporate innovation programs, but as far as we observe here, that is, as far as I and I see in the market, these corporate innovation programs are made to do a little like this.
A very serious sincerity is required here, if we are doing something, if we are really going to operate it and move it forward, it has to be done. These corporate innovation programs are actually very beneficial. Why do you say to your employee, brother, come with this innovative idea, which is most likely 80 percent It's happening in the same industry for eternity.
Come, realize this idea under my revolution, come and take advantage of my opportunities, come in such and such departments, let's make it universal. May he grow up here. After that, after you reach a certain maturity of this project, come and do a spinoff together, and I will be a partner with you as a company.
In fact, this is an area that needs to be managed very seriously so that I can buy other investors if necessary. In other words, a program needs to be created in this way. Apart from that, of course, the most important issue that this talent management should do is to train digital leaders.
Now, when we say training digital leaders, what did we start with at the beginning of the first part, if you remember, we started with the star employee, look where I brought you from your star employee, I brought you to the digital leader, yes, in order to create and train digital leaders, we need to provide very serious training and training support to the team there, because in order for us to train digital leaders, we need to eliminate the negative conditions that may occur within the team within these employees What is it, for example, can be resistance to change. Now, if we feel that there is resistance to change, we need to somehow eliminate it within the organization. If there are obstacles related to innovative ways of doing business, business models or the emergence of development needs, they must be eliminated somehow.
In order to eliminate them, we absolutely need to support the people we have already gained in our organization, in our organization, in our organization, with trainings and with the coaching and mentoring support we will receive from our senior managers. It is necessary, sir, by God, it is 2 programs. We have come from star employee to digital leader.
And we learned a lot. That's how I do it. On the one hand, I spend it in my head while you are talking, what can I do?
I'm developing it myself in this regard or something. Thank you very much for the breakdown of your hands. Is it a surprise that we will talk about it with pleasure?
Is it next week, as always, you ask again, we will talk again. Is it next week, as always, you ask again, we will talk again. Okay, so I'll work on the question, okay, okay, sir.
Is it next week, as always, you ask again, we will talk again. Okay, so I'll work on the question, okay, okay, sir. See you thanks, thank you.
