{"id":3827,"date":"2012-09-02T19:12:03","date_gmt":"2012-09-02T16:12:03","guid":{"rendered":"http:\/\/kariyeryolculugu.com\/blog\/?p=3827"},"modified":"2012-09-02T19:12:03","modified_gmt":"2012-09-02T16:12:03","slug":"ceolar-neden-yaratici-kurum-kulturu-kurmakta-cuvalliyor","status":"publish","type":"post","link":"https:\/\/kariyeryolculugu.com\/blog\/2012\/09\/02\/ceolar-neden-yaratici-kurum-kulturu-kurmakta-cuvalliyor\/","title":{"rendered":"CEO’lar Neden Yarat\u0131c\u0131 Kurum K\u00fclt\u00fcr\u00fc Kurmakta \u00c7uvall\u0131yor?"},"content":{"rendered":"

2010 y\u0131l\u0131nda IBM taraf\u0131ndan yap\u0131lan ara\u015ft\u0131rmaya g\u00f6re<\/a> d\u00fcnyan\u0131n \u00f6nde gelen CEO\u2019lar\u0131n\u0131n belirledi\u011fi en \u00f6nemli liderlik \u00f6zelli\u011fi Yarat\u0131c\u0131l\u0131k.<\/a><\/p>\n

Bu sonuca ben \u015fa\u015f\u0131rd\u0131m do\u011frusu. Ya siz?<\/p>\n

Neden mi \u015fa\u015f\u0131rd\u0131m?<\/p>\n

CEO\u2019lar\u0131n yarat\u0131c\u0131l\u0131\u011f\u0131 \u00f6n plana \u00e7\u0131kart\u0131yor olmalar\u0131 demek, bir yerde, kurumun yarat\u0131c\u0131l\u0131\u011f\u0131n\u0131 yeteri kadar ortaya \u00e7\u0131kartamad\u0131klar\u0131n\u0131; inovasyonun istenen seviyede yer almad\u0131\u011f\u0131na i\u015faret.<\/a><\/p>\n

\"\"<\/a><\/p>\n

Madem yarat\u0131c\u0131l\u0131k bu denli \u00f6nemli, CEO\u2019lara \u015fu soruyu sormakta yarar g\u00f6r\u00fcyorum. D\u00fcnya muazzam bir h\u0131zda de\u011fi\u015fiyor. Teknoloji alan\u0131ndaki geli\u015fmeler y\u00f6netim anlay\u0131\u015flar\u0131n\u0131n<\/a> bireyi ve \u00e7evreyi daha fazla \u00f6n planda<\/a> tutmas\u0131n\u0131 gerektiriyor. Eski al\u0131\u015fkanl\u0131klardan vazge\u00e7meye mecbur b\u0131rak\u0131yor. Yarat\u0131c\u0131l\u0131\u011f\u0131 te\u015fvik edebilmek i\u00e7in bu geli\u015fmelere ayak uydurmak hatta geli\u015fmeleri ilk uygulayanlar aras\u0131nda olmak gerekiyor.<\/p>\n

Acaba CEO\u2019lar ve di\u011fer C-seviyesindeki y\u00f6netimler \u015firketlerde yarat\u0131c\u0131l\u0131\u011f\u0131 k\u00f6r\u00fckleyebilmek i\u00e7in kendilerini ne derece geli\u015ftirdiler<\/a>? Y\u00f6netimlerinin ve kurum k\u00fclt\u00fcrlerinin de\u011fi\u015fime adapte olabilmesi i\u00e7in nas\u0131l bir yakla\u015f\u0131m sergilediler?<\/p>\n

Bu ara\u015ft\u0131rma bir yerde CEO\u2019lar\u0131n kurumlar\u0131nda y\u00f6netim anlay\u0131\u015flar\u0131n\u0131n geli\u015fmesinde belki de s\u0131n\u0131fta kald\u0131klar\u0131n\u0131 g\u00f6steren bir sonu\u00e7. \u015eu sorulara bir bakal\u0131m.<\/p>\n

Liderlik \u201cyukar\u0131dan a<\/strong>\u015f<\/strong>a<\/strong>\u011f<\/strong>\u0131ya do<\/strong>\u011f<\/strong>rudur\u201d anlay\u0131<\/strong>\u015f<\/strong>\u0131 neden tarih olmad\u0131?<\/strong><\/p>\n

Baby Boomer jenerasyonu i\u00e7in liderlik demek, tepe noktaya \u00e7\u0131kmak ve sonra di\u011ferlerinin seni takip etmesini sa\u011flamak demek. Yukar\u0131daysan g\u00fc\u00e7l\u00fcs\u00fcnd\u00fcr ve en son s\u00f6z\u00fc hep sen s\u00f6ylersin. Di\u011ferlerinin de kurallar\u0131na s\u0131k\u0131 s\u0131k\u0131ya ba\u011fl\u0131 olmas\u0131n\u0131 istersin. G\u00fcven vermekle<\/a> u\u011fra\u015fmazs\u0131n, \u00e7\u00fcnk\u00fc \u00fcnvan\u0131n yeterlidir. Sana g\u00fcvenmeyen \u00e7al\u0131\u015fanla i\u015fin yoktur pek. Kurum yap\u0131lanmas\u0131 hiyerar\u015fiktir. Bu y\u00fczden de fikirler ve yarat\u0131c\u0131l\u0131k genellikle bir yerlerde s\u0131k\u0131\u015f\u0131r kal\u0131r.<\/p>\n

Oysa yarat\u0131c\u0131l\u0131\u011f\u0131 k\u00f6r\u00fcklemek i\u00e7in kurum k\u00fclt\u00fcr\u00fcn\u00fcn daha a\u00e7\u0131k ve payla\u015f\u0131ma elveri\u015fli olmas\u0131 gerekir. Yatay, yukar\u0131dan a\u015fa\u011f\u0131 ve a\u015fa\u011f\u0131dan yukar\u0131 y\u00f6netim eleledir. Yarat\u0131c\u0131l\u0131k \u00e7ok \u00f6nemliyse, yarat\u0131c\u0131l\u0131\u011f\u0131 te\u015fvik eden anlay\u0131\u015flar\u0131 geli\u015ftirmek ve uygulamaya koymak neden zor?<\/p>\n

Cevab\u0131 basit. \u00c7\u00fcnk\u00fc, de\u011fi\u015fmek hepimiz i\u00e7in zor<\/a>. Eski al\u0131\u015fkanl\u0131klar\u0131 b\u0131rakmak, yenilerini yerine koymak<\/a> kolay de\u011fil. Zaman, disiplin (s\u00fcreklilik) ve g\u00fc\u00e7l\u00fc bir motivasyon gerektirir.<\/p>\n

Lider davran\u0131\u015f<\/a> ba\u015fkalar\u0131n\u0131n liderli\u011fine a\u00e7\u0131k ve te\u015fvik edici olmakt\u0131r.<\/strong><\/p>\n

Eskiden liderlik konumunda yer alanlar, stratejiyi ve \u00f6nemli oldu\u011funa inand\u0131klar\u0131 i\u015fleri sadece kendilerinin yapabilece\u011fine inan\u0131rlard\u0131. Bu y\u00fczden de bilgi payla\u015f\u0131m\u0131n\u0131 pek tercih etmezlerdi. Bilgi payla\u015f\u0131m\u0131n\u0131 ve birlikte hareketi tercih etmediklerinden ileti\u015fim kopukluklar\u0131 ve \u00e7al\u0131\u015fan memnuniyetsizli\u011fi de had safhadayd\u0131.<\/p>\n

T\u00fcrkiye\u2019de ki e\u011fitim sistemine bakacak olursak, \u00f6\u011frenmenin \u00f6\u011fretmenden \u00f6\u011frenciye do\u011fru oldu\u011funu g\u00f6zlemleriz. K\u00fclt\u00fcr\u00fcm\u00fcze bakacak olursak, b\u00fcy\u00fcklerin s\u00f6z\u00fcn\u00fc dinlememiz \u00f6\u011f\u00fctlenir. Yani otorite, bilgi ve tecr\u00fcbe sahibi olan hep yukar\u0131dakidir. B\u00f6yle bir e\u011fitim ve anlay\u0131\u015f sistemi i\u00e7erisinde liderlik konumuna oturanlar\u0131n (lider olmasada) en bilgili olarak kendilerini g\u00f6rmeleri ve kendilerinden daha iyi fikirleri sadece kendilerinden yukar\u0131da olanlardan alabileceklerine inanmalar\u0131 elbette do\u011fal.<\/p>\n

E\u011fitim sisteminin hatalar\u0131n\u0131 belki de teknoloji d\u00fczeltiyor. Nas\u0131l m\u0131?<\/p>\n

\u00d6\u011frenmenin her y\u00f6nden olabilece\u011fini g\u00f6zetererek.<\/p>\n

Bug\u00fcn\u00fcn gen\u00e7leri ve teknoloji ile aras\u0131 bar\u0131\u015f\u0131k olanlar\u0131n beyinleri farkl\u0131 \u00e7al\u0131\u015f\u0131yor. Gary Hamel\u2019in WSJ i\u00e7in 2009 y\u0131l\u0131nda ele ald\u0131\u011f\u0131 noktalar hala ge\u00e7erli<\/a>. Bilginin, fikrin ya da \u00f6nerinin kimden geldi\u011fine bakmadan, yarat\u0131c\u0131, geli\u015ftirmeci ve topluma katk\u0131 sa\u011flayan yakla\u015f\u0131mlar\u0131 al\u0131yor ve de\u011ferlendiriyorlar. Yani etkile\u015fimleri her y\u00f6nden oluyor. Yeni liderlikte i\u015fte b\u00f6yle geli\u015fiyor. Sadece yukar\u0131dakinin sesine kulak vermek olmuyor.<\/p>\n

Kurumlar art\u0131k daha fazla \u015feffaf olmak i\u00e7in \u00e7al\u0131\u015f\u0131yorlar. \u015eeffaf olmayanlar\u0131n i\u015f d\u00fcnyas\u0131nda yer almas\u0131n\u0131n \u00e7ok zor olaca\u011f\u0131 kesinle\u015fiyor. Ayn\u0131 \u015fekilde, liderliklerinde, ileti\u015fimlerinde, \u00e7al\u0131\u015fma bi\u00e7imlerinde \u015feffaf olmayan liderlere ve kurum k\u00fclt\u00fcrlerine de yer olmayacak. \u00d6rne\u011fin, \u015feffafl\u0131k gizli sakl\u0131 i\u015f yapman\u0131n, kat\u0131l\u0131mc\u0131 hareketten uzak davranman\u0131n kap\u0131lar\u0131n\u0131 zorlayacak<\/a>. Hatta, gizli tutulan maa\u015f skalalar\u0131 dahi gelecekte a\u00e7\u0131k\u00e7a yay\u0131nlan\u0131yor olacak.<\/p>\n

Kat\u0131l\u0131mc\u0131 liderlik<\/a> dedi\u011fimiz \u015fey de i\u015fte bu asl\u0131nda. Kat\u0131l\u0131mc\u0131 liderlerin kendilerine olan ina\u00e7lar\u0131 y\u00fcksektir. Yani, bilgi payla\u015fmakla, etraflar\u0131n\u0131 karar alma s\u00fcre\u00e7lerine katmakla otoritelerinin sars\u0131laca\u011f\u0131n\u0131 ya da daha az de\u011ferli olacaklar\u0131n\u0131 d\u00fc\u015f\u00fcnmezler.<\/p>\n

Inclusive Leadership, Will a Hug Do? \ud83d\ude42 Deloitte.<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

2010 y\u0131l\u0131nda IBM taraf\u0131ndan yap\u0131lan ara\u015ft\u0131rmaya g\u00f6re d\u00fcnyan\u0131n \u00f6nde gelen CEO\u2019lar\u0131n\u0131n belirledi\u011fi en \u00f6nemli liderlik \u00f6zelli\u011fi Yarat\u0131c\u0131l\u0131k. Bu sonuca ben \u015fa\u015f\u0131rd\u0131m do\u011frusu. Ya siz? Neden mi \u015fa\u015f\u0131rd\u0131m? CEO\u2019lar\u0131n yarat\u0131c\u0131l\u0131\u011f\u0131 \u00f6n plana \u00e7\u0131kart\u0131yor olmalar\u0131 demek, bir yerde, kurumun yarat\u0131c\u0131l\u0131\u011f\u0131n\u0131 yeteri kadar ortaya \u00e7\u0131kartamad\u0131klar\u0131n\u0131; inovasyonun istenen seviyede yer almad\u0131\u011f\u0131na i\u015faret. Madem yarat\u0131c\u0131l\u0131k bu denli \u00f6nemli, CEO\u2019lara \u015fu […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"_s2mail":"yes","footnotes":""},"categories":[43,51,77,78,80],"tags":[],"views":9608,"_links":{"self":[{"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/posts\/3827"}],"collection":[{"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/comments?post=3827"}],"version-history":[{"count":0,"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/posts\/3827\/revisions"}],"wp:attachment":[{"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/media?parent=3827"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/categories?post=3827"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/kariyeryolculugu.com\/blog\/wp-json\/wp\/v2\/tags?post=3827"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}