CONSULTANCY

Although the concept of innovation is tried to be explained with words such as innovation, the most prominent fiction of the concept of innovation is that it can create value in the organization. “Innovation”, which is one of the most important concepts of recent years, is seen as a key element that is necessary for organizations to adapt to change, which is in a great economic, social and cultural change today. Firms can survive in the current and increasingly complex global competitive environment as long as they can adapt to and manage changes well. Today, the most important way to grow profitably is innovation and to manage innovation successfully in a sustainable manner.

However, various obstacles are encountered in organizations within the current conditions. These obstacles cause organizations to carry out innovation activities within the system fiction and often cause the process to result in failure.

Intra-Organizational Conditions Obstructing Organizational Innovation: The firm’s existing knowledge is incompatible with the innovation to be made, the technological infrastructure is not at an adequate level, innovation is not established in organizations as a culture and employees’ attitudes towards innovation (R&D Inadequacy, Inadequacy of Employees, Budget, etc.).

Non-Organizational Conditions that hinder Organizational Innovation: rapid change in the environment and incompatibility between knowledge diffusion and organizational structure, uncertainty level of the environment and competitive environment (High Inflation, Crisis Environment, Expensive Technologies, etc.).

Innovation is a risky process involving uncertainty. In organizations, there is a certain resource consumption in innovation-based studies. In order to minimize the likelihood of failure of the studies for which a significant amount of time, human resources and financial resources are allocated, innovation-based processes should be integrated into the culture of organizations. This will be possible by managing innovation effectively and creating a system that will ensure continuity within the organization. Therefore, an effective innovation management system should be provided from the idea stage of the innovation process to the commercialization/market launch or production stage.

As YÖNDES, within the framework of the program we have developed, we are establishing a “Sustainable Innovation Management System” that will enable organizations to effectively manage their innovation processes and increase their success rate by ensuring the sustainability of these processes in a 10-week period.

In addition, YÖNDES is one of the strategic stakeholders of the “Innovation Management Academy” developed as a result of the efforts of the Turkish Exporters Assembly and the Aegean Exporters’ Association. The Innovation Management Academy was created to establish the project-based working infrastructure of companies and support mechanisms for R&D and innovation, and is supported by special training programs designed with a modular integrated result-oriented approach. Please visit our Training section for detailed information about our Innovation Training with our accredited trainers.

The only way for a company to operate in balance with its main elements and on the basis of efficiency is to operate with a “process-based” management approach. The organization must design, manage and improve its processes in a way that supports its policies and strategies, fully satisfies its customers and other stakeholders, and increases added value for them.

A process is a set of operations that creates outputs that will create added value for internal/external customers by providing one or more inputs. Companies carry out more than one process together while continuing their activities. The correct definition of the coordination and interaction between these processes is one of the important factors that increase company performance. For this reason, companies must first define the processes they carry out correctly.

Process Management; It is a management approach based on operating our business processes in a way to produce services with the least cost and highest efficiency in order to be superior to competitors by producing in a way that will meet customer demands and expectations and create value in the eyes of your customers.

Enterprise risk management is a process that aims to manage the opportunities and risks of businesses correctly at every stage of the organization. In the CRM process, mechanisms that provide control, security and continuity at every step of the organization should be established and the integration of these mechanisms with each other and all sub-units of the organization should be ensured.

Enterprise risk management practice is based on an integrated structure in which various quantitative and qualitative techniques, which are intertwined with each other but formed by different management systems, are applied together. The process of transition from the classical risk management approach, where business risks are evaluated independently from each other, to this integrated structure is called the Enterprise Risk Management Process.

In order for Enterprise Risk Management to be carried out effectively, the risks that may arise from the internal and external environment in which the company operates should be identified based on the critical performance indicators of the processes managed within the company and during group work with the managers, the probability of occurrence of these risks, the frequency of occurrence and the degree of risk should be estimated, and the measures to be taken should be determined by analyzing their effects on the company’s performance, balance sheet and capital adequacy. The activities to be carried out by the company in order to prevent exposure to these risks, improvements to be made in existing processes, procedures and practices and investment requirements should be defined, transformed into an action plan and responsible persons should be assigned.

In addition, risk areas and risk severity should be redefined in relation to processes and process performances as a result of the evaluation of the company’s current practices, risks that can be prevented through improvements in practices and procedures should be included in the activity plan, and risk definitions that are more strategic and need to be continuously monitored and measured should be positioned in the risk matrix. However, although some risk definitions are not currently considered as risks within the company, they should be identified due to the risk they may pose if not taken into consideration and their impact on company sustainability. In this way, it is aimed to control these risks continuously.

In this context, the Risk Management Process can be defined according to the model defined below.

Our Enterprise Risk Management process stages:
– Establishing the Enterprise Risk Management Environment (Risk Culture & Goals & Strategies)
– Identification and Assessment of Risks
– Implementation of Enterprise Risk Management Transformation Process
– Continuous Monitoring and Review

Developing a successful business strategy requires first a comprehensive understanding of the market and customers, and then offering the right products and services to customers at the right place and at the right time. The most important thing is that this is sustainable; creating loyal customers without interrupting communication. Today, especially in B2B companies, the sales department can be mistaken for the marketing department, and the activities carried out on behalf of sales are thought to be marketing activities. There may not be an autonomous marketing department or marketing may be perceived as a sub-branch of sales and the marketing manager may report to the sales director. Since not all issues that fall within the field of marketing are known, it may be sufficient to have a specialist who carries out brand communication/marketing communication activities, again reporting to the sales manager.The focal point of marketing has become the consumer and the product/service is in the second plan. In other words, today’s businesses, which want the consumer to buy the product / service again and set the first goal of leaving a good image in the minds of the consumer, have now adopted the new marketing approach. Modern marketing understanding requires businesses to have an understanding of the needs of consumers instead of the goods they produce. In other words, an understanding that guarantees goods and provides after-sales service when necessary for the satisfaction of consumers is one of the most important elements of the new marketing approach.

Another important title and service area in this field is “Crisis Communication”. The success of crisis management in companies depends on the existence of pre-prepared crisis and crisis communication plans. Preparing scenarios for possible crises and taking precautions against internal and external stimuli contribute to crisis prevention and crisis preparedness. Risk parameters should be assessed by categorizing crisis areas. Strategies and tactics should be developed to deal with potential crises and the target audience that will be affected by the crisis should be identified. In addition, communication is the main factor that transforms crisis management into success and turns the crisis into an opportunity. In crisis communication, which is the meeting of the decisions we have taken about the crisis with their own goals by creating a perception on the relevant social partners, awareness is provided in opportunities based on perceptions. Crisis communication management is the effective operation of business, relationship, communication and information processes in accordance with strategic communication objectives developed under the special conditions inherent in the nature of the crisis environment.

Supply Chain Management is the management of materials/products, money and information between suppliers, manufacturers, distributors, retailers and customers in a value chain in order for a good to reach the end customer from raw material procurement to production and distribution;
To increase customer satisfaction,
Reducing cycle time,
Reducing inventory and inventory related costs,
Reducing product defects,
Reducing the cost of activity.In order to achieve this goal, all processes within the Supply Chain need to be analyzed in detail, disconnects identified and redesigned in line with company objectives.

Why is Supply Chain Management Needed?
Operation errors and cost pressure
Increased levels of outsourcing
Increased transportation costs
Competitive pressures
Increasing number of products, shorter product life cycles, increasing demand for product customization
Increasing globalization
increasing importance of e-commerce
Complexity of the supply chain
Problems in stock management (missing, excess, wrong stock structuring)

As YÖNDES, Supply Chain Management is our project approach;

Preliminary Analysis: Reviewing the company’s general working style, vision and mission, strategic goals and objectives by conducting an internal analysis

Current Situation Analysis: Identifying supply chain management components, analyzing business processes

Identification of Disconnects: Classification of the disconnections identified in the current situation analysis, evaluation of informatics options

Benchmark: Benchmarking and evaluating the company’s current situation and business results, setting company goals and analyzing the differences between them

Design: Redesign of supply chain components in line with company objectives and benchmark results

Clarification of company objectives: Determining the company’s performance indicators and establishing monitoring methods and tools in line with the new design

Implementation and monitoring: Carrying out internalization studies with the stages of training, implementation, monitoring and evaluation of the new design to supply chain stakeholders

In addition to these processes, B2B system modeling aims to integrate supply chain management with information systems. Therefore, effectiveness and efficiency are also increased.

In order to be successful in competitive, global world markets and globalizing economies, it is essential to develop a quality assurance system that has a minimum level on the basis of competing businesses and countries. In order to achieve this, traditional systems and ideas should be abandoned and modern quality thinking and management should be dominant in enterprises. Today, many countries in international markets require various quality certificates for goods and services that will enter the borders of their own country. Our Management Systems Consultancy process includes pre-audit services from the selection of the certification body to the selection of the certification body, from the beginning to the end of the companies. Thus, our customers minimize the risk of certification. If desired, as YÖNDES, we continue our services to the companies that are entitled to receive the certificate in the development of management systems and continuous follow-up of the improvement stages.