D\u00fcnyan\u0131n en b\u00fcy\u00fck \u015firketlerinden baz\u0131lar\u0131, \u00a0zorlu ve de\u011fi\u015fken ko\u015fullara ra\u011fmen b\u00fcy\u00fcmeyi s\u00fcrd\u00fcr\u00fcyor. Peki onlar\u0131 rakiplerinden ay\u0131ran ne? \u00c7o\u011fu zaman onlar\u0131 farkl\u0131la\u015ft\u0131ran, pe\u015f pe\u015fe ger\u00e7ekle\u015ftirdikleri b\u00fcy\u00fck sat\u0131n almalar ya da y\u00fcksek riskli yeni giri\u015fimler de\u011fil; inovasyondan yararlanarak ana i\u015flerini s\u00fcrekli yeniden \u00a0\u015fekillendirmeleri ve bir sonraki b\u00fcy\u00fcme dalgas\u0131n\u0131 yaratabilmeleri. BCG bu kapasiteyi \u201ccanl\u0131l\u0131k\u201d (vitality) olarak tan\u0131ml\u0131yor ve geli\u015ftirdi\u011fi endeks arac\u0131l\u0131\u011f\u0131 ile \u00f6l\u00e7ebiliyor.<\/p>\n
2026 versiyonu yay\u0131nlanan ara\u015ft\u0131rmada, 3.500’den fazla \u015firket son be\u015f y\u0131ll\u0131k performanslar\u0131 \u00fczerinden incelendi. BCG ayr\u0131ca piyasa de\u011feri en az 25 milyar dolar olan \u015firketler aras\u0131ndan, kendi sekt\u00f6rlerinde canl\u0131l\u0131k a\u00e7\u0131s\u0131ndan \u00f6ne \u00e7\u0131kan 25 b\u00fcy\u00fck \u015firketi mercek alt\u0131na ald\u0131. Bulgular,\u00a0inovasyonu yaln\u0131zca yeni \u00fcr\u00fcn geli\u015ftirmekle s\u0131n\u0131rlamay\u0131p mevcut faaliyetlerine entegre eden b\u00fcy\u00fck \u00f6l\u00e7ekli \u015firketlerin rakiplerinden anlaml\u0131 \u015fekilde ayr\u0131\u015ft\u0131\u011f\u0131n\u0131 ortaya koyuyor<\/strong>.\u00a0Rapora g\u00f6re, y\u00fcksek canl\u0131l\u0131k seviyesine sahip b\u00fcy\u00fck \u00f6l\u00e7ekli \u015firketler son be\u015f y\u0131lda y\u0131ll\u0131k ortalama %11,5 gelir b\u00fcy\u00fcmesi kaydetti.<\/strong>\u00a0 Bu \u015firketlerin y\u0131ll\u0131k toplam hissedar getirisi (TSR), canl\u0131l\u0131k a\u00e7\u0131s\u0131ndan en d\u00fc\u015f\u00fck \u00e7eyreklik dilimde yer alan \u015firketlerden 3,1 puan daha y\u00fcksek ger\u00e7ekle\u015fti. Be\u015f y\u0131ll\u0131k d\u00f6nemde canl\u0131l\u0131k seviyesini belirgin bi\u00e7imde art\u0131ran \u015firketler, ara\u015ft\u0131rmadaki di\u011fer \u015firketlere k\u0131yasla y\u0131ll\u0131k toplam hissedar getirisinde (TSR) 6,8 puanl\u0131k ek avantaj sa\u011flad\u0131.<\/p>\n En canl\u0131 \u015firketleri rakiplerinden ay\u0131ran \u00fc\u00e7 \u00f6zellik<\/strong><\/p>\n Ara\u015ft\u0131rman\u0131n dikkat \u00e7eken bir di\u011fer bulgusu ise en y\u00fcksek performans\u0131 g\u00f6steren 25 \u015firketin ba\u015far\u0131s\u0131n\u0131 \u00fc\u00e7 temel yetkinli\u011fin beslemesi:\u00a0iddial\u0131 b\u00fcy\u00fcme hedefleri, y\u00fcksek yetenek yo\u011funlu\u011fu ve b\u00fcy\u00fcme odakl\u0131 kurum k\u00fclt\u00fcr\u00fc<\/strong>. BCG’ye g\u00f6re bu \u00fc\u00e7 unsur birbirini g\u00fc\u00e7lendirerek inovasyonun kal\u0131c\u0131 i\u015f sonu\u00e7lar\u0131na d\u00f6n\u00fc\u015fmesini sa\u011fl\u0131yor. Raporda piyasa de\u011feri 25 milyar dolar\u0131n \u00fczerinde olan ve “en canl\u0131” \u015firketler aras\u0131nda g\u00f6sterilen Tesla, Apple, L’Or\u00e9al, Herm\u00e8s ve LG Energy Solution gibi \u00a0\u015firketler yak\u0131ndan inceleniyor.<\/p>\n Gelecekteki b\u00fcy\u00fcme potansiyeli 15 farkl\u0131 g\u00f6sterge \u00fczerinden \u00f6l\u00e7\u00fclebiliyor<\/strong><\/p>\n BCG’nin geli\u015ftirdi\u011fi Canl\u0131l\u0131k Endeksi, \u015firketlerin gelecekte b\u00fcy\u00fcme kapasitesini\u00a015 farkl\u0131 g\u00f6sterge<\/strong>\u00a0\u00fczerinden de\u011ferlendiriyor. Geni\u015f bir veri seti kullan\u0131larak olu\u015fturulan endeks, \u015firketlerin s\u00fcrd\u00fcr\u00fclebilir b\u00fcy\u00fcme potansiyelini g\u00f6r\u00fcn\u00fcr hale getiriyor.<\/p>\n CEO\u2019lar canl\u0131l\u0131\u011f\u0131 nas\u0131l art\u0131rabilir?<\/strong><\/p>\n BCG\u2019ye g\u00f6re canl\u0131l\u0131k statik bir \u00f6zellik de\u011fil; \u015firketlerin \u00f6l\u00e7ebilece\u011fi, g\u00fc\u00e7lendirebilece\u011fi ve zaman i\u00e7inde yeniden geli\u015ftirebilece\u011fi bir kapasite. Ara\u015ft\u0131rma, gelecekteki b\u00fcy\u00fcme kapasitesini g\u00fc\u00e7lendirmek isteyen \u015firketler i\u00e7in be\u015f temel aksiyona i\u015faret ediyor.<\/p>\n \u0130lk ad\u0131m: \u0130novasyonu merkeze ta\u015f\u0131mak.<\/strong>\u00a0\u015eirketler uzun s\u00fcredir inovasyonu kulu\u00e7ka merkezleri, giri\u015fim fonlar\u0131, dijital laboratuvarlar veya kurumsal giri\u015fim sermayesi gibi organizasyonun \u2018\u2019\u00e7evresinde\u2019\u2019 konumland\u0131r\u0131yor. Ancak canl\u0131l\u0131k liderleri, inovasyonu ayr\u0131 bir ekibe devretmek yerine ana i\u015fin b\u00fcy\u00fcme motorunun bir par\u00e7as\u0131 haline getiriyor. Her i\u015f biriminden yeni b\u00fcy\u00fcme kaynaklar\u0131n\u0131 belirlemesi, geli\u015ftirmesi ve \u00f6l\u00e7eklemesi bekleniyor.<\/p>\n \u0130kinci ad\u0131m: Canl\u0131l\u0131\u011f\u0131 di\u011fer kritik performans g\u00f6stergeleri gibi \u00f6l\u00e7mek.\u00a0<\/strong>Gelir, k\u00e2rl\u0131l\u0131k ve nakit ak\u0131\u015f\u0131 nas\u0131l d\u00fczenli olarak takip ediliyorsa, canl\u0131l\u0131\u011f\u0131n 15 g\u00f6stergesi de izlenerek k\u00fc\u00e7\u00fck sorunlar b\u00fcy\u00fcmeden \u00f6nce y\u00f6n de\u011fi\u015ftirilmesi gerekiyor.<\/p>\n \u00dc\u00e7\u00fcnc\u00fc ad\u0131m: Net bir sahiplik ve hesap verebilirlik mekanizmas\u0131 olu\u015fturmak.<\/strong>\u00a0Canl\u0131l\u0131k yaln\u0131zca inovasyon, Ar-Ge ya da strateji biriminin sorumlulu\u011funda de\u011fil; t\u00fcm \u015firketi ilgilendiriyor. Bu nedenle CEO, CFO veya stratejiden sorumlu \u00fcst d\u00fczey bir y\u00f6neticinin canl\u0131l\u0131\u011f\u0131n geli\u015ftirilmesi konusunda a\u00e7\u0131k bir sorumluluk \u00fcstlenmesi \u00f6nem ta\u015f\u0131yor.<\/p>\n D\u00f6rd\u00fcnc\u00fc ad\u0131m: En kritik canl\u0131l\u0131k a\u00e7\u0131klar\u0131na odaklanmak.\u00a0<\/strong>En canl\u0131 \u015firketler 15 g\u00f6stergenin tamam\u0131n\u0131 ayn\u0131 anda geli\u015ftirmeye \u00e7al\u0131\u015fm\u0131yor. Bunun yerine, kendi rekabet ortamlar\u0131nda gelecekteki b\u00fcy\u00fcmeyi en fazla s\u0131n\u0131rlayan birka\u00e7 alana odaklan\u0131yor ve yat\u0131r\u0131mlar\u0131n\u0131 burada yo\u011funla\u015ft\u0131r\u0131yor.<\/p>\n Son ad\u0131m: Canl\u0131l\u0131\u011f\u0131 kurumsal d\u00f6n\u00fc\u015f\u00fcm\u00fcn ayr\u0131lmaz bir par\u00e7as\u0131 haline getirmek.<\/strong>\u00a0Ama\u00e7 tek seferlik bir d\u00f6n\u00fc\u015f\u00fcm ger\u00e7ekle\u015ftirmek de\u011fil; b\u00fcy\u00fcme hedeflerini, yetenekleri ve kurum k\u00fclt\u00fcr\u00fcn\u00fc s\u00fcrekli geli\u015ftirerek \u015firketin gelecekteki b\u00fcy\u00fcme kapasitesini canl\u0131 tutmak.<\/p>\n Rapor CEO\u2019lar i\u00e7in kritik bir soru ortaya koyuyor: \u201c\u015eirketinizin gelecekteki b\u00fcy\u00fcme potansiyelini bug\u00fcnden \u00f6l\u00e7ebiliyor musunuz?\u201d<\/strong><\/p>\n Ara\u015ft\u0131rma, gelecekteki b\u00fcy\u00fcme potansiyelinin yaln\u0131zca bug\u00fcnk\u00fc finansal performansla de\u011ferlendirilemeyece\u011fini ortaya koyuyor. B\u00fcy\u00fcme hedeflerini, yetenek yap\u0131lar\u0131n\u0131 ve kurum k\u00fclt\u00fcrlerini g\u00fc\u00e7lendirirken inovasyonu ana i\u015flerinin bir par\u00e7as\u0131 haline getiren \u015firketler, gelecekteki b\u00fcy\u00fcme i\u00e7in daha g\u00fc\u00e7l\u00fc bir zemin olu\u015fturuyor. Rapora g\u00f6re CEO\u2019lar\u0131n yaln\u0131zca \u015firketlerinin bug\u00fcnk\u00fc performans\u0131na de\u011fil, gelecekte s\u00fcrd\u00fcr\u00fclebilir b\u00fcy\u00fcme yaratacak kapasiteyi ne \u00f6l\u00e7\u00fcde geli\u015ftirdiklerine de odaklanmalar\u0131 gerekiyor.<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n Kaynak: (BYZHA) Beyaz Haber Ajans\u0131<\/p>\n","protected":false},"excerpt":{"rendered":" D\u00fcnyan\u0131n en b\u00fcy\u00fck \u015firketlerinden baz\u0131lar\u0131, \u00a0zorlu ve de\u011fi\u015fken ko\u015fullara ra\u011fmen b\u00fcy\u00fcmeyi s\u00fcrd\u00fcr\u00fcyor.<\/p>\n","protected":false},"author":1,"featured_media":29218,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[21],"tags":[],"class_list":["post-29217","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ekonomi"],"_links":{"self":[{"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/posts\/29217","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/comments?post=29217"}],"version-history":[{"count":1,"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/posts\/29217\/revisions"}],"predecessor-version":[{"id":29219,"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/posts\/29217\/revisions\/29219"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/media\/29218"}],"wp:attachment":[{"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/media?parent=29217"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/categories?post=29217"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/akdenizolay.com.tr\/index.php\/wp-json\/wp\/v2\/tags?post=29217"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}