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M\u00fc\u015fteri odakl\u0131l\u0131k taraf\u0131nda, organizasyonlar \u00e7ok h\u0131zl\u0131 bir \u015fekilde m\u00fc\u015fteriyi dinler, geri bildirim al\u0131r, aksiyon al\u0131r ve ba\u015far\u0131l\u0131 sonu\u00e7lar yarat\u0131rlar.\\n\\nOrganizasyonlar\u0131n de\u011fi\u015fime h\u0131zl\u0131 ve verimli adapte olabilme esnekli\u011fi, kapasitesi, yetene\u011fi ba\u015far\u0131lar\u0131 i\u00e7in \u00f6nemlidir.. De\u011fi\u015fim vazge\u00e7ilmez bir ger\u00e7ektir. De\u011fi\u015fime adapte olabilme \u015firketlerin ya\u015famas\u0131 ve rekabet g\u00fcc\u00fc a\u00e7\u0131s\u0131ndan olduk\u00e7a \u00f6nemli bir konudur. Pandemi d\u00f6neminde, h\u0131zlanan ve b\u00fct\u00fcn \u015firketlerin g\u00fcndeminde olan dijital transformasyon, de\u011fi\u015fime h\u0131zl\u0131 bir \u015fekilde adapte olmak gereklili\u011fini ortaya koymu\u015ftur. Dijital transformasyonla birlikte, hi\u00e7 beklenmedik bir \u015fekilde \u00e7ok say\u0131da rakip oyuncu ortaya \u00e7\u0131kabilecektir. \u015eirketlerin bunlara haz\u0131rl\u0131kl\u0131 olmas\u0131 ve h\u0131zl\u0131 bir \u015fekilde organizasyon yap\u0131s\u0131n\u0131, i\u015f yap\u0131\u015f bi\u00e7imlerini buna g\u00f6re adapte edebilmeleri \u00f6nemlidir.\\n\\n\u00c7al\u0131\u015fanlar a\u00e7\u0131s\u0131ndan bak\u0131ld\u0131\u011f\u0131nda; \u00e7evik organizasyonlarda, ekip \u00fcyeleri birbirinden \u00f6\u011frenirler. Bu konu, \u00e7al\u0131\u015fanlar\u0131n kariyerlerini zenginle\u015ftirmektedir. Ayn\u0131 zamanda belirsizli\u011fi ve de\u011fi\u015fimi y\u00f6netebilmektedirler, i\u015fin b\u00fct\u00fcn\u00fcn\u00fc olu\u015fturan par\u00e7alar konusunda geli\u015fim g\u00f6stermektedirler. \u00c7evik organizasyonlarda g\u00fc\u00e7, liderden tak\u0131mlara b\u0131rak\u0131lm\u0131\u015ft\u0131r. Tak\u0131mda sahiplik duygusu yaratmaktad\u0131r. \u00c7al\u0131\u015fanlar, bir tak\u0131m halinde \u00e7al\u0131\u015fma ve i\u015fin b\u00fct\u00fcn\u00fcn\u00fc g\u00f6rme konusunda bir f\u0131rsat yakalamaktad\u0131rlar. Bu i\u015f yap\u0131\u015f bi\u00e7iminde, yatay organizasyon s\u00f6z konusudur.\u00c7al\u0131\u015fanlar\u0131n i\u015fin b\u00fct\u00fcn\u00fcne hakim olmas\u0131 ve karar noktas\u0131nda olmas\u0131, ana motivasyon kaynaklar\u0131d\u0131r.\\n\\n\u00c7evik liderler, kendini sorgulayan, hizmet eden, ekibe yetki vermekten sak\u0131nmayan, ekibin geli\u015fmesine imkan tan\u0131yan, engelleri kald\u0131ran, bozulmalar da m\u00fcdahale eden liderler olarak tan\u0131mlanmaktad\u0131r. \u00c7evik organizasyonlarda geri bildirimler a\u00e7\u0131k olarak yap\u0131lmaktad\u0131r. \u00c7evik tak\u0131mlar, birbirlerine gruba a\u00e7\u0131k olacak \u015fekilde geri bildirim vermektedirler. Bu \u00e7al\u0131\u015fanlar a\u00e7\u0131s\u0131ndan \u00e7ok de\u011ferlidir, farkl\u0131 perspektiflerden geri bildirimler alma imkan\u0131 olmaktad\u0131r. Liderlerin de bu geri bildirim format\u0131nda uygun \u015fekilde konumlanmalar\u0131. \u00f6nemlidir.\u00c7evik i\u015f yap\u0131\u015f bi\u00e7iminin \u00e7al\u0131\u015fan a\u00e7\u0131s\u0131ndan \u00f6d\u00fcl\u00fc i\u015f tatminidir.\\n\\nLiderler, \u00e7evik organizasyonlar\u0131n deneyimlerini inceleyip, fayda sa\u011flayabileceklerine inand\u0131klar\u0131 konular\u0131 kendi organizasyonlar\u0131nda, i\u015f yap\u0131\u015f bi\u00e7imlerine ge\u00e7irebileceklerdir. Yap\u0131lan uygulamalar\u0131n, sonu\u00e7lar\u0131n\u0131n k\u0131sa ve uzun vadede de\u011ferlendirmelerinin yap\u0131lmas\u0131 ve zaman i\u00e7ersinde evrilmesi de m\u00fcmk\u00fcnd\u00fcr.”}]},{“component”:”hc_column”,”id”:”column_TWwGF”,”column_width”:”col-md-12″,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”css_classes”:””,”custom_css_classes”:”socialbox”,”custom_css_styles”:””,”main_content”:[{“component”:”hc_space”,”id”:”uwLus”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”size”:”space-sm”,”height”:””},{“component”:”hc_text_block”,”id”:”24v2t”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”content”:”Payla\u015f”},{“component”:”hc_social_share_buttons”,”id”:”ijfXb”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”style”:”icon-links-button”,”size”:””,”alignment”:””,”type”:””,”social_colors”:true,”fb”:true,”fb_link”:””,”tw”:true,”tw_link”:””,”pi”:true,”pi_link”:””,”li”:true,”li_link”:””}]}],”section_settings”:””},”section_dDpN7″:{“component”:”hc_section”,”id”:”section_dDpN7″,”section_width”:””,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”vertical_row”:””,”css_classes”:”section-color “,”custom_css_classes”:””,”custom_css_styles”:””,”section_content”:[{“component”:”hc_column”,”id”:”XLZ44″,”column_width”:”col-md-12″,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”main_content”:[{“component”:”hc_title_tag”,”id”:”4AoyD”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”text”:”Son Yaz\u0131lar”,”tag”:”h2″},{“component”:”hc_space”,”id”:”TsAHd”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”size”:”space”,”height”:””},{“component”:”hc_pt_grid_list”,”id”:”J9IEW”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”post_type_slug”:”post”,”post_type_category”:”yazilar”,”column”:”2″,”column_lg”:”2″,”column_md”:”2″,”column_sm”:”1″,”column_xs”:”1″,”margins”:””,”pag_type”:”load_more”,”pag_items”:”2″,”pag_size”:”pagination-lg”,”pag_animation”:”fade-top”,”pag_scroll_top”:false,”pag_position”:”align-center”,”pag_button_prev”:””,”pag_button_next”:””,”lm_lazy”:false,”lm_button_text”:”Daha Fazla”,”box”:”blog_top”,”boxed”:true,”extra”:false,”content”:””,”title_length”:”36″,”excerpt_length”:”75″,”title_size”:”text-md”,”custom_css”:””,”button_text”:””,”button_style”:”square”,”button_dimensions”:”btn-lg”,”button_animation”:false,”button_icon”:””}]}],”section_settings”:””},”scripts”:{“lightbox”:”magnific-popup.min.js”,”pagination”:”pagination.min.js”},”css”:{“lightbox”:”css\/magnific-popup.css”,”content_box”:”css\/content-box.css”,”media_box”:”css\/media-box.css”},”css_page”:””,”template_setting”:{},”template_setting_top”:{},”page_setting”:{“settings”:[“lock-mode-off”]},”post_type_setting”:{“settings”:{“image”:”https:\/\/www.cigdemguven.com\/medias\/2020\/11\/cigdem-guven-agility-1024×683.jpg|700|1050|589″,”excerpt”:”Organizasyonlar\u0131n, mevcut i\u015f yap\u0131\u015f bi\u00e7imlerinden sonu\u00e7 alamamalar\u0131 ve bir aray\u0131\u015f i\u00e7ine girmeleri halinde, \u00e7evik i\u015f yap\u0131\u015f bi\u00e7imini benimsemeleri m\u00fcmk\u00fcnd\u00fcr. \u00c7evik organizasyonlar\u0131n \u00e7\u0131kt\u0131lar\u0131n\u0131; h\u0131zl\u0131 karar alma; h\u0131zl\u0131 adaptasyon; h\u0131zl\u0131 \u00fcr\u00fcn ve servis \u00e7\u0131karma; organizasyon i\u00e7erisindeki entel kapasite kullan\u0131m\u0131 ; verimlilik; kalite; hiyerar\u015finin azalmas\u0131; empati; i\u015fbirli\u011fi; tak\u0131m dinamizmi; belirsizli\u011fi y\u00f6netme; de\u011fi\u015fimi y\u00f6netme; yatay yap\u0131lar, m\u00fc\u015fteri odakl\u0131l\u0131k olarak sayabiliriz.”,”extra_1″:”Yaz\u0131”,”extra_2″:””,”icon”:{“icon”:””,”icon_style”:””,”icon_image”:””}}}}<\/p>
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