Friday, October 15, 2010
GÖKHAN KURTARAN
ISTANBUL - Hürriyet Daily News
Turkish growth helps accelerate the world’s competitiveness but the country should also consider the world’s giant companies that are interested in its domestic market, according to researcher Robert S. Kaplan.
“We are aware of Turkey’s expanding role in the world economy; that is wonderful,” Kaplan, a researcher in executive education teaching and performance management systems, said in a speech Friday at the Istanbul SAP Forum. “With every good there is a countervailing force. As Turkey expands by exporting, it will encounter more competition in those new regions.”
As Turkey’s domestic market grows, large companies from other countries will reach out to Turkish consumers as well, Kaplan said.
According to Kaplan, these two forces combine to make it even more important for Turkish enterprises to be “very well managed” and “to have a clear strategy” for success. “As you go forward in this more competitive environment, the premium on excellent management and leadership become much higher,” Kaplan told the Hürriyet Daily News & Economic Review.
Kaplan said he has been impressed with the economic growth of Turkey in recent years. “What I see in Turkey [is a] more modernization and more sophistication in their management of approaches,” said Kaplan.
When he visited Turkey nearly 10 years ago, he said he encountered large business groups mostly managed by “informal processes formed by the vision of family members that established the business groups.”
“In this visit, I see that there is a great professionalism within the diverse business groups of Turkey, where they are adapting and implementing the most contemporary and modern management ideas with no hesitation,” he said, adding that Turkish businesspeople were creating more effective and successful Turkish enterprises by increasing their competitiveness throughout the world.
“Last week I was in Brazil and now I am in Turkey. I could easily say that the emerging economies are growing much faster than the Western ones,” Kaplan told the Daily News.
He also said Turkish banks had already reached the level of the Western banks and, looking at the United States and the European Union, “it will still take long time to get out of the recession.”
Noting that Turkey’s household, corporate and financial sectors have much stronger bases than Western countries, Kaplan said, “Turkey posted above-10-percent growth, which we cannot even dream of in Western Europe or in the United States.”
He said the exit out of the crisis would take a longer time than expected since the recent crisis was mainly credit-driven, which differs from the Great Depression.
The author of “The Strategy Focused Organization,” chosen as the best international business book for the year 2000, and “Balanced Scorecard: Translating into Action,” the 2001 Wildman medal-winner, said one of the major problem in the recent years is the “wrong implementation of the right strategies” in many enterprises, especially during the economic crisis.
Kaplan said every year, many surveys ask senior executives of global companies “what the major challenges that they face in management are.”
“Strategy execution stands as the biggest concern and problem that they all face,” said Kaplan. Many surveys indicate that almost 60 to 80 percent of the companies failed to meet the targets that they established in their strategy over the last 15 years.
According to Kaplan, all those strategies failed not because they were bad strategies but “they were not executed well.”
Kaplan said that with the global economic crisis, execution of the right strategy in company management has become more important than before.
“Nearly 25-30 years ago we learnt from the Japanese how to make quality management in science. Quality management not only consisted of putting a lot of inspectors in there to inspect,” but rather implementing successful management processes to be executed in order to deliver the products and services, he said.
“Now we have gone through parallel steps to look at the systematic processes that the company could follow thanks to the new generation of technology that has helped people to standardize their strategy execution processes,” Kaplan said.
Kaplan said the most important ingredient is leadership, as without effective leadership, no strategy could work well.
Moreover, he said people would need to encourage potential leaders to be able to translate their vision into their strategies and to communicate with all employees and engage them in this “journey of successful strategy execution.”
“We are aware of Turkey’s expanding role in the world economy; that is wonderful,” Kaplan, a researcher in executive education teaching and performance management systems, said in a speech Friday at the Istanbul SAP Forum. “With every good there is a countervailing force. As Turkey expands by exporting, it will encounter more competition in those new regions.”
As Turkey’s domestic market grows, large companies from other countries will reach out to Turkish consumers as well, Kaplan said.
According to Kaplan, these two forces combine to make it even more important for Turkish enterprises to be “very well managed” and “to have a clear strategy” for success. “As you go forward in this more competitive environment, the premium on excellent management and leadership become much higher,” Kaplan told the Hürriyet Daily News & Economic Review.
Kaplan said he has been impressed with the economic growth of Turkey in recent years. “What I see in Turkey [is a] more modernization and more sophistication in their management of approaches,” said Kaplan.
When he visited Turkey nearly 10 years ago, he said he encountered large business groups mostly managed by “informal processes formed by the vision of family members that established the business groups.”
“In this visit, I see that there is a great professionalism within the diverse business groups of Turkey, where they are adapting and implementing the most contemporary and modern management ideas with no hesitation,” he said, adding that Turkish businesspeople were creating more effective and successful Turkish enterprises by increasing their competitiveness throughout the world.
“Last week I was in Brazil and now I am in Turkey. I could easily say that the emerging economies are growing much faster than the Western ones,” Kaplan told the Daily News.
He also said Turkish banks had already reached the level of the Western banks and, looking at the United States and the European Union, “it will still take long time to get out of the recession.”
Noting that Turkey’s household, corporate and financial sectors have much stronger bases than Western countries, Kaplan said, “Turkey posted above-10-percent growth, which we cannot even dream of in Western Europe or in the United States.”
He said the exit out of the crisis would take a longer time than expected since the recent crisis was mainly credit-driven, which differs from the Great Depression.
The author of “The Strategy Focused Organization,” chosen as the best international business book for the year 2000, and “Balanced Scorecard: Translating into Action,” the 2001 Wildman medal-winner, said one of the major problem in the recent years is the “wrong implementation of the right strategies” in many enterprises, especially during the economic crisis.
Kaplan said every year, many surveys ask senior executives of global companies “what the major challenges that they face in management are.”
“Strategy execution stands as the biggest concern and problem that they all face,” said Kaplan. Many surveys indicate that almost 60 to 80 percent of the companies failed to meet the targets that they established in their strategy over the last 15 years.
According to Kaplan, all those strategies failed not because they were bad strategies but “they were not executed well.”
Kaplan said that with the global economic crisis, execution of the right strategy in company management has become more important than before.
“Nearly 25-30 years ago we learnt from the Japanese how to make quality management in science. Quality management not only consisted of putting a lot of inspectors in there to inspect,” but rather implementing successful management processes to be executed in order to deliver the products and services, he said.
“Now we have gone through parallel steps to look at the systematic processes that the company could follow thanks to the new generation of technology that has helped people to standardize their strategy execution processes,” Kaplan said.
Kaplan said the most important ingredient is leadership, as without effective leadership, no strategy could work well.
Moreover, he said people would need to encourage potential leaders to be able to translate their vision into their strategies and to communicate with all employees and engage them in this “journey of successful strategy execution.”
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