Some of the main steps that need to be taken to define and create a Corporate Management System (which can also be briefly referred to as Corporate Structure) are as follows;

• Determining the business model, • Defining processes suitable for the business model, • Providing organizational structuring suitable for the business model, • Determining processes and workflows, • Defining jobs, duties and roles (job titles), determining their competencies, • Assigning employees to roles , • Defining the documentation structure, • Developing and/or supplying the Information Systems infrastructure and Corporate Information Management System, • Providing Corporate Information Management System and process training to employees.

The “Corporate Structure” layers created using these main steps are shown in Figure 1:

Figure.1 Corporate Management System (Corporate Structure) Creation and Implementation Model

In terms of the operation and sustainability of the corporate management system, the definition of the model layers in Figure 1 should be done very carefully. Because changes to be made on the inner layers during the operation phase will cause changes in all layers above the relevant layer. Therefore, it will be created based on a business model that is incomplete, ill-defined and/or not flexible enough for updates; There will be many changes to processes, organization, documentation and Information Systems in the future. These changes are very likely to lead to undesirable situations such as disruption or cessation of workflows, loss of workforce and additional cost burden.

Determining the Corporate Business Model: products, solutions or services that meet the expectations of stakeholders; It is the definition of basic/main business processes and the relationships between them within the scope of planning, implementation, control and improvement. The institution’s vision (ideal), mission (duty), fields of activity, product/service type and customers, strengths and weaknesses, strategic goals and objectives, and actions (projects) to achieve these goals are taken into account when defining the basic and sub-processes of the business model. are the components. In order for the Business Model to be implemented in the Institution, it is of great importance to provide the necessary financial resources for the activities (projects). These financial resources; It is provided from income-generating projects (by providing products and/or services to customers within their fields of activity), capital/shareholders and non-activity areas (interest, rent, etc.). The size of the institution’s financial resources is the most important factor in determining the scope of the Business Model. Therefore, for the creation and effective operation of the Business Model, all components must be supported by sufficient financial resources. Detailed studies on the issues we have stated here as the Business Model and its components are carried out within the scope of “Strategic Management”.

The business model can be shown process-based and graphically (Figure 2), or it can be explained text-only or a combination of both.

In order to create the Business Model, it is necessary to first define the Processes. To this end; The relationships (inputs and outputs) of the main and sub-processes in the institution with other processes, detailed process workflows, roles and responsibilities that will carry out the activities in the workflows, necessary infrastructure components during the operation of the process, performance indicators (measures) and measurement rules of the process, documents and storage of the process. Process definition documents are prepared containing information such as conditions. Process workflows; Infrastructure components, performance indicators (measures) of the process, etc., can be defined under different names such as directives, regulations, procedures and principles, and only as text, without having any content.

Organizational structure (Organization) of the institution; It is designed with the aim of providing the most appropriate solutions to customer expectations and needs in the shortest time. Departments in organizational structures created on the basis of the Business Model and processes are responsible for the activities in the main and/or sub-process workflows. Therefore, the processes and organizational structure of the Institution are generally similar.

In addition to the realization of the products and services offered by the institution to its customers, all other activities are considered and carried out as projects, regardless of whether the Business Model and organizational structure are process-based (functional). The relationship between an organization consisting of process-based departments and the project life process is presented as preliminary information in Figure 3. Process workflows or organizational structure must have the flexibility to operate not only on a personal or record basis, but also on a role (job title) basis. In other words, employees may have more than one role, and the same role may apply to more than one employee. For this purpose, employees should be provided with the necessary training so that they have the defined competence of the relevant role (to fulfill the responsibilities of the role), or candidates with the relevant competencies should be preferred in new recruitment.

Figure.3 The relationship between a process-based organization and the project/product life cycle

The implementation tools of the Corporate Management System are Documents and Business Application Software. Because, physical realization of defined workflows in an institution; This is done by preparing the relevant documents and/or information electronically and/or in paper form and sending them to the next relevant Department/Unit in accordance with the workflow. Defining the corporate documentation structure; It starts with determining the document classes and the parent-child relationship between them. The document structure is thought of as a pyramid, and at the top is the parent document (Quality/Integrated Management System Book, etc.) that defines the institution in general. As you go down in the structure; policy and strategy, procedure, regulation (directive, procedures and principles), process definition, guide, instruction, form, invoice, shipping document, purchase order, etc. documents are available.

All document templates within the scope of the documentation structure should be created to reflect a common “corporate identity” and the principles regarding the identification (including document coding), publication, access, storage, protection and destruction of documents should be explained. Information components in electronic media that cannot be included in the scope of “document” are within the scope of “data”, and software codes and the content of databases are examples of this. Data; It is controlled by database tools and business application software and according to the documents related to their processing, organization and use (procedures, instructions, design requirements documents, user manuals, backup instructions, etc.).

What is meant by the expression “Information Systems” here is; They are tools created to enable the relevant process workflows to be carried out faster, more securely and electronically in a computer environment, with the opportunities provided by today’s information technologies, rather than with paper and manual processes. These tools are the hardware and software components of business application software and network infrastructure. All business application software designed and/or developed within the institution or procured from outside the institution in order to ensure and/or manage the flow of corporate information and documents are called “Corporate Information Systems” or “Corporate Information Management System (KBYS)”. KBYS generally consists of “business application software” (Figure 4) that works integrated with database management systems and operating systems.

Figure.4 Business Application Software

Before establishing the Information Systems network infrastructure; The amount of information that will flow through the network (reveals bandwidth or capacity), determining the security level of the network and the network components and input and output security accordingly, determining the number of users, their locations, authorizations and duration of use of business application software, and the operating system and database management system. , etc., matters need to be finalized.

In order for employees to effectively fulfill their roles and responsibilities, detailed training should be provided on Information Systems and Business Application Software that constitute the Corporate Information Management System. Priority should be given to training that will facilitate and accelerate job adaptation for newly hired employees. Training plans should be prepared and followed to improve the competencies of existing employees. It should never be forgotten that qualified workforce is the most important resource of an institution.

As a result: In today’s tough competitive environment, in order to gain competitive advantage; • developing new products / services, • improving product / service quality, • reducing costs, • introducing (offering) the product / service to the market (customer) as soon as possible,

have become the most important business goals. However, institutions that will provide superiority in competition and survive; These will be those who have established their “Corporate Structure” in order to achieve these business goals not momentarily or periodically, but always and sustainably.

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