All projectsFarba
Strategic Innovation Journey Training
The 'Strategic Innovation Journey Training' was delivered to Farba's directors, department managers and supervisors in three groups, with two groups led by Y. Bora Kaykayoğlu and one by Prof. Dr. C. Ruhi Kaykayoğlu. 1. Innovation Culture and Core Concepts: The training focused on the basic definition and importance of innovation and how Farba could integrate these concepts into its mission and vision. 2. Integrating Innovation into Daily Business Processes: The integration of innovation into Farba's daily business processes and its relationship with excellence were emphasized. 3. Innovation Diversity and Creative Teams: The focus was on types of innovation, examining innovation diversity at Farba and building creative teams. 4. Innovation Methods: Participants received detailed information on various innovation methods and how they could be applied at Farba. Through these methods, participants learned about developing, testing and implementing innovative ideas and how these processes could be integrated with the company's overall strategies. 5. Innovation's Contribution to Excellence: How innovation strengthens excellence at Farba and change…
At a glance
- Project Focus
- Strategy and Transformation · Innovation and Added Value
- Project Lead
- TrainerProf. Dr. C. Ruhi KaykayoğluTrainerY. Bora Kaykayoğlu
- Approaches Used
- Facilitation
- What Emerged
- A framework clarifying strategic priorities · Decision-making practice through future scenarios
- Sector
- Automotive
Inside the project
Focus
How can an organization's future strategy become its everyday way of working?
The Farba project focused on placing the organization's training needs within a strategic framework. The organization was looking for a way of working that connected its future with today's decisions.
The challenge was not simply to find the right plan but to turn it into a system teams could own and implement.
Through the 'Strategic Innovation Journey Training' delivered by Ruhi Kaykayoğlu for Farba's directors, department managers and supervisors.
What strategy documents typically lacked was not direction but a working system connecting strategy to everyday decisions.
Scope
We worked with directors, department managers and supervisors in three groups on the fundamentals of innovation, its relationship to the organization's mission and vision, and its integration into daily work processes. We covered types of innovation, the formation of creative teams, and methods for developing, testing, implementing and sharing ideas. We examined how these methods relate to organizational strategy, how innovation contributes to excellence, and how innovation strategies for the organization can be developed and evaluated.
Implementation
HOW WAS SCENARIO PLANNING USED?
We used possible futures not as a single forecast but as alternative scenarios against which today's decisions could be tested. The aim was to make foresight the language of decision-making meetings.
Strategic transformation begins not with writing a new plan but with decision-making that supports the organization's new direction.
The journey we designed
- 01EXPLOREA situation map was developed by considering the organization's real needs, current ways of working and external signals together.
- 02REFRAMEParticipants practiced creative problem solving and application through their own real work problems.
- 03BRING IT INTO THE ORGANIZATIONA follow-through plan was developed with teams to connect the methods learned to daily workflows.
Kaykayoğlu project insight
Strategy is not a document but a way of working continually recreated through the organization's decisions.
Explore further
Selected resources that examine the transformation highlighted by this project from a broader perspective.