Şenay DEMİREL, Süha Erdem YABAŞ, Çağlar ÜÇLER, Sait ŞENER, Metin Recep ZAFER

Idea Evaluation in Innovation Management for the New Normal in Banking: A Case Study in Vakıfbank

Banking environment, traditional with an established physically collocated work culture, has been dis- rupted by the COVID-19 pandemic. It triggered the evolution of innovation management processes to handle the issues related to spatial spread, fuzziness and collective information development during idea evaluation. In this paper, Vakıfbank Innovation Management System (V-IMS) was exemplified utilizing ICT for virtual collaboration, MCDM (Multi Criteria Decision Making) methods within stage-gates, transforming knowledge and exploiting collaboration at the fuzzy front end. There, physically collocated work culture was transformed into delocated collaboration with an agile approach utilizing lean information flow, which emphasizes the people exchanging tacit into explicit knowledge on the move rather than long documen- tations. Moreover, the culture of innovation has been fostered, innovation management metrics were improved significantly and both the number of sessions and ideas presented in the sessions were found to be increased. It was observed that the satisfaction level and innovation commitment of the employees were increased with the new system as well

Bankacılıkta Yeni Normal için İnovasyon Yönetimi Kapsamında Fikir Değerlendirmesi : Vakıfbank’ta Bir Örnek Olay

COVID-19 salgını, fiziksel olarak yerleşik bir çalışma kültürüne sahip geleneksel bankacılık ortamını etki- lemiştir. Salgın nedeni ile inovasyon yönetimi süreçlerinin gelişmesi ve mekansal yayılma, belirsizlik ve toplu bilgi geliştirme gibi sorunları ele alması gerekmiştir. Bu çalışmada, VakıfBank İnovasyon Yönetim Sistemi (V-IMS) üzerinde, sanal işbirliği için BT kullanımı, karar noktalarında MCDM yöntemleri kullanımı, zımni açık bilgi ve bulanık ön uçta uzak işbirliği dönüşümü örneklendirilmiştir. Bu sistemde, fiziksel olarak yan yana yerleştirilmiş çalışma kültürü, insanların uzun belgelerden ziyade hareket halindeyken zımni bilgi alışverişini vurgulayan yalın bilgi akışını kullanan çevik bir yaklaşımla ayrık işbirliğine dönüştürülmüştür. Ayrıca inovas- yon kültürü teşvik edilmiş, inovasyon yönetimi ölçütleri önemli ölçüde iyileştirilmiş ve hem oturum sayısı hem de oturumlarda sunulan fikirlerin arttığı görülmüştür. Ayrıca yeni sistemle birlikte çalışanların memnuniyet düzeylerinin ve yenilik bağlılıklarının arttığı da gözlemlenmiştir

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