{"id":387,"date":"2026-06-25T11:47:23","date_gmt":"2026-06-25T08:47:23","guid":{"rendered":"https:\/\/fintech.mercek.net\/news\/?p=387"},"modified":"2026-06-25T14:41:46","modified_gmt":"2026-06-25T11:41:46","slug":"bcgnin-ai-at-work-raporunun-dorduncu-edisyonu-yayinlandi-liderlerin-%65i-yapay-zeka-ajanlarinin-uc-yil-icinde-islerinin-en-az-yarisini-gerceklestirebilecegine-inaniyor","status":"publish","type":"post","link":"https:\/\/fintech.mercek.net\/news\/2026\/06\/25\/bcgnin-ai-at-work-raporunun-dorduncu-edisyonu-yayinlandi-liderlerin-%65i-yapay-zeka-ajanlarinin-uc-yil-icinde-islerinin-en-az-yarisini-gerceklestirebilecegine-inaniyor\/","title":{"rendered":"BCG’nin ‘AI at Work’ Raporunun D\u00f6rd\u00fcnc\u00fc Edisyonu Yay\u0131nland\u0131: Liderlerin %65’i Yapay Zeka Ajanlar\u0131n\u0131n \u00dc\u00e7 Y\u0131l \u0130\u00e7inde \u0130\u015flerinin En Az Yar\u0131s\u0131n\u0131 Ger\u00e7ekle\u015ftirebilece\u011fine \u0130nan\u0131yor"},"content":{"rendered":"

BCG’nin ‘AI at Work’ raporunun d\u00f6rd\u00fcnc\u00fc edisyonu yay\u0131nland\u0131: Liderlerin %65’i, yapay zeka ajanlar\u0131n\u0131n \u00fc\u00e7 y\u0131l i\u00e7inde i\u015flerinin en az yar\u0131s\u0131n\u0131 ger\u00e7ekle\u015ftirebilece\u011fine inan\u0131yor.<\/strong><\/h2>\n

Boston Consulting Group (BCG)<\/strong> taraf\u0131ndan bu y\u0131l d\u00f6rd\u00fcnc\u00fcs\u00fc yay\u0131mlanan \u201c\u0130\u015f Yerinde Yapay Zeka \/ AI at Work\u201d raporu, \u00e7al\u0131\u015fanlar\u0131n neredeyse yar\u0131s\u0131n\u0131n art\u0131k zamanlar\u0131n\u0131n \u00f6nemli bir b\u00f6l\u00fcm\u00fcn\u00fc i\u015fi do\u011frudan yapmak yerine yapay zekay\u0131 y\u00f6nlendirmeye ve y\u00f6netmeye ay\u0131rd\u0131\u011f\u0131n\u0131 ortaya koyuyor. 14 farkl\u0131 pazarda, geni\u015f bir sekt\u00f6r yelpazesinde faaliyet g\u00f6steren 11.749 \u00e7al\u0131\u015fan\u0131n kat\u0131l\u0131m\u0131yla ger\u00e7ekle\u015ftirilen ara\u015ft\u0131rman\u0131n bulgular\u0131na g\u00f6re, yapay zeka art\u0131k i\u015f yerinde yaln\u0131zca \u00fcretkenli\u011fi art\u0131rmak ve zaman kazand\u0131rmakla kalm\u0131yor; i\u015fin do\u011fas\u0131n\u0131, liderli\u011fi ve \u00e7al\u0131\u015fan deneyimini de k\u00f6kten \u015fekillendiriyor.<\/p>\n

Bireysel \u00e7al\u0131\u015fanlar aras\u0131nda yapay zeka kullan\u0131c\u0131 oran\u0131 %74’e ula\u015ft\u0131<\/strong><\/h3>\n

Bireysel katk\u0131 sa\u011flayan \u00e7al\u0131\u015fanlar (individual contributors) aras\u0131nda yapay zeka kullan\u0131m\u0131n\u0131n h\u0131zla artt\u0131\u011f\u0131 g\u00f6r\u00fcl\u00fcyor. Bu gruptaki d\u00fczenli kullan\u0131c\u0131 oran\u0131, son iki y\u0131la g\u00f6re 20 puandan fazla artarak %74’e ula\u015ft\u0131. Hindistan, Orta Do\u011fu, Brezilya ve G\u00fcney Afrika; k\u00fcresel ortalaman\u0131n ve ABD, Fransa ve \u0130talya gibi pek \u00e7ok \u00fclkenin \u00fczerinde d\u00fczenli yapay zeka kullan\u0131m\u0131 bildirdi.<\/p>\n

Yapay zeka bir \u201ci\u015f tatmini paradoksu\u201d yarat\u0131yor<\/strong><\/h3>\n

Kat\u0131l\u0131mc\u0131lar\u0131n %72’si yapay zekan\u0131n kendi rollerindeki beceri beklentilerini \u015fimdiden \u00f6nemli \u00f6l\u00e7\u00fcde de\u011fi\u015ftirdi\u011fini s\u00f6yl\u00fcyor. %47’si ise art\u0131k zaman\u0131n\u0131 i\u015fin kendisini yapmaktan ziyade yapay zekay\u0131 y\u00f6netmeye ve y\u00f6nlendirmeye harcad\u0131\u011f\u0131n\u0131 belirtiyor. D\u00fczenli yapay zeka kullan\u0131c\u0131lar\u0131n\u0131n %67’si bu teknolojinin i\u015f tatminini art\u0131rd\u0131\u011f\u0131n\u0131 ifade ederken, %41’i bili\u015fsel y\u00fck\u00fcn artt\u0131\u011f\u0131n\u0131 rapor ediyor. Bu durum, yapay zekan\u0131n i\u015fi ayn\u0131 anda hem kolayla\u015ft\u0131r\u0131p hem de zorla\u015ft\u0131rd\u0131\u011f\u0131 bir “i\u015f tatmini paradoksu” yarat\u0131yor.<\/p>\n

Kullan\u0131c\u0131lar\u0131n %42’si haftada bir i\u015f g\u00fcn\u00fcnden fazla tasarruf ediyor, ancak \u00e7o\u011fu kurum bu zaman\u0131 de\u011fere d\u00f6n\u00fc\u015ft\u00fcremiyor<\/strong><\/h3>\n

Yayg\u0131n kullan\u0131ma ra\u011fmen bir\u00e7ok kurulu\u015f yapay zeka kaynakl\u0131 verimlilik kazan\u00e7lar\u0131n\u0131 \u00f6l\u00e7\u00fclebilir bir de\u011fere d\u00f6n\u00fc\u015ft\u00fcrmekte zorlan\u0131yor. D\u00fczenli saha kullan\u0131c\u0131lar\u0131n\u0131n %42’si yapay zeka sayesinde haftada en az bir tam i\u015f g\u00fcn\u00fc tasarruf etti\u011fini belirtirken, %66’s\u0131 bu kazand\u0131klar\u0131 zamanla ne yapacaklar\u0131 konusunda s\u0131n\u0131rl\u0131 rehberlik ald\u0131klar\u0131n\u0131 veya hi\u00e7 almad\u0131klar\u0131n\u0131 s\u00f6yl\u00fcyor. Yar\u0131s\u0131ndan fazlas\u0131 ise bu zaman\u0131 stratejik i\u015flere y\u00f6nlendirmiyor. Do\u011fru bir d\u00f6n\u00fc\u015f\u00fcm s\u00fcreci i\u015fletilmedi\u011finde, tasarruf edilen zaman organizasyon i\u00e7inde eriyip gidiyor.<\/p>\n

\u00c7al\u0131\u015fanlar\u0131n yapay zeka ile “balay\u0131 d\u00f6nemi” stratejik netlik olmazsa sona erecek<\/strong><\/h3>\n

BCG Y\u00f6netici Orta\u011f\u0131; Avrupa, Orta Do\u011fu, G\u00fcney Amerika ve Afrika Sanayi Grubu Ba\u015fkan\u0131 G\u00f6zde Yalaz\u0131 \u00d6zbek<\/strong> konuyla ilgili \u015funlar\u0131 s\u00f6yledi:<\/p>\n

\u201cYapay zekan\u0131n ilk dalgas\u0131 bireysel \u00fcretkenli\u011fe; zaman kazan\u0131m\u0131na, verimlili\u011fe ve i\u015f y\u00fck\u00fcn\u00fcn azalt\u0131lmas\u0131na odaklanm\u0131\u015ft\u0131. Gelecek dalgan\u0131n ise kolektif \u00e7al\u0131\u015fmay\u0131 d\u00f6n\u00fc\u015ft\u00fcrmesi bekleniyor. \u00c7\u00fcnk\u00fc mesele art\u0131k yeni ara\u00e7lar kullanmak de\u011fil; i\u015flerin, rollerin ve ekiplerin nas\u0131l \u00e7al\u0131\u015ft\u0131\u011f\u0131n\u0131 yeniden tan\u0131mlamak. Rapor, yapay zeka \u00e7a\u011f\u0131nda ger\u00e7ek bir y\u00f6netim d\u00f6n\u00fc\u015f\u00fcm\u00fcn\u00fcn geldi\u011fine i\u015faret ediyor. T\u00fcrkiye’de de benzer bir tablo g\u00f6r\u00fcyoruz. Bir\u00e7ok kurum yapay zeka yat\u0131r\u0131mlar\u0131n\u0131 h\u0131zland\u0131r\u0131yor ancak s\u00fcrd\u00fcr\u00fclebilir etkiyi yaratanlar, teknolojiyi yaln\u0131zca verimlilik arac\u0131 olarak de\u011fil, organizasyonel d\u00f6n\u00fc\u015f\u00fcm arac\u0131 olarak ele alanlar oluyor. Yapay zekan\u0131n neden kullan\u0131ld\u0131\u011f\u0131, hangi i\u015f sonu\u00e7lar\u0131n\u0131n hedeflendi\u011fi ve \u00e7al\u0131\u015fanlardan ne beklendi\u011fi netle\u015fmedik\u00e7e, ilk d\u00f6nemde elde edilen heyecan ve benimseme h\u0131z\u0131n\u0131n korunmas\u0131 zorla\u015facak.\u201d<\/em><\/p>\n

Net strateji i\u015f etkisini 25 puan art\u0131r\u0131yor<\/strong><\/h3>\n

\u00c7al\u0131\u015fanlar yapay zekan\u0131n yo\u011funlu\u011funa kar\u015f\u0131 diren\u00e7 g\u00f6stermiyor. Kurumlarda strateji net oldu\u011funda, beklentiler ger\u00e7ek\u00e7i \u015fekilde tan\u0131mland\u0131\u011f\u0131nda ve \u00e7al\u0131\u015fanlarla etkili ileti\u015fim kuruldu\u011funda yapay zeka d\u00f6n\u00fc\u015f\u00fcm\u00fc daha ba\u015far\u0131l\u0131 sonu\u00e7lar veriyor. Net bir strateji, \u00f6l\u00e7\u00fclebilir i\u015f etkisini 25 puan art\u0131r\u0131yor. Strateji olmadan sunulan daha iyi ara\u00e7lar, bu etkiyi yaln\u0131zca yakla\u015f\u0131k 5 puan yukar\u0131 ta\u015f\u0131yor. \u0130\u015f ak\u0131\u015f\u0131n\u0131 yeniden tasarlayan \u015firketlerdeki kat\u0131l\u0131mc\u0131lar\u0131n \u00f6l\u00e7\u00fclebilir i\u015f geli\u015ftirme g\u00f6rme olas\u0131l\u0131\u011f\u0131 24 puan, haftada en az tam bir g\u00fcn tasarruf etme olas\u0131l\u0131\u011f\u0131 22 puan ve artan i\u015f tatmini bildirme olas\u0131l\u0131\u011f\u0131 20 puan daha y\u00fcksek.<\/p>\n

Ara\u015ft\u0131rma ayr\u0131ca, yapay zeka ajanlar\u0131n\u0131n i\u015f ak\u0131\u015flar\u0131na dahil olma ve olgunla\u015fma s\u00fcrecinin devam etti\u011fini de vurguluyor. Kat\u0131l\u0131mc\u0131lar\u0131n %30’u, bu ajanlar\u0131n i\u015f ak\u0131\u015flar\u0131na halihaz\u0131rda entegre edildi\u011fini belirtiyor ki bu oran ge\u00e7en y\u0131lki raporda yer alan %13’l\u00fck oran\u0131n iki kat\u0131ndan fazla. Her on kat\u0131l\u0131mc\u0131dan alt\u0131s\u0131, ajanlar\u0131n \u00fc\u00e7 y\u0131l i\u00e7inde i\u015flerinin en az yar\u0131s\u0131n\u0131 yapabilece\u011fine inan\u0131yor. Buna ra\u011fmen kat\u0131l\u0131mc\u0131lar\u0131n yar\u0131s\u0131ndan fazlas\u0131 ajanlar\u0131n tam olarak ne oldu\u011fu konusunda hala s\u0131n\u0131rl\u0131 bir anlay\u0131\u015fa sahip ve y\u00f6neti\u015fim (denetim, hesap verebilirlik) mekanizmalar\u0131 teknolojinin hala \u00e7ok gerisinde kal\u0131yor.<\/p>\n

T\u00fcrkiye’de teknoloji altyap\u0131s\u0131 ve veri reg\u00fclasyonlar\u0131 yayg\u0131nla\u015fmay\u0131 etkiliyor<\/strong><\/h3>\n

T\u00fcrkiye’de ise yapay zekan\u0131n kurumsal \u00f6l\u00e7ekte yayg\u0131nla\u015fmas\u0131n\u0131n \u00f6n\u00fcndeki en \u00f6nemli ba\u015fl\u0131klar aras\u0131nda veri ve teknoloji altyap\u0131s\u0131n\u0131n olgunlu\u011fu ile reg\u00fclasyonlar yer al\u0131yor. \u00d6zellikle veri yerelle\u015ftirme gereklilikleri, baz\u0131 sekt\u00f6rlerde yapay zeka uygulamalar\u0131n\u0131n \u00f6l\u00e7eklenmesini daha se\u00e7ici hale getiriyor. Bununla birlikte, yurt i\u00e7i bulut altyap\u0131lar\u0131n\u0131n geli\u015fmesi ve kurumlar\u0131n veri temellerini g\u00fc\u00e7lendirmeye y\u00f6nelik yat\u0131r\u0131mlar\u0131, bu engelleri kademeli olarak azalt\u0131yor. T\u00fcrkiye’de bir\u00e7ok kurum art\u0131k yapay zekay\u0131 deneme a\u015famas\u0131ndan \u00e7\u0131kar\u0131p i\u015f s\u00fcre\u00e7lerine entegre etmeye haz\u0131rlan\u0131rken, \u00f6n\u00fcm\u00fczdeki d\u00f6nemde as\u0131l fark\u0131 yaratan unsur teknolojiye eri\u015fimden \u00e7ok, bu teknolojiyi kurumsal \u00f6l\u00e7ekte hayata ge\u00e7irebilme kabiliyeti olacak.<\/p>\n

Rapora ula\u015fmak i\u00e7in: https:\/\/www.bcg.com\/publications\/2026\/ai-at-work-why-strategy-matters-more-than-tools<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

BCG’nin ‘AI at Work’ raporu, \u00e7al\u0131\u015fanlar\u0131n neredeyse yar\u0131s\u0131n\u0131n zamanlar\u0131n\u0131n \u00f6nemli bir b\u00f6l\u00fcm\u00fcn\u00fc yapay zekay\u0131 y\u00f6nlendirmeye ve y\u00f6netmeye ay\u0131rd\u0131\u011f\u0131n\u0131 ortaya koyuyor.<\/p>\n","protected":false},"author":2,"featured_media":386,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_ecomap_primary_org_id":2288,"_ecomap_primary_org_name":"BCG","_ecomap_mentioned_org_ids":"[]","_ecomap_related_org_ids":"","_ecomap_match_confidence":0.95,"_ecomap_email_message_id":"19efded3d0b43336","_ecomap_email_from":"pressrelease@faselis.com","_ecomap_editor_notes":"T\u00fcrk\u00e7e b\u00fclten editoryal format\u0131 (h2\/h3, spot) uyguland\u0131; Firma profili eki metinden \u00e7\u0131kar\u0131ld\u0131; Do\u011frulanamayan pazarlama iddialar\u0131 yumu\u015fat\u0131ld\u0131; B\u00fclten altl\u0131\u011f\u0131 ve tekrarlayan footer temizlendi; Edit\u00f6r \u00f6zeti olu\u015fturuldu; Hafif d\u00fczeltme yap\u0131ld\u0131; Ba\u015fl\u0131k g\u00f6zden ge\u00e7irildi; Yap\u0131 \u00e7\u0131kar\u0131m\u0131 uyguland\u0131.","_ecomap_original_body":"

BCG'nin \u2018AI at Work\u2019 raporunun d\u00f6rd\u00fcnc\u00fc edisyonu yay\u0131nland\u0131

<\/p>Rapora g\u00f6re liderlerin %65\u2019i, yapay zeka ajanlar\u0131n\u0131n \u00fc\u00e7 y\u0131l i\u00e7inde i\u015flerinin en az yar\u0131s\u0131n\u0131 ger\u00e7ekle\u015ftirebilece\u011fine inan\u0131yor<\/title> <center><table align=\"center\" border=\"0\" cellpadding=\"0\" cellspacing=\"0\" width=\"100%\" height=\"100%\" id=\"bodycontent\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; background-color: #f6f7f8; color: #1c2b28; font-size: 12px; margin: 0; margin-top: 0px; mso-table-lspace: 0pt; mso-table-rspace: 0pt; padding: 0; padding-top: 0px;\"><tr style=\"border: 0px none; border-collapse: collapse; border-spacing: 0px;\"><td align=\"center\" valign=\"top\" id=\"bodyinside\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; background-color: #f6f7f8; border-collapse: collapse; color: #1c2b28; font-size: 12px; margin: 0; mso-table-lspace: 0pt; mso-table-rspace: 0pt; padding: 20px;\"><table border=\"0\" cellpadding=\"0\" cellspacing=\"0\" id=\"template\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; background-color: #ffffff; margin-top: 0px; mso-table-lspace: 0pt; mso-table-rspace: 0pt; padding-top: 0px; width: 600px;\" width=\"600\"><tr style=\"border: 0px none; border-collapse: collapse; border-spacing: 0px;\"><td align=\"center\" valign=\"top\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; border-collapse: collapse; mso-table-lspace: 0pt; mso-table-rspace: 0pt;\"><table border=\"0\" cellpadding=\"0\" cellspacing=\"0\" width=\"100%\" id=\"preheader\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; background-color: #f6f7f8; margin-top: 0px; mso-table-lspace: 0pt; mso-table-rspace: 0pt; padding-top: 0px;\"><tr style=\"border: 0px none; border-collapse: collapse; border-spacing: 0px;\"><td valign=\"top\" class=\"preheadercontent\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; border-collapse: collapse; color: #808080; font-family: Helvetica,Arial,sans-serif; font-size: 11px; line-height: 125%; mso-table-lspace: 0pt; mso-table-rspace: 0pt; padding-bottom: 10px; padding-left: 20px; padding-right: 20px; padding-top: 10px; text-align: center;\"><\/td><\/tr><\/table><\/td><\/tr><tr style=\"border: 0px none; border-collapse: collapse; border-spacing: 0px;\"><td align=\"center\" valign=\"top\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; border-collapse: collapse; mso-table-lspace: 0pt; mso-table-rspace: 0pt; padding-top:20px\"><table border=\"0\" cellpadding=\"0\" cellspacing=\"0\" width=\"100%\" class=\"mailbody\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; font-family: Helvetica,Arial,sans-serif; font-size: 14px; line-height: 1.5; margin-top: 0px; mso-table-lspace: 0pt; mso-table-rspace: 0pt; padding-bottom: 20px; padding-left: 20px; padding-right: 20px; padding-top: 20px;\"><tr style=\"border: 0px none; border-collapse: collapse; border-spacing: 0px;\"><td valign=\"top\" style=\"-ms-text-size-adjust: none; -webkit-text-size-adjust: none; border-collapse: collapse; mso-table-lspace: 0pt; mso-table-rspace: 0pt;\"><p style='margin-top:0cm;margin-right:0cm;margin-bottom:0cm;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:center;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">BCG'nin \u2018AI at Work\u2019 raporunun d\u00f6rd\u00fcnc\u00fc edisyonu yay\u0131nland\u0131:<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:center;'><strong fr-original-style=\"\" style=\"font-weight: 700;\"><span style=\"font-size:19px;line-height:107%;\">Rapora g\u00f6re liderlerin %65\u2019i, yapay zeka ajanlar\u0131n\u0131n \u00fc\u00e7 y\u0131l i\u00e7inde i\u015flerinin en az yar\u0131s\u0131n\u0131 ger\u00e7ekle\u015ftirebilece\u011fine inan\u0131yor<\/span><\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:center;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">Boston Consulting Group (BCG) taraf\u0131ndan bu y\u0131l d\u00f6rd\u00fcnc\u00fcs\u00fc yay\u0131mlanan \u201c\u0130\u015f Yerinde Yapay Zeka \/ AI at Work\u201d raporu, \u00e7al\u0131\u015fanlar\u0131n neredeyse yar\u0131s\u0131n\u0131n art\u0131k zamanlar\u0131n\u0131n \u00f6nemli bir b\u00f6l\u00fcm\u00fcn\u00fc i\u015fi do\u011frudan yapmak yerine yapay zekay\u0131 y\u00f6nlendirmeye ve y\u00f6netmeye ay\u0131rd\u0131\u011f\u0131n\u0131 ortaya koyuyor. 14 farkl\u0131 pazarda, geni\u015f bir sekt\u00f6r yelpazesinde faaliyet g\u00f6steren 11.749 \u00e7al\u0131\u015fan\u0131n kat\u0131l\u0131m\u0131yla ger\u00e7ekle\u015ftirilen ara\u015ft\u0131rman\u0131n bulgular\u0131na g\u00f6re, yapay zeka art\u0131k i\u015f yerinde yaln\u0131zca \u00fcretkenli\u011fi art\u0131rmak ve zaman kazand\u0131rmakla kalm\u0131yor; i\u015fin do\u011fas\u0131n\u0131, liderli\u011fi ve \u00e7al\u0131\u015fan deneyimini de k\u00f6kten \u015fekillendiriyor.<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">Bireysel \u00e7al\u0131\u015fanlar aras\u0131nda Yapay Zeka kullan\u0131c\u0131 oran\u0131 ge\u00e7en y\u0131la g\u00f6re 23 puan artarak %74'e ula\u015ft\u0131<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>Bireysel katk\u0131 sa\u011flayan \u00e7al\u0131\u015fanlar (individual contributors) aras\u0131nda yapay zeka kullan\u0131m\u0131n\u0131n h\u0131zla artt\u0131\u011f\u0131 g\u00f6r\u00fcl\u00fcyor. Bu gruptaki d\u00fczenli kullan\u0131c\u0131 oran\u0131, son iki y\u0131la g\u00f6re 20 puandan fazla artarak \u00a0%74\u2019e ula\u015ft\u0131. Hindistan, Orta Do\u011fu, Brezilya ve G\u00fcney Afrika; k\u00fcresel ortalaman\u0131n ve ABD, Fransa ve \u0130talya gibi pek \u00e7ok \u00fclkenin \u00fczerinde d\u00fczenli yapay zeka kullan\u0131m\u0131 bildirdi.<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">Yapay Zeka i\u015fi hem daha iyi hem daha zor hale getirdi\u011fi i\u00e7in bir \u201ci\u015f tatmini paradoksu\u201d yarat\u0131yor<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>Kat\u0131l\u0131mc\u0131lar\u0131n %72\u2019si yapay zekan\u0131n kendi rollerindeki beceri beklentilerini \u015fimdiden \u00f6nemli \u00f6l\u00e7\u00fcde de\u011fi\u015ftirdi\u011fini s\u00f6yl\u00fcyor. %47\u2019si ise art\u0131k zaman\u0131n\u0131 i\u015fin kendisini yapmaktan ziyade yapay zekay\u0131 y\u00f6netmeye ve y\u00f6nlendirmeye harcad\u0131\u011f\u0131n\u0131 belirtiyor. D\u00fczenli yapay zeka kullan\u0131c\u0131lar\u0131n\u0131n %67\u2019si bu teknolojinin i\u015f tatminini art\u0131rd\u0131\u011f\u0131n\u0131 ifade ederken, %41\u2019i bili\u015fsel y\u00fck\u00fcn artt\u0131\u011f\u0131n\u0131 rapor ediyor. Bu durum, yapay zekan\u0131n i\u015fi ayn\u0131 anda hem kolayla\u015ft\u0131r\u0131p hem de zorla\u015ft\u0131rd\u0131\u011f\u0131 bir \"i\u015f tatmini paradoksu\" yarat\u0131yor.<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">Kullan\u0131c\u0131lar\u0131n %42'si Yapay Zeka ile haftada bir i\u015f g\u00fcn\u00fcnden fazla tasarruf ederken, \u00e7o\u011fu kurum bu zaman\u0131 hen\u00fcz de\u011fere d\u00f6n\u00fc\u015ft\u00fcremiyor<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>Yayg\u0131n kullan\u0131ma ra\u011fmen bir\u00e7ok kurulu\u015f yapay zeka kaynakl\u0131 verimlilik kazan\u00e7lar\u0131n\u0131 \u00f6l\u00e7\u00fclebilir bir de\u011fere d\u00f6n\u00fc\u015ft\u00fcrmekte zorlan\u0131yor. D\u00fczenli saha kullan\u0131c\u0131lar\u0131n\u0131n %42'si yapay zeka sayesinde haftada en az bir tam i\u015f g\u00fcn\u00fc tasarruf etti\u011fini belirtirken, %66's\u0131 bu kazand\u0131klar\u0131 zamanla ne yapacaklar\u0131 konusunda s\u0131n\u0131rl\u0131 rehberlik ald\u0131klar\u0131n\u0131 veya hi\u00e7 almad\u0131klar\u0131n\u0131 s\u00f6yl\u00fcyor. Yar\u0131s\u0131ndan fazlas\u0131 ise bu zaman\u0131 stratejik i\u015flere y\u00f6nlendirmiyor. Do\u011fru bir d\u00f6n\u00fc\u015f\u00fcm s\u00fcreci i\u015fletilmedi\u011finde, tasarruf edilen zaman organizasyon i\u00e7inde eriyip gidiyor.<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">\u00c7al\u0131\u015fanlar\u0131n Yapay Zeka ile olan \"Balay\u0131 D\u00f6nemi\" stratejik netlik olmazsa sona erecek<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>BCG Y\u00f6netici Orta\u011f\u0131; Avrupa, Orta Do\u011fu, G\u00fcney Amerika ve Afrika Sanayi Grubu Ba\u015fkan\u0131 G\u00f6zde Yalaz\u0131 \u00d6zbek konuyla ilgili \u015funlar\u0131 s\u00f6yledi:<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><em>\u2018Yapay zekan\u0131n ilk dalgas\u0131 bireysel \u00fcretkenli\u011fe; zaman kazan\u0131m\u0131na, verimlili\u011fe ve i\u015f y\u00fck\u00fcn\u00fcn azalt\u0131lmas\u0131na odaklanm\u0131\u015ft\u0131. Gelecek dalgan\u0131n ise kolektif \u00e7al\u0131\u015fmay\u0131 d\u00f6n\u00fc\u015ft\u00fcrmesi bekleniyor. \u00c7\u00fcnk\u00fc mesele art\u0131k yeni ara\u00e7lar kullanmak de\u011fil; i\u015flerin, rollerin ve ekiplerin nas\u0131l \u00e7al\u0131\u015ft\u0131\u011f\u0131n\u0131 yeniden tan\u0131mlamak. Rapor, yapay zeka \u00e7a\u011f\u0131nda ger\u00e7ek bir y\u00f6netim d\u00f6n\u00fc\u015f\u00fcm\u00fcn\u00fcn geldi\u011fine i\u015faret ediyor. \u00a0\u00a0<\/em><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><em>T\u00fcrkiye'de de benzer bir tablo g\u00f6r\u00fcyoruz. Bir\u00e7ok kurum yapay zeka yat\u0131r\u0131mlar\u0131n\u0131 h\u0131zland\u0131r\u0131yor ancak s\u00fcrd\u00fcr\u00fclebilir etkiyi yaratanlar, teknolojiyi yaln\u0131zca verimlilik arac\u0131 olarak de\u011fil, organizasyonel d\u00f6n\u00fc\u015f\u00fcm arac\u0131 olarak ele alanlar oluyor. Yapay zekan\u0131n neden kullan\u0131ld\u0131\u011f\u0131, hangi i\u015f sonu\u00e7lar\u0131n\u0131n hedeflendi\u011fi ve \u00e7al\u0131\u015fanlardan ne beklendi\u011fi netle\u015fmedik\u00e7e, ilk d\u00f6nemde elde edilen heyecan ve benimseme h\u0131z\u0131n\u0131n korunmas\u0131 zorla\u015facak.\u2019<\/em><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">\u00c7al\u0131\u015fanlar net bir strateji bekliyor, net strateji i\u015f etkisini 25 puan art\u0131r\u0131yor<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>\u00c7al\u0131\u015fanlar yapay zekan\u0131n yo\u011funlu\u011funa kar\u015f\u0131 diren\u00e7 g\u00f6stermiyor. Kurumlarda strateji net oldu\u011funda, beklentiler ger\u00e7ek\u00e7i \u015fekilde tan\u0131mland\u0131\u011f\u0131nda ve \u00e7al\u0131\u015fanlarla etkili ileti\u015fim kuruldu\u011funda yapay zeka d\u00f6n\u00fc\u015f\u00fcm\u00fc daha ba\u015far\u0131l\u0131 sonu\u00e7lar veriyor. Net bir strateji, \u00f6l\u00e7\u00fclebilir i\u015f etkisini 25 puan art\u0131r\u0131yor. Strateji olmadan sunulan daha iyi ara\u00e7lar, bu etkiyi yaln\u0131zca yakla\u015f\u0131k 5 puan yukar\u0131 ta\u015f\u0131yor. \u0130\u015f ak\u0131\u015f\u0131n\u0131 yeniden tasarlayan \u015firketlerdeki kat\u0131l\u0131mc\u0131lar\u0131n \u00f6l\u00e7\u00fclebilir i\u015f geli\u015ftirme g\u00f6rme olas\u0131l\u0131\u011f\u0131 24 puan, haftada en az tam bir g\u00fcn tasarruf etme olas\u0131l\u0131\u011f\u0131 22 puan ve artan i\u015f tatmini bildirme olas\u0131l\u0131\u011f\u0131 20 puan daha y\u00fcksek.<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>Ara\u015ft\u0131rma ayr\u0131ca, yapay zeka ajanlar\u0131n\u0131n i\u015f ak\u0131\u015flar\u0131na dahil olma ve olgunla\u015fma s\u00fcrecinin devam etti\u011fini de vurguluyor. Kat\u0131l\u0131mc\u0131lar\u0131n %30'u, bu ajanlar\u0131n i\u015f ak\u0131\u015flar\u0131na halihaz\u0131rda entegre edildi\u011fini belirtiyor ki bu oran ge\u00e7en y\u0131lki raporda yer alan %13'l\u00fck oran\u0131n iki kat\u0131ndan fazla. Her on kat\u0131l\u0131mc\u0131dan alt\u0131s\u0131, ajanlar\u0131n \u00fc\u00e7 y\u0131l i\u00e7inde i\u015flerinin en az yar\u0131s\u0131n\u0131 yapabilece\u011fine inan\u0131yor. Buna ra\u011fmen kat\u0131l\u0131mc\u0131lar\u0131n yar\u0131s\u0131ndan fazlas\u0131 ajanlar\u0131n tam olarak ne oldu\u011fu konusunda hala s\u0131n\u0131rl\u0131 bir anlay\u0131\u015fa sahip ve y\u00f6neti\u015fim (denetim, hesap verebilirlik) mekanizmalar\u0131 teknolojinin hala \u00e7ok gerisinde kal\u0131yor.<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">T\u00fcrkiye\u2019de teknoloji altyap\u0131s\u0131n\u0131n olgunlu\u011fu ve veri reg\u00fclasyonlar\u0131 kurumlardaki yayg\u0131nla\u015fmay\u0131 etkiliyor<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>T\u00fcrkiye'de ise yapay zekan\u0131n kurumsal \u00f6l\u00e7ekte yayg\u0131nla\u015fmas\u0131n\u0131n \u00f6n\u00fcndeki en \u00f6nemli ba\u015fl\u0131klar aras\u0131nda veri ve teknoloji altyap\u0131s\u0131n\u0131n olgunlu\u011fu ile reg\u00fclasyonlar yer al\u0131yor. \u00d6zellikle veri yerelle\u015ftirme gereklilikleri, baz\u0131 sekt\u00f6rlerde yapay zeka uygulamalar\u0131n\u0131n \u00f6l\u00e7eklenmesini daha se\u00e7ici hale getiriyor. Bununla birlikte, yurt i\u00e7i bulut altyap\u0131lar\u0131n\u0131n geli\u015fmesi ve kurumlar\u0131n veri temellerini g\u00fc\u00e7lendirmeye y\u00f6nelik yat\u0131r\u0131mlar\u0131, bu engelleri kademeli olarak azalt\u0131yor. T\u00fcrkiye'de bir\u00e7ok kurum art\u0131k yapay zekay\u0131 deneme a\u015famas\u0131ndan \u00e7\u0131kar\u0131p i\u015f s\u00fcre\u00e7lerine entegre etmeye haz\u0131rlan\u0131rken, \u00f6n\u00fcm\u00fczdeki d\u00f6nemde as\u0131l fark\u0131 yaratan unsur teknolojiye eri\u015fimden \u00e7ok, bu teknolojiyi kurumsal \u00f6l\u00e7ekte hayata ge\u00e7irebilme kabiliyeti olacak.<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:0cm;margin-left:0cm;line-height:normal;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>Rapora ula\u015fmak i\u00e7in:<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:normal;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><a fr-original-style=\"\" href=\"https:\/\/www.bcg.com\/publications\/2026\/ai-at-work-why-strategy-matters-more-than-tools\" style=\"user-select: auto;\">https:\/\/www.bcg.com\/publications\/2026\/ai-at-work-why-strategy-matters-more-than-tools<\/a><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:normal;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">\u00a0<\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:0cm;margin-left:0cm;line-height:normal;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\">Bilgi i\u00e7in:<\/strong> \u0130leti\u015fim Ofisi Halkla \u0130li\u015fkiler Ajans\u0131\u00a0<\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:0cm;margin-left:0cm;line-height:normal;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'>Meryem Agan \/\u00a0<a fr-original-style=\"\" href=\"mailto:meryem.agan@iletisimofisi.com\" style=\"user-select: auto;\">meryem.agan@iletisimofisi.com<\/a> \/ 0536 513 49 69<\/p><div style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:107%;font-size:15px;font-family:\"Calibri\",sans-serif;border:none;border-bottom:solid windowtext 1.0pt;padding:0cm 0cm 1.0pt 0cm;'><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:normal;font-size:15px;font-family:\"Calibri\",sans-serif;border:none;padding:0cm;'><span style=\"font-size:16px;\">\u00a0<\/span><\/p><\/div><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:115%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><strong fr-original-style=\"\" style=\"font-weight: 700;\"><em><span style=\"font-size:12px;line-height:115%;\">Boston Consulting Group Hakk\u0131nda<\/span><\/em><\/strong><\/p><p style='margin-top:0cm;margin-right:0cm;margin-bottom:8.0pt;margin-left:0cm;line-height:115%;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:justify;'><em><span style=\"font-size:12px;line-height:115%;\">Boston Consulting Group (BCG), d\u00fcnyan\u0131n \u00f6nde gelen \u015firket ve kurumlar\u0131n\u0131n vizyonunu i\u015f sonu\u00e7lar\u0131na d\u00f6n\u00fc\u015ft\u00fcr\u00fcr. D\u00f6n\u00fc\u015f\u00fcm \u00e7a\u011f\u0131n\u0131n tam ortas\u0131nda, 60 y\u0131l\u0131 a\u015fk\u0131n derin sekt\u00f6r bilgisinden beslenen stratejik netli\u011fi, uygulay\u0131c\u0131lar taraf\u0131ndan \u015fekillendirilen yapay zek\u00e2 \u00e7\u00f6z\u00fcmleriyle birle\u015ftirir. 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