We evaluate the success of the strategic plan, which started with performance modeling, by management and collaborations.

In the evaluations we make by dividing it into processes, we observe whether the financial functions are optimized, to what extent financial productivity is supported, whether the focus is determined at the highest level.


We observe that partnerships and companies are not fed from the same components in performance measurement.

Modeling, planned project value, indispensable target, maximum effort, effectiveness in resource use, revealing new development and transformation opportunities, brand structure, customer expectation, compliance with legal regulations, risk interactions, technology cycle, budget plans, competitive contributions are separately studied.

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