Picture an automotive components plant in Bursa with 150 staff. A supplier questionnaire from a large carmaker in Germany now carries a new section: which AI tools do you use, with what data, under which rules? The quality manager starts asking around and is surprised. Sales write quotes with a chatbot, someone in design pastes drawing notes into a free translation site, a note-taking add-on joins meetings, and HR has sat through a demo of CV screening software. Nobody acted in bad faith, but nobody ever made a decision either. A strategy closes that gap first. It states what is allowed, what is off limits and who signs off a new tool. Then every idea goes onto a one-page card, gets scored for benefit, feasibility and risk, and lands in a budgeted sequence for the coming twelve to twenty-four months. The reply to your customer's questionnaire falls out of the work almost for free.
You receive a document set that management can sign and departments can follow, rather than a presentation on trends.
Using an anonymous survey and IT records, we list everything in use, from chat tools to browser extensions and meeting note-takers, along with the data people put in and the licences already paid for. Nobody is being blamed; the point is to see reality.
Where do stock records, customer files, quality reports and breakdown logs live, how clean are they, and can they move between systems? Messy data pushes some attractive ideas down the list, and knowing that early saves money.
Each idea becomes a single page: who owns it, which indicator measures it, what data it needs, what it will roughly cost and what could go wrong. Management can then compare ideas on equal terms.
Turkey currently has no dedicated AI law; the working frame is KVKK plus the Personal Data Protection Authority's recommendations on generative AI. Selling products or services to EU customers may also bring the EU AI Act into scope. On top of that we read your confidentiality agreements with customers and mark where drawings and customer data must not be uploaded. Your lawyer gives the legal opinion.
Plenty of ideas can be covered by features already in Microsoft 365, Google Workspace or your ERP. Before buying anything new or commissioning development, we show how far current tools will stretch.
Approved tools, data types that go into no tool at all, the route for approving new ones, who is responsible for checking output and whom staff should ask. No longer than two pages, so people actually read it.
Phases of three to six months, cost estimates, the internal people each phase needs and the decision points where management approves what comes next.
Scope is agreed at the outset according to which departments take part. Workshops are short and held online, so the plant and sales office keep running.
A single session settles what AI is expected to bring the business and which areas it must stay out of.
Survey, departmental interviews, a review of data and systems, and a read-through of customer contracts.
With department heads we complete the use-case cards, score them and drop the weak ones.
Policy, roadmap, the first three concrete actions and, if you want it, a draft answer for customer questionnaires.
Have the answer written before the customer asks. Exporters, particularly those supplying big buyers in the EU, see ever more questions on AI use, data security and internal rules in supplier assessments. Replying that no policy exists yet costs you points. A written policy, a list of approved tools and a training record may well be the quickest return the strategy work produces.
The order runs the other way. The strategy shows which data matters for which idea, and clean-up then happens only where it truly pays. Trying to fix all data just in case turns into an endless project at most SMEs.
Not a dedicated one at present. Work on regulation is under discussion, but we do not speculate about its content or timing. Any use involving personal data already falls under KVKK, and the Authority's guidance on generative AI is a sensible place to start. We build the strategy so it can be adapted if new rules arrive.
Possibly, if you place products or services containing AI on the EU market or your systems' output is used there. Duties depend on the use; some recruitment applications, for instance, may count as high risk. We point out what deserves a closer look, and your legal adviser draws the conclusions.
That turns on the confidentiality and supply agreements you signed with that customer, which are often strict. During the strategy work we list the relevant clauses and reflect them in the policy. The final interpretation belongs to your lawyer; when in doubt, the default should be not to upload.
Following the first session you get a quote based on €55 per hour plus VAT. The price is driven mainly by how many departments and interviews are involved.
Tell us which AI tools are in use, which ideas are circulating and whether customers have started asking. We will suggest a fitting scope.
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