Opus Smart Solutions TR
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What will this investment change in the way your organisation works?

Every Opus engagement starts with that question. Since 2014 we have advised companies, international organisations, universities and public institutions on strategy and technology decisions. We shape each recommendation around the organisation's objectives, its budget and the workload its team can realistically carry.

Contact Us See our areas of work

Founded
2014
Based in
Beşiktaş, Istanbul
Clients
Private sector, international organisations, universities, public institutions
Working languages
Turkish and English

Approach

Every engagement covers these three together.

Strategy
Business model, operating priorities and investment decisions. These decisions determine which technology is worth investing in.
Technology
Enterprise systems, data platforms and AI. Architectural decisions start from the organisation's own processes and data.
Intelligence
An organisation's capacity to make its own decisions. We aim for that capacity to stay in-house once the project ends.

What we do on every engagement

  • We base the current-state assessment on stakeholder interviews and a system inventory. Survey results alone do not count as evidence.
  • Every system recommendation is presented in writing, together with the alternatives we assessed and the reasons for the choice.
  • We keep the client's team involved throughout implementation. Every deliverable has an owner inside the organisation.

Areas of work

We work in five areas. Next to each one is the question that projects in that area most often start with.

  • AI: opportunity assessment and implementation

    We identify where AI can deliver measurable benefit in the organisation and put the priority cases into practice. The work covers selecting use cases, preparing data, running pilots, scaling up and helping staff adapt to new ways of working. For each application, the data it uses and who reviews its outputs are set out in writing.

    Counterpart: Senior management, IT and business units

    Which parts of our work could AI do better than we do today?

  • Organisational and financial restructuring

    Organisational structure, roles and authority, business processes, cost structure and management reporting. For growing companies we put in place an operating model in which work no longer depends on a few people and the numbers guide management decisions.

    Counterpart: Founders, executive and finance leadership

    If the founder were away for two weeks, would the company still make the same decisions?

  • Digital transformation advisory

    Preparing the roadmap and monitoring its implementation. The roadmap sets out which investments are made, and in what order.

    Counterpart: Chief executive and operations leadership

    Three years from now, what will the organisation be doing differently?

  • Enterprise systems and ERP

    Requirements analysis, system selection, implementation management and Turkish localisation. Selection starts from the organisation's own processes.

    Counterpart: Finance and operations leadership

    Should the current system be improved, or replaced?

  • Custom software development

    Web and mobile applications, API integrations and backend systems for needs that off-the-shelf products do not meet.

    Counterpart: Product owners and IT leadership

    Why does an off-the-shelf product not meet this need?

Method

Projects move through five phases. Even when the scope is small, the order stays the same, and each phase closes with a concrete deliverable.

  1. Current state assessment

    Organisation, technology, data infrastructure and security posture, examined through stakeholder interviews and a system inventory.

    DeliverableCurrent state report

  2. Target state design

    Changes in the business model are translated into process and architecture requirements. The target state is defined through measurable outcomes.

    DeliverableTarget process and architecture design

  3. Gap analysis and strategy

    The gap between current and target state is mapped; work is ranked by impact and effort, and risks and dependencies are identified.

    DeliverablePrioritised action list

  4. Implementation roadmap

    A plan covering time, resources, budget and dependencies. Change management and success criteria are agreed in this phase.

    DeliverableApproved implementation plan

  5. Continuous improvement

    Performance indicators, monitoring dashboards and feedback loops are put in place.

    DeliverableIndicator set and monitoring routine

Institutions we have worked with

The list below is a selection of the institutions our team has worked with. Project details are not published here; we discuss them in meetings, to the extent each institution permits.

Private sector

  • Akkim
  • Bauhaus
  • Minoa Kitabevi
  • Scope Invest
  • Arco
  • Ulukom

International organisations

  • UNDP
  • WMO
  • UN Women
  • GIZ

Universities

  • METU (ODTÜ)
  • Istanbul Technical University
  • Boğaziçi University
  • Hacettepe University
  • Bilkent University
  • Dokuz Eylül University

Public institutions

  • Central Bank of the Republic of Türkiye
  • Ministry of Justice (UYAP)
  • TurkStat (TÜİK)
  • TOBB

Healthcare

  • İnönü University Turgut Özal Medical Centre
  • Acıbadem
  • Memorial
  • Medical Park
  • Demant

Contact

A short email describing the subject is a good place to start. A first meeting takes about thirty minutes, which is enough to understand the organisation and the need.

Address
Vişnezade Mah. Süleyman Seba Cad. No:79/1
34357 Beşiktaş, İstanbul

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