Akkök Holding
Akkök Holding used a shared digital and AI baseline to turn ambition into clear priorities, practical investments and a discipline repeated every year.
What’s measured gets done.
Digital transformation often begins with just a project. At Akkök Holding, it began with a clear view of where each company stood.
A group, and the companies inside it
Akkök Holding is one of Türkiye’s established industrial groups. Chemicals and advanced materials sit at its core, alongside energy, real estate and other sectors. In the first phase of the digital and AI maturity assessment, the Holding’s companies operating in chemicals and advanced materials included Aksa, the world’s leading acrylic fiber producer, Akkim in specialty chemicals, Akcoat in coatings and Aksa Carbon in carbon fiber.
Aktek operates as a strategic technology hub that assesses the technology needs of Akkök Holding companies from a centralized perspective, shapes priorities through collective decision-making, and guides their digital transformation journey with robust architectures, secure structures, and long-term technology roadmaps.
One scale, four companies
In the first phase, Digitopia assessed these four companies operating in chemicals and advanced materials using DAIMI, the Digital and AI Maturity Index. The companies were measured on the same evidence-based scale, compared with one another and benchmarked against Digitopia’s Turkish and global database. Each company then received a roadmap based on its actual starting point.
The assessment was designed to answer a practical question: where should each company focus first?
From one measurement to a management discipline
Veysi Küçük, who led the process as CFO of Akkök Holding and now serves as General Manager of Akkim, helped turn the answer into a group-wide management discipline. Guided by the principle that what gets measured gets done, he asked every company to repeat the assessment each year. Companies in energy, real estate and other parts of the group are now preparing for their own baselines.
That annual rhythm gave management teams a common language. Progress could be tracked over time. Priorities could be discussed with evidence. Budgets, owners and next steps became easier to define.
What the findings turned into
The findings also shaped a practical investment agenda:
- ERP modernization
- Cloud adoption
- Cybersecurity
- Data management
- Reporting and analytics
Strong data and reporting capabilities give AI initiatives something solid to build on.
The goal is broader than technology. Akkök Holding is working toward more responsive businesses, higher efficiency and productivity, new products and revenue streams, better-informed decisions and faster execution with less bureaucracy.
Carrying the roadmaps into delivery
Led by Akkök CIO and Aktek General Manager, Fethi Baytan, Aktek works with Digitopia to translate the assessment into coordinated action across the group. Together, they sequence initiatives, align priorities and keep the roadmaps moving.
The next assessment is already part of the plan. That continuity is what turns a snapshot into measurable progress.
What’s measured gets done. An annual, objective assessment shows where each company stands and makes progress visible. Repeating it across the group helps us turn transformation priorities into commitments we can track.
Veysi Küçük, General Manager, Akkim
The assessment gave us a clear, comparable view across the companies we support. That makes it easier to agree on priorities, put initiatives in the right order and carry the roadmaps into delivery.
Fethi Baytan, CIO, Akkök Holding – General Manager, Aktek