There are some events that, at first, feel like you are simply going to a conference. The agenda is clear, the sessions are scheduled, and the program is busy. But once the event is over and you look back, you realize that you did not just attend a few sessions. You were actually part of a much broader community, different perspectives, and many small but valuable interactions.

DynamicsMinds 2026 was exactly that kind of experience for me.

It was my first time attending this event, and I had the opportunity both to speak on stage and to spend time with many valuable people from different parts of the Dynamics 365 ecosystem and different countries. I do not want to write this as a classic event summary, because for me, this experience was not only about the sessions I attended or the presentations I delivered.

The preparation process, the stage experience, the speaker event, the intense conference program, the sponsor areas, the evening dinners, and the hallway conversations all came together and created a much more holistic, educational, and enjoyable experience.

Being a Speaker and the Preparation Process

Being selected as a speaker for this event was exciting in itself. I have been working for many years on Dynamics 365 Finance & Operations, ERP projects, software development, architecture, and more recently, artificial intelligence. Sharing my experience in these areas is always enjoyable, but doing this at an international event, in front of people who are deeply involved in the subject, brings a different level of responsibility.
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Development often appears to be a fast and reasonable solution. However, the real cost usually emerges much later.

There is a long‑established principle in ERP projects: use standard functionality as much as possible. This is not a new idea. It has been repeatedly emphasized across methodologies and project experience. Yet when we look at real-world implementations, we often see that this principle does not receive the same level of practical commitment.

Although standard functionalities have become more comprehensive and mature over time, development decisions in ERP projects are still frequently made relatively early and quickly. This situation cannot be explained by a single reason; it is the result of several factors working together.

In many cases, development is no longer discussed as a clear alternative. Instead, it increasingly becomes the default outcome of the process.

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Bu yıl, Microsoft MVP Summit’e ilk kez fiziksel olarak katılma ve Redmond’daki Microsoft kampüsünü ziyaret etme fırsatım oldu.

Bugüne kadar beklentim daha çok ürün güncellemeleri, roadmap konuşmaları ve “neler geliyor” tarafını öğrenmekti. Ancak orada bir hafta geçirdikten sonra, deneyimin asıl değerinin bambaşka bir yerde olduğunu fark ettim.

Yolculuk

Yolculuğun kendisi aslında deneyimin bir parçası.

İstanbul’dan Seattle’a direkt uçuş, sizi günlük rutininizden koparacak kadar uzun. Yorucu ve saat farkı kendini hızlıca hissettiriyor.

Ama bu benim Seattle’a ilk gidişim değildi.

Yaklaşık dokuz yıl önce, dönemin en büyük Dynamics konferanslarından birine katılmıştım. Etkinlik Seattle Convention Center’da düzenlenmişti. O dönemde Türk Hava Yolları’nın direkt uçuşu yoktu, New York aktarmalı gitmiştik ve yolculuk çok daha zorluydu.

O ziyaret oldukça farklıydı. Etkinlik şehir merkezindeydi ve Microsoft kampüsünü detaylı şekilde görme imkanımız olmamıştı.

Bu sefer ise deneyim tamamen farklıydı.

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Günümüz teknoloji dünyasında “Yapay Zeka Devrimi” neredeyse her toplantının ana başlığı haline geldi. ERP üreticileri; Copilot’lar, AI asistanları ve otonom ajanlar duyurmak için adeta bir yarış içinde.

Vaatler etkileyici:

Satın alma emirlerini kendi oluşturan, proje risklerini önceden tahmin eden, karmaşık finansal soruları doğal dille yanıtlayan bir ERP.

Ancak bir ERP mimarı olarak şu daha derin soruyu sormadan edemiyorum:

Mevcut ERP sistemlerimiz gerçekten yapay zekâ ile çalışacak şekilde mi tasarlandı?

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Every project includes hundreds of meetings, thousands of decisions, dozens of documents, and countless revisions. Analyses are conducted, designs are prepared, developments are written, tests are executed, and the project goes live. Months later, the same question inevitably returns:

“Why did we design it this way?”

And most of the time, the answer is not in the documents, but in people’s minds.

As ERP/CRM projects progress, not only the systems but also the way we execute projects must change. The decades-old analysis–design–development cycle has become overly dependent on human memory, fragmented, and fragile. Documents are written, approved, archived… but over time they lose their context and turn into ineffective digital debris.

Today, the problem is not the lack of documentation, but the inability of documentation to become a living memory.

At this very point, a new concept emerges:

Project Intelligence Layer

This is no longer a theoretical vision. It is an applicable, operational, and soon-to-be mandatory model.

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