The Artificial Intelligence Summit-AGI, held under the main sponsorship of Treomind, focused on a transformation that centers on value rather than just efficiency in the age of AI. The summit, where strategies guiding the transformation journeys of institutions, innovative applications, and ethical approaches were discussed comprehensively, addressed key topics shaping the future of the sector.

Positioned as one of the leading gatherings in the field of corporate artificial intelligence in Türkiye, Artificial Intelligence-AGI (abbreviated as BZagi) comprehensively examined headlines steering the sector’s agenda, ranging from future-shaping technologies to strategic approaches. Organized with the theme “The AGI Effect: Power, Risk, and New Rules of the Game for Institutions,” the event provided a thorough evaluation of how Artificial General Intelligence is transforming organizations, in which areas it creates a competitive advantage, and the risks it brings along.

Over 300 senior executives and decision-makers managing AI transformation in Türkiye’s largest institutions addressed multidimensional topics from a strategic perspective, ranging from new models of human-machine collaboration to responsible intelligence approaches, and from business processes to societal impacts.

Dynamics of the New Era Shaped at the Summit

Offering a closed-circuit platform with a high sphere of influence through a participant profile determined entirely by curation, the summit brought together CIOs, CTOs, and AI and data leaders under one roof.

Autonomous business models, the relationship between AI and security, changing regulations, increased corporate productivity with generative AI, model reliability, and cloud-based performance were discussed in depth.

Highlights from the Opening, Speeches, and Panels

In her opening speech, BThaber Vice President Neslihan Aksun stated: “Today, we are ‘on the threshold of AGI.’ Artificial intelligence is no longer just about automation, analysis, and prediction. AI is now a power that touches decision processes, affects governance, and has become a part of corporate strategy. And today, we ask this question: How should institutions position themselves on the threshold of AGI? Beyond being a technology that mimics human intelligence, AGI carries the potential to change the way organizations learn, manage risk, and even their understanding of leadership. In this new era of intelligence, possessing data and making sense of it will not be enough. The real issue will be managing this intelligence with responsibility, ethics, and strategic wisdom.

“Instead of disappearing, the human role is evolving into a position that manages and audits decisions”

Alican Kiraz

In his presentation titled From Code to Decision: In Whose Hands is the Management of Intelligence?, keynote speaker Alican Kiraz, Sr. Staff Engineer at Trendyol Group, stated that he directed his focus toward decision support systems due to the broad perspective of AI systems: “Specifically in corporations and software teams, these questions are frequently asked: ‘Will AI take our jobs?’ At this point, it is important to emphasize: AI is not a threat on its own. For a system to be truly effective, it must not only think but also possess agentic structures that enable it to take action. While most systems used today are based on mathematical and statistical decision mechanisms, AI similarly analyzes data to produce meaningful outputs. At this juncture, the difference between classic automation and agentic systems gains importance. These structures, where multiple AI components work in coordination, create a new field of transformation that can manage processes. Despite the ‘dark factories’ vision brought to the agenda by Industry 4.0, advanced decision support systems do not make it mandatory for institutions to turn into completely unmanned structures. Instead of disappearing, the human role is evolving into a position that manages and audits decisions.”

“The critical point is the formation of a second market that could arise beyond this growth”

Alper Yıldız

Sharing evaluations regarding the corporate AI vision, Alper Yıldız, CEO and Managing Partner of Treomind—which was also the main sponsor of the summit—said: “Artificial intelligence has become an inseparable part of life and the business world. Integrating AI into business processes is no longer a choice but a necessity to avoid falling behind in competition. The market in Türkiye is currently at a level of approximately 1.2 billion dollars and is expected to reach 8 billion dollars within the next five years. However, the truly critical point is the formation of a second market that could arise beyond this growth and has the potential to create a new economic volume of approximately 50 billion dollars.This transformation will enable producing more with the same capacity, reaching more customers, and achieving sustainable, scalable growth.” Stating that generative AI has rapidly entered our lives recently and that AI agents are taking on an increasingly active role in decision processes, Yıldız underlined that strategic decisions will always be made by humans, stating: “At the end of the day, it might be thought that decisions are made by systems; however, in reality, the final decision always belongs to the human. What matters is that the human is positioned in the right role.”

In the main panel titled “Talent, Intelligence, and Algorithm at the Same Table,” held under the sponsorship of İşNet, AI, talent management, and algorithmic transformation were discussed in a multidimensional manner.

Murat Göçe

BThaber President Murat Göçe, who delivered the panel’s opening speech, stated: “In the past, we expressed that the most fundamental power of competition was technology, and that companies possessing technology took the lead. However, at the point reached today, it is seen that this is not enough on its own. Having AI, powerful hardware, and advanced technologies is no longer sufficient to create a difference in competition. The element that creates the real difference is the ability of the right talents to work together with the right decision mechanisms and the right algorithms. Companies can only get ahead in competition when they can achieve this harmony. We need to move the focus beyond the question ‘What can be done with AI?’ Today, the technical capacity of AI is largely known. The truly critical question is ‘How should humans, organizations, and algorithms work together?’ Corporate success depends on establishing a working model that is compatible with AI, based on collaboration, and generates value.”

“The biggest obstacle to AGI is AGI itself”

İşNet CEO Mehmet Fahri Can expressed his views, saying: “Infrastructure, data, and organizational readiness are among the topics that institutions struggle with most on the path to AGI; however, the biggest breakdown in the field is experienced in all of these elements together. AGI refers to the most general form of AI; that is, we are talking about an AI that can mimic humans. Today, many people and institutions bring the debate exactly to this point: Can AI really mimic a human, can it act like a human? Well, what are its limits and when will it happen? The fact that we are still asking these questions shows that AGI has not yet matured enough. We see that we are not at a point where it replaces human intelligence, and we do not know when that will happen. Therefore, the biggest obstacle to AGI is AGI itself. Despite this, we need to look ahead because we are trying to build this process together with a shared design and understanding.”

“The right talent is the person who can work effectively with AI and blend human skills with technology”

Neslihan Delikanlı

Another name among the panelists, Neslihan Delikanlı, Country President of LHH Türkiye, said: “Now, ‘the right talent’ no longer means only someone who is technically strong or an experienced person who has worked in the same institution for many years. Today, the right talent means an individual who can think alongside AI, has a fast and agile mind, and can constantly update themselves. Research shows that companies still hiring according to yesterday’s competencies will fall behind in competition. Conversely, it is stated that firms that prioritize being ready for the future and developing both competency sets and the right mindset will lead the transformation in the workforce. Today, competitive advantage is measured less by what degree one has and more by how quickly one adapts to change and to what extent an agile mindset can be brought into the organization. In this context, for technology companies, ‘the right talent’ means the person who can work effectively with AI, learns quickly, contributes to corporate strategy, and can blend human skills with technology. We now need to ask ‘who can transform with us when roles change?’ rather than ‘who is the most suitable person for this role?’ This is the real question companies need to ask themselves. Because at the point of true transformation, the right talent should be defined not just as the person who fits a position, but as the person with whom companies will build the future together.”

“The determining factor is data”

Drawing attention to the fact that while generative AI stands out as an important field, the real value still lies on the side of traditional AI, Önder Kaplancık, General Manager of Technology and AI at Zorlu Holding, said: “According to evaluations, more than the gain to be obtained from generative AI by the end of the year is provided by traditional AI. At this point, the determining factor is data. Establishing the data layer soundly, integrating external data correctly, and supporting it with a strong infrastructure leads to reduced service costs, improvement in production processes, and increased operational efficiency. The economic return of these gains often exceeds the value offered by generative AI applications. Of course, generative AI has significant contributions that provide speed and flexibility to institutions. However, its use alone may not create value on the expected scale. Therefore, a data-based approach and traditional AI competencies maintain their critical importance. Consequently, it is seen that real economic value is shaped around the axis of data and traditional AI, which is why institutions are focusing on solidifying data and moving it to cloud-based infrastructures.”

“AI outputs cannot be sufficiently integrated into decision mechanisms”

Yasin Beceni, Founder of BTS&Partners, shared his views: “While it is observed today that institutions have a certain hierarchy and governance structure, AI is becoming one of the most widely used technologies, especially in process optimization. However, the fact that most projects cannot be scaled shows that AI outputs cannot be sufficiently integrated into decision mechanisms. At the root of this lies the absence of a clear model on how existing decision processes will be transformed with AI and the fact that a culture supporting this transformation across the organization has not yet been formed. On the other hand, building structures where humans work integrated with the system based on trust and transparency, and redesigning the processes of every department with an AI perspective, stands out as the key to holistic transformation for institutions.”

“Technology is often the easiest part; the real challenge is the transformation of people and corporate culture”

In a conversation moderated by technology strategist İnci Abay Cansabuncu, featuring Corporate Transformation Architect Dr. Hakan Tetik and Alper Sınav, Head of AI Unit at Treomind, AI orchestration in sectors was discussed comprehensively. It was emphasized that AI orchestration does not consist merely of bringing tools together; rather, the real value emerges with the establishment of the right connection points that link these tools. It was stated that a successful AI project is based on three fundamental stages: a correct understanding of the need, the identification and prioritization of use cases, and the establishment of a scalable technology infrastructure with a solid business plan. During the talk, attention was also drawn to the decisive role of cultural transformation, with the message being shared that “Technology is often the easiest part; the real challenge is the transformation of people and corporate culture.”