{"id":2065,"date":"2026-01-29T13:37:11","date_gmt":"2026-01-29T13:37:11","guid":{"rendered":"https:\/\/apollo.eco\/?p=2065"},"modified":"2026-03-17T14:32:04","modified_gmt":"2026-03-17T14:32:04","slug":"surdurulebilirlik-neden-unlearning-gerektiriyor-kurumsal-aliskanliklar-nasil-kirilabilir","status":"publish","type":"post","link":"https:\/\/apollo.eco\/tr\/surdurulebilirlik-neden-unlearning-gerektiriyor-kurumsal-aliskanliklar-nasil-kirilabilir\/","title":{"rendered":"S\u00fcrd\u00fcr\u00fclebilirlik Neden \u2018Unlearning\u2019 Gerektiriyor? Kurumsal Al\u0131\u015fkanl\u0131klar Nas\u0131l K\u0131r\u0131labilir?"},"content":{"rendered":"

S\u00fcrd\u00fcr\u00fclebilirlik, \u00e7o\u011fu zaman yeni teknolojiler, yeni bilgiler ve yeni hedeflerle ili\u015fkilendirilir. Ancak as\u0131l b\u00fcy\u00fck d\u00f6n\u00fc\u015f\u00fcm, yeni \u015feyler \u00f6\u011frenmekten \u00e7ok eski \u015feyleri b\u0131rakmakla<\/strong> ba\u015flar. Kurumlar\u0131n kar\u015f\u0131 kar\u015f\u0131ya oldu\u011fu \u00e7evresel krizler, yaln\u0131zca strateji de\u011fi\u015fimi de\u011fil, zihniyet de\u011fi\u015fimi<\/strong> gerektirir. Bu da organizasyonel d\u00fczeyde bir \u201cunlearning\u201d (\u00f6\u011frenilmi\u015f olan\u0131 geri b\u0131rakma) s\u00fcrecini zorunlu k\u0131lar.<\/p>\n\n\n\n

\u00c7\u00fcnk\u00fc bug\u00fcn\u00fcn \u00e7evresel sorunlar\u0131, \u00e7o\u011funlukla d\u00fcn\u00fcn i\u015f yapma bi\u00e7imlerinden kaynaklan\u0131r. Enerji yo\u011fun \u00fcretim, s\u0131n\u0131rs\u0131z b\u00fcy\u00fcme varsay\u0131m\u0131, tedarikte maliyet odakl\u0131l\u0131k, raporlamada y\u00fczeysel yakla\u015f\u0131mlar gibi kurumsal al\u0131\u015fkanl\u0131klar, art\u0131k s\u00fcrd\u00fcr\u00fclebilirli\u011fin \u00f6n\u00fcndeki g\u00f6r\u00fcnmez duvarlard\u0131r.

Neden s\u00fcrd\u00fcr\u00fclebilirlik bir \u201cunutma\u201d s\u00fcreciyle ba\u015flamal\u0131<\/strong>, kurumlar\u0131n hangi al\u0131\u015fkanl\u0131klar\u0131 terk etmesi gerekti\u011fi ve bu d\u00f6n\u00fc\u015f\u00fcm\u00fcn nas\u0131l m\u00fcmk\u00fcn olabilece\u011fini birlikte ele alaca\u011f\u0131z.<\/p>\n\n\n\n

S\u00fcrd\u00fcr\u00fclebilirlik Neden \u201cUnlearning\u201d Gerektiriyor?<\/strong><\/h2>\n\n\n\n

S\u00fcrd\u00fcr\u00fclebilirlik, \u00e7o\u011fu zaman yeni teknolojiler, yeni bilgiler ve yeni hedeflerle ili\u015fkilendirilir. Ancak as\u0131l b\u00fcy\u00fck d\u00f6n\u00fc\u015f\u00fcm, yeni \u015feyler \u00f6\u011frenmekten \u00e7ok eski \u015feyleri b\u0131rakmakla<\/strong> ba\u015flar. Kurumlar\u0131n kar\u015f\u0131 kar\u015f\u0131ya oldu\u011fu \u00e7evresel krizler, yaln\u0131zca strateji de\u011fi\u015fimi de\u011fil, zihniyet de\u011fi\u015fimi<\/strong> gerektirir. Bu da organizasyonel d\u00fczeyde bir \u201cunlearning\u201d (\u00f6\u011frenilmi\u015f olan\u0131 geri b\u0131rakma) s\u00fcrecini zorunlu k\u0131lar.<\/p>\n\n\n\n

\u00c7\u00fcnk\u00fc bug\u00fcn\u00fcn \u00e7evresel sorunlar\u0131, \u00e7o\u011funlukla d\u00fcn\u00fcn i\u015f yapma bi\u00e7imlerinden kaynaklan\u0131r. Enerji yo\u011fun \u00fcretim, s\u0131n\u0131rs\u0131z b\u00fcy\u00fcme varsay\u0131m\u0131, tedarikte maliyet odakl\u0131l\u0131k, raporlamada y\u00fczeysel yakla\u015f\u0131mlar gibi kurumsal al\u0131\u015fkanl\u0131klar, art\u0131k s\u00fcrd\u00fcr\u00fclebilirli\u011fin \u00f6n\u00fcndeki g\u00f6r\u00fcnmez duvarlard\u0131r.
\u0130\u015fte bu yaz\u0131da, neden s\u00fcrd\u00fcr\u00fclebilirlik bir \u201cunutma\u201d s\u00fcreciyle ba\u015flamal\u0131<\/strong>, kurumlar\u0131n hangi al\u0131\u015fkanl\u0131klar\u0131 terk etmesi gerekti\u011fi ve bu d\u00f6n\u00fc\u015f\u00fcm\u00fcn nas\u0131l m\u00fcmk\u00fcn olabilece\u011fini birlikte ele alaca\u011f\u0131z.<\/p>\n\n\n\n

Yerle\u015fik Sistemler Neden S\u00fcrd\u00fcr\u00fclebilirli\u011fin \u00d6n\u00fcnde Engel mi?<\/strong><\/h2>\n\n\n\n

Kurumlar y\u0131llar i\u00e7inde ba\u015far\u0131ya ula\u015fan sistemlerini, s\u00fcre\u00e7lerini ve d\u00fc\u015f\u00fcnme bi\u00e7imlerini peki\u015ftirir. Bu, organizasyonel g\u00fcvenlik ve verimlilik sa\u011flar. Ancak ayn\u0131 sistemler, yeni bir paradigma olan s\u00fcrd\u00fcr\u00fclebilirli\u011fin \u00f6n\u00fcnde ciddi bir diren\u00e7 kayna\u011f\u0131na<\/strong> d\u00f6n\u00fc\u015febilir. \u0130\u015fte nedeni:<\/p>\n\n\n\n

\u201cHep B\u00f6yle Yapt\u0131k\u201d Refleksi<\/strong><\/h4>\n\n\n\n

Kurumsal karar s\u00fcre\u00e7lerinde s\u0131k\u00e7a duyulan bu ifade, yenilik kar\u015f\u0131s\u0131nda en b\u00fcy\u00fck zihinsel bariyerlerden biridir.<\/p>\n\n\n\n

    \n
  • Geleneksel KPI\u2019lar h\u00e2l\u00e2 k\u0131sa vadeli finansal ba\u015far\u0131y\u0131 \u00f6nceler<\/li>\n\n\n\n
  • ESG hedefleri, \u00e7o\u011fu zaman \u201cikincil\u201d ya da \u201copsiyonel\u201d g\u00f6r\u00fcl\u00fcr<\/li>\n\n\n\n
  • Ge\u00e7mi\u015f ba\u015far\u0131lar\u0131 koruma i\u00e7g\u00fcd\u00fcs\u00fc, de\u011fi\u015fim riskine kar\u015f\u0131 savunma yarat\u0131r<\/li>\n<\/ul>\n\n\n\n

    Bu k\u00fclt\u00fcr, s\u00fcrd\u00fcr\u00fclebilirli\u011fin gerektirdi\u011fi k\u00f6kl\u00fc de\u011fi\u015fimlere kar\u015f\u0131 sessiz ama g\u00fc\u00e7l\u00fc bir diren\u00e7 \u00fcretir<\/strong>.<\/p>\n\n\n\n

    Eski \u0130\u015f Modellerinin \u00c7evresel S\u0131n\u0131rlarla \u00c7at\u0131\u015fmas\u0131<\/strong><\/h4>\n\n\n\n

    Sanayi devrimi sonras\u0131 \u015fekillenen \u00fcretim ve b\u00fcy\u00fcme odakl\u0131 i\u015f yapma bi\u00e7imi, do\u011fal kaynaklar\u0131 s\u0131n\u0131rs\u0131z kabul eder.<\/p>\n\n\n\n

      \n
    • \u201cNe kadar \u00e7ok \u00fcretirsem, o kadar b\u00fcy\u00fcr\u00fcm\u201d form\u00fcl\u00fc art\u0131k i\u015flemiyor<\/li>\n\n\n\n
    • Do\u011fa, art\u0131k sadece \u201cgirdilerin kayna\u011f\u0131\u201d de\u011fil, s\u0131n\u0131rlay\u0131c\u0131 bir fakt\u00f6r<\/li>\n\n\n\n
    • At\u0131k, emisyon ve kaynak kullan\u0131m\u0131 art\u0131k yaln\u0131zca \u00e7evresel de\u011fil,\u00a0stratejik birer maliyet kalemi<\/strong><\/li>\n<\/ul>\n\n\n\n

      Kurumsal yap\u0131lar bu d\u00fc\u015f\u00fcnce bi\u00e7imini terk etmedi\u011fi s\u00fcrece, yenilik\u00e7i s\u00fcrd\u00fcr\u00fclebilirlik \u00e7\u00f6z\u00fcmleri y\u00fczeyde kalmaya mahk\u00fbm olur<\/strong>.<\/p>\n\n\n\n

      Raporlama Al\u0131\u015fkanl\u0131klar\u0131n\u0131n Derinliksizli\u011fi<\/strong><\/h4>\n\n\n\n

      Pek \u00e7ok kurumda s\u00fcrd\u00fcr\u00fclebilirlik h\u00e2l\u00e2 y\u0131ll\u0131k bir raporlama dosyas\u0131ndan ibaret:<\/p>\n\n\n\n

        \n
      • Veriler derleniyor ama karar alma s\u00fcre\u00e7lerine entegre edilmiyor<\/li>\n\n\n\n
      • Raporlar haz\u0131rlan\u0131yor ama i\u00e7eride sahiplenilmiyor<\/li>\n\n\n\n
      • Performans \u00f6l\u00e7\u00fcl\u00fcyor ama \u00f6d\u00fcl\/ceza mekanizmalar\u0131na ba\u011flanm\u0131yor<\/li>\n<\/ul>\n\n\n\n

        Bu da ESG\u2019nin \u201cka\u011f\u0131t \u00fcst\u00fc sorumluluk\u201d olmaktan \u00e7\u0131kamamas\u0131na neden oluyor.<\/p>\n\n\n\n

        \u201cUnlearning\u201d Nedir? Neden Kurumsal D\u00f6n\u00fc\u015f\u00fcmde \u015eart?<\/strong><\/h2>\n\n\n\n

        \u201cUnlearning\u201d, yani \u00f6\u011frenilmi\u015f olan\u0131 geri b\u0131rakmak, yanl\u0131\u015f ya da eskimi\u015f bilgi ve reflekslerin sistematik bi\u00e7imde sorgulanmas\u0131 ve a\u015f\u0131lmas\u0131 s\u00fcrecidir.
        \u0130lk bak\u0131\u015fta bu kavram, \u201c\u00f6\u011frenmeyi durdurmak\u201d gibi alg\u0131lanabilir. Oysa tam tersi: Unlearning, ger\u00e7ek \u00f6\u011frenmenin ba\u015flang\u0131c\u0131d\u0131r.<\/strong> \u00c7\u00fcnk\u00fc kal\u0131pla\u015fm\u0131\u015f bilgileri terk etmeden yeni bilgilere alan a\u00e7mak m\u00fcmk\u00fcn de\u011fildir.<\/p>\n\n\n\n

        Bilmekten Daha Zor Olan: Bildi\u011fini B\u0131rakmak<\/strong><\/h4>\n\n\n\n

        Kurumlar belirli ba\u015far\u0131 al\u0131\u015fkanl\u0131klar\u0131n\u0131 peki\u015ftirerek b\u00fcy\u00fcr. Ancak \u00e7evre, ekonomi ve toplumun h\u0131zla de\u011fi\u015fti\u011fi bu \u00e7a\u011fda, ge\u00e7mi\u015fte i\u015fe yarayan \u015feyler art\u0131k zararl\u0131 sonu\u00e7lar do\u011furabiliyor.<\/p>\n\n\n\n

          \n
        • Eskiden verimlilik = d\u00fc\u015f\u00fck maliyet = ba\u015far\u0131yd\u0131. Bug\u00fcn bu denklem\u00a0karbon ayak izi ve tedarik riski<\/strong>\u00a0gibi unsurlarla k\u0131r\u0131l\u0131yor.<\/li>\n\n\n\n
        • Eskiden sadece finansal ba\u015far\u0131 konu\u015fulurdu. Bug\u00fcn\u00a0sosyal etki, \u015feffafl\u0131k ve etik<\/strong>\u00a0olmadan finansal ba\u015far\u0131 s\u00fcrd\u00fcr\u00fclemez h\u00e2le geldi.<\/li>\n<\/ul>\n\n\n\n

          Unlearning, bu \u201cba\u015far\u0131l\u0131 olmu\u015f ama s\u00fcrd\u00fcr\u00fclemez\u201d modelleri so\u011fukkanl\u0131 bir \u015fekilde sorgulamay\u0131<\/strong> ve de\u011fi\u015ftirmeyi gerektirir.<\/p>\n\n\n\n

          Organizasyonel D\u00fczeyde Unlearning<\/strong><\/h4>\n\n\n\n

          Unlearning bireysel de\u011fil, kurumsal bir kapasite olarak geli\u015ftirilmelidir. Bunun i\u00e7in:<\/p>\n\n\n\n

            \n
          • Kurum i\u00e7i diyalog ortamlar\u0131<\/strong>\u00a0(hatalardan \u00f6\u011frenmeye a\u00e7\u0131k yap\u0131lar)<\/li>\n\n\n\n
          • K\u00f6r noktalar\u0131n te\u015fhisi<\/strong>\u00a0(Apollo gibi sistemlerle g\u00f6r\u00fcnmeyeni g\u00f6r\u00fcn\u00fcr k\u0131lmak)<\/li>\n\n\n\n
          • Dikey de\u011fil yatay \u00f6\u011frenme yap\u0131lar\u0131<\/strong>\u00a0(birimler aras\u0131 deneyim payla\u015f\u0131m\u0131)<\/li>\n\n\n\n
          • Eski al\u0131\u015fkanl\u0131klar\u0131n b\u0131rak\u0131lmas\u0131n\u0131 te\u015fvik eden liderlik stilleri<\/strong>
            gibi unsurlar gereklidir.<\/li>\n<\/ul>\n\n\n\n

            \u00d6zellikle eski y\u00f6ntemleri ba\u015far\u0131 olarak kodlayan \u00e7al\u0131\u015fanlar i\u00e7in bu s\u00fcre\u00e7, psikolojik olarak da desteklenmelidir.<\/p>\n\n\n\n

            \u201cUnlearn \u2192 Rethink \u2192 Redesign\u201d \u00c7evrimi<\/h4>\n\n\n\n

            Unlearning sadece terk etme de\u011fil, ayn\u0131 zamanda yeniden d\u00fc\u015f\u00fcnme (rethink)<\/strong> and yeniden tasarlama (redesign)<\/strong> s\u00fcrecini de tetikler.
            Bu d\u00f6ng\u00fc:<\/p>\n\n\n\n

              \n
            1. Eskimi\u015f i\u015f yapma bi\u00e7imlerinin fark edilmesi<\/li>\n\n\n\n
            2. Yeni veriler ve perspektiflerle bunlar\u0131n sorgulanmas\u0131<\/li>\n\n\n\n
            3. Alternatif modellerin tasarlanmas\u0131 ve pilotlanmas\u0131<\/li>\n\n\n\n
            4. Yeni sistemlerin organizasyon k\u00fclt\u00fcr\u00fcne entegre edilmesi<\/li>\n<\/ol>\n\n\n\n

              \u015feklinde ilerler.<\/p>\n\n\n\n

              Kurumsal Al\u0131\u015fkanl\u0131klar Nas\u0131l K\u0131r\u0131l\u0131r? D\u00f6n\u00fc\u015f\u00fcm \u0130\u00e7in Hangi Ad\u0131mlar At\u0131lmal\u0131?<\/strong><\/h2>\n\n\n\n

              Kurumsal al\u0131\u015fkanl\u0131klar, yaln\u0131zca operasyonel s\u00fcre\u00e7lerde de\u011fil, karar alma reflekslerinde, hedef sistemlerinde ve ileti\u015fim pratiklerinde k\u00f6k salar. Bu al\u0131\u015fkanl\u0131klar\u0131 k\u0131rmak, yaln\u0131zca d\u0131\u015far\u0131dan bir dan\u0131\u015fmanla ya da i\u00e7eriden bir raporla m\u00fcmk\u00fcn de\u011fildir. Ger\u00e7ek de\u011fi\u015fim i\u00e7in \u00e7ok katmanl\u0131, bilin\u00e7li ve s\u00fcrekli bir m\u00fcdahale gerekir.<\/strong><\/p>\n\n\n\n

              Eski Refleksleri G\u00f6r\u00fcn\u00fcr K\u0131lmak: Veriyle Y\u00fczle\u015fmek<\/strong><\/h4>\n\n\n\n

              \u0130lk ad\u0131m, hangi al\u0131\u015fkanl\u0131klar\u0131n s\u00fcrd\u00fcr\u00fclebilirlikle \u00e7eli\u015fti\u011fini veriyle ortaya koymakt\u0131r.<\/strong><\/p>\n\n\n\n

                \n
              • \u201cBiz enerji verimliyiz\u201d demek yerine,\u00a0ger\u00e7ek zamanl\u0131 enerji izleme verisi<\/strong>\u00a0gerekir<\/li>\n\n\n\n
              • \u201cTedarik zincirimiz s\u00fcrd\u00fcr\u00fclebilir\u201d demek yerine,\u00a0karbon ayak izi ve at\u0131k verisi<\/strong>\u00a0analiz edilmelidir<\/li>\n\n\n\n
              • \u201cESG raporlar\u0131 yay\u0131ml\u0131yoruz\u201d demek yerine,\u00a0karar s\u00fcre\u00e7lerine ne kadar entegre edildi\u011fi<\/strong>\u00a0\u00f6l\u00e7\u00fclmelidir<\/li>\n<\/ul>\n\n\n\n

                Apollo gibi sistemler, k\u00f6r noktalar\u0131 g\u00f6r\u00fcn\u00fcr k\u0131larak kurumsal al\u0131\u015fkanl\u0131klarla ger\u00e7ek s\u00fcrd\u00fcr\u00fclebilirlik aras\u0131ndaki fark\u0131 \u00e7\u0131plak bi\u00e7imde ortaya koyar<\/strong>.<\/p>\n\n\n\n

                S\u00fcre\u00e7lerin De\u011fil, Zihniyetlerin D\u00f6n\u00fc\u015f\u00fcm\u00fc<\/strong><\/h4>\n\n\n\n

                Al\u0131\u015fkanl\u0131klar, s\u00fcre\u00e7lerle de\u011fil, zihniyetle de\u011fi\u015fir.
                Bu nedenle:<\/p>\n\n\n\n

                  \n
                • E\u011fitimler yaln\u0131zca bilgi aktaran formatta de\u011fil,\u00a0sorgulatan ve i\u00e7g\u00f6r\u00fc kazand\u0131ran<\/strong>\u00a0bi\u00e7imde tasarlanmal\u0131<\/li>\n\n\n\n
                • \u00dcst d\u00fczey y\u00f6neticilerde\u00a0\u00f6rnek davran\u0131\u015f<\/strong>\u00a0ve s\u00fcrd\u00fcr\u00fclebilir kararlar \u00f6d\u00fcllendirilmeli<\/li>\n\n\n\n
                • T\u00fcm ekiplerde \u201cneden farkl\u0131 yap\u0131yoruz?\u201d sorusunun cevab\u0131 i\u00e7selle\u015ftirilmelidir<\/li>\n<\/ul>\n\n\n\n

                  De\u011fi\u015fim, en tepeden en alta kadar anlam temelli<\/strong> olmal\u0131d\u0131r.<\/p>\n\n\n\n

                  K\u00fclt\u00fcrel Mikro M\u00fcdahalelerle B\u00fcy\u00fck De\u011fi\u015fimler<\/strong><\/h4>\n\n\n\n

                  Kurumsal k\u00fclt\u00fcr bir gecede de\u011fi\u015fmez. Ancak k\u00fc\u00e7\u00fck, s\u00fcrekli m\u00fcdahaleler<\/strong> b\u00fcy\u00fck farklar yarat\u0131r.<\/p>\n\n\n\n

                    \n
                  • \u201cS\u00fcrd\u00fcr\u00fclebilirlik temal\u0131 haftal\u0131k veriler\u201d gibi d\u00fczenli fark\u0131ndal\u0131k ara\u00e7lar\u0131<\/li>\n\n\n\n
                  • Birimler aras\u0131 \u201cESG i\u00e7 ileti\u015fim kanallar\u0131\u201d<\/li>\n\n\n\n
                  • \u201cKurum i\u00e7i \u00f6neri sistemleri\u201d ile al\u0131\u015fkanl\u0131klar\u0131n \u00e7al\u0131\u015fanlar taraf\u0131ndan sorgulanmas\u0131<\/li>\n\n\n\n
                  • Karbon, enerji ve kaynak hedeflerinin ki\u015fisel performansla ili\u015fkilendirilmesi<\/li>\n<\/ul>\n\n\n\n

                    Bunlar, d\u00f6n\u00fc\u015f\u00fcm\u00fc teoriden prati\u011fe ta\u015f\u0131r.<\/p>\n\n\n\n

                    Gelece\u011fe A\u00e7\u0131lmak \u0130\u00e7in \u00d6nce Ge\u00e7mi\u015fi B\u0131rakmak Gerekir<\/strong><\/h2>\n\n\n\n

                    Kurumlar, iklim krizi ve s\u00fcrd\u00fcr\u00fclebilirlik \u00e7a\u011f\u0131nda yaln\u0131zca yeni \u015feyleri \u00f6\u011frenmekle de\u011fil, eski al\u0131\u015fkanl\u0131klar\u0131n\u0131 b\u0131rakmakla<\/strong> y\u00fck\u00fcml\u00fcd\u00fcr. Bu unlearning s\u00fcreci, cesaret, \u015feffafl\u0131k ve veriyle y\u00fczle\u015fme gerektirir.<\/p>\n\n\n\n

                    \n

                    S\u00fcrd\u00fcr\u00fclebilirlik, ezberle de\u011fil d\u00f6n\u00fc\u015f\u00fcmle m\u00fcmk\u00fcnd\u00fcr.
                    De\u011fi\u015fimin en zor ama en anlaml\u0131 hali, kendimizi b\u0131rak\u0131p yeniden tasarlamakla<\/strong> ba\u015flar.<\/p>\n<\/blockquote>","protected":false},"excerpt":{"rendered":"

                    Neden s\u00fcrd\u00fcr\u00fclebilirlik bir \u201cunutma\u201d s\u00fcreciyle ba\u015flamal\u0131, kurumlar\u0131n hangi al\u0131\u015fkanl\u0131klar\u0131 terk etmesi gerekti\u011fi ve bu d\u00f6n\u00fc\u015f\u00fcm\u00fcn nas\u0131l m\u00fcmk\u00fcn olabilece\u011fini birlikte ele alaca\u011f\u0131z.<\/p>","protected":false},"author":5,"featured_media":5160,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[25],"tags":[],"class_list":["post-2065","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-industry-insights"],"acf":[],"_links":{"self":[{"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/posts\/2065","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/comments?post=2065"}],"version-history":[{"count":1,"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/posts\/2065\/revisions"}],"predecessor-version":[{"id":2067,"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/posts\/2065\/revisions\/2067"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/media\/5160"}],"wp:attachment":[{"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/media?parent=2065"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/categories?post=2065"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/apollo.eco\/tr\/wp-json\/wp\/v2\/tags?post=2065"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}