本研究將深入探討企業為了因應市場飽和威脅與永續經營考量，進行長達十五年的策略轉型。位於台灣的本土軟體商A公司如何找出成功方程式，透過組織變革領導員工將商品思維轉軸為服務思維，創造新的價值型商業模式締造佳績持續成長的現象進行研究。

由於個案公司為中大型軟體商，不但是台灣ERP市占率冠軍，更因兩位創辦人開放但極具創新的管理風格跟產業獨特性，在學界與業界都十分罕見。在轉型歷程中面臨外部挑戰像是金融海嘯衝擊、新冠肺炎影響、各產業激烈的人才爭奪戰；內部則有複雜的工作流程、各事業單位高度競爭及人才訓練培養期長等壓力。在變革初期，個案公司內大多數領導人對於轉變持觀望態度，即便有心投入的領導人也是處於尚在摸索之際，就邊做邊改地踏上變革管理之路，創造願景並凝聚團隊共識，發展因產業制宜之變革轉型。

變革轉型路迢迢，每一哩路都得集結眾人的努力才有機會抵達。然而，一次的轉型成功是否就能讓企業高枕無憂？這些經驗是否能替永續經營奠定夯實的基礎？組織變革經驗是否可以有方法複製？以及有那些未思之點值得我們檢視並優化改善來邁向另一波的勝利？

本研究將深入訪談實際參與個案公司組織變革之總經理、中階主管及其資深員工與新進員工等眾多面向利害關係人，透過訪談與內部資料分析獲得洞見，透視個案公司獨特的產業型態與經營內蘊，來詮釋策略轉型與組織變革間的相得益彰，探討其模式及改革經驗並用以做為台灣產業轉型之變革管理案例參考。

This research will delve into a fifteen-year strategic transformation undertaken by enterprises in response to market saturation threats and considerations for sustainable operations. The research focuses on how a local software company, Company A in Taiwan, discovered a successful formula. Through organizational change leadership, they shifted from a product-centric to a service-centric mindset, creating a new value-based business model that led to sustained growth.

As a medium to large-sized software company in Taiwan, the case company not only holds the top market share in ERP but is also notable for its founders' open yet innovative management style and industry uniqueness, which are rare in both academia and the industry. Throughout the transformation process, they faced external challenges such as the impact of the financial crisis, COVID-19, and intense talent competition across various industries. Internally, they dealt with complex workflows, high competition among business units, and the challenges of lengthy talent training and development periods.

Navigating through these challenges required the company to chart a course during the initial stages of change when most leaders were cautious about the transformation. Even those leaders who were eager to commit were still in the process of exploring the path forward. They embarked on the arduous journey of change management, creating a vision, rallying team consensus, and developing tailored transformation strategies to adapt to industry changes.

The path of transformation is arduous, requiring collective efforts at every step. However, can a single successful transformation ensure worry-free operations for the enterprise? Can these experiences lay a solid foundation for sustainable operations? Is it possible to replicate organizational change experiences using certain methods? And what are the unexplored aspects that deserve scrutiny and optimization to propel towards another wave of success?

In-depth interviews’, this research will conduct with key stakeholders who were directly involved in the organizational change at the case company, including the general manager, middle managers, senior employees, and new hires. Through interviews and internal data analysis, insights will be gained to understand the unique industry dynamics and operational essence of the company. This will help interpret the synergy between strategic transformation and organizational change, explore its models and reform experiences, and serve as a reference for Taiwan's industrial transformation in change management cases.

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三、網站資源

1. 《7大市場力量》內容簡介，取自：https://reurl.cc/z6l94k
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