跨國企業如何在組織改革時傳遞組織改革對公司帶來的益處，讓不同文化不同國家中組織的高階關鍵人才不流失，進而轉換全球的企業價值到對當地員工、公司也能理解並支持這個企業價值，並進而轉換成對公司最終實質營運上想見的結果。這應該是所有跨國企業都關注的一個話題，此篇論文將以一跨國企業的醫療器材事業體為研究，期能透過分析，近年來一些重大併購及組織改革的結果中，影響跨國企業組織改革的成功因素為何，及高階關鍵人才與組織改革的關聯性及這些高階關鍵人才的留任與否之考量點為何。
從此研究中發現，高階關鍵人才留任的主因分為兩大主因，一部分主要為高層主管是否有將組織改革帶來的全球性企業戰略目的轉換為當地員工可以看見的企業價值，其主管是否能力能帶領員工一起走過組織改革之後整合伴隨而來的挑戰；一部分來自於薪酬的期待性是否有被滿足，主要來自併購後組織改革或組織改革時帶來的職位或職務變動，其中薪資的調整或溝通是否被員工理解或接受。

SUMMARY
Change has become an ordinary part in today’s business world. However, the organizations running transformation activities are often confronted by a lot of challenges. Lots of studies of change or transformation execution show that 60 – 70 per cent of intended changes were either not delivered on budget, time or of the required quality. How should a multinational company deliver messages on the benefits of structural change after a M&A or organization change? The key messages enable to retain the talents in high levels of different cultures and countries, and further to transfers the global value of enterprise to local affiliates or employees with their strong support for this value to realize the positive performance for the company. This topic is widely concerned by majority of multinationals. This paper will be based on the studies of a multinational company in medical devices sector to investigate the key factors of successful organization change and concerns of key talents in high level to remain within the company.
From the analyses, there are two factors concerning the key talents in high levels: The first key factor is whether these talents do transfer the strategic values from global view to local teams; and whether the talents own the capabilities to face the challenges with the local teams during the organization change. The second factor is whether the expectation of the compensation is fulfilled, especially if the employees understand and accepts the change in title, job scope or compensation.

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