多國企業轉型成為全球整合機制策略之探討 -以IBM與研華個案為例

Abstract

本論文主要利用IBM商業價值學院之實務應用架構，來探討多國企業轉型為全球整合型企業之機制策略，同時以個案分析的方式來說明其轉型策略之訂定，從而找出最能達到轉型效益之項目，是一項理論與實務應用之結合。文中所舉列之方法論為IBM公司以近十年之實際執行各項案例之方法，對於國內企業欲轉型為全球化整合公司提供參考模型，以縮短其研究時間。 本研究可獲致以下幾個論點： 一、全球整合型企業，是在全球各地中找尋最適當的執行部門，以最有效率的方式作一個企業體中最適當的配置，其組織運作與目前多國企業運作有非常大差異。 二、營運流程為全球整合企業之成敗關鍵，企業能夠將其營運流程配置在世界上任何地方，只要這個地方提供合適成本、合適技能以及合適商業環境，並且能夠對這些營運流程進行全球性整合。 三、產品功能的銷售方式轉型為客戶導向銷售模式，常為企業轉型為全球整合型企業之轉型重點，而伴隨而來的即是銷售組織的改變，缺一不可。

This paper explores how IBM Institute for business value develops a practical executive structure to analysis multinational enterprises transformation for the globally integrated enterprise operations and strategy. Based on cases analysis to explain the transformation strategy and determination, it provides examples to help identify the most effective enterprises transformation for the combination of theory and practice. The listed methodology for IBM implementation method of case provide significant model of globalization for the transformation of domestic enterprise in order to shorten the time of research. This study provides results as following: 1.Globally integrated enterprise, which finds the most appropriate executive department with the effective method for all over the world, its organization operation and multinational enterprises operation regarded as large differences. 2.As a key point, enterprise business process configured anywhere in the world as long as these places could not only provide right cost, right skills, and appropriate business environment, but also integrate these business process for global. 3.The transformation of sales of products function as the customer-oriented sales model, often being key for the globally integrated enterprise of business transformation is indispensable with the changes in sales organization.