從生態系統的演化過程探討破壞性創新的形成 —以Ｉ公司為例

Abstract

在2050年前淨零碳排的要求下，節能減碳成為世界各國十分重視的議題，無論是各國法規的要求，或是各大企業針對節能方案，無不制定並檢視自身的碳排計劃。能源使用最大的貢獻者，非IT設備以及資料中心機房莫屬。如何減少能源與碳排使用，並提升運算效能，已成為關鍵。 I公司在晶片市場中，扮演著業界龍頭角色，當面對晶片的設計不斷的往高耗能的方向走時，也必須對於相關的配套方案，提供可信賴的解決方案。本研究從生態系的建構，結合生態系夥伴的能力，對於客戶採用新技術的疑慮，到市場需求的動能，共同解決客戶的痛點及推動產業的新規範，說明I公司在散熱生態系中對產業的定位，也在最後提出新的生態系模式，對於新市場的客戶，傳統的產業競爭轉變到生態系的策略競爭等，提出研究結論與建議。 本研究對散熱產業的生態系建立之貢獻有以下五點： 1. 台灣的散熱產業之所以能在全球占有一席之地，最主要的共同關鍵有包含了主動與晶片大廠的合作關係並投資在前期開發、以客戶服務為導向滿足新產品在設計與品質上的需求、善用台灣供應鏈垂直整合的能力等。 2. 在生態系，合作夥伴透過價值結構的互相作用，保持協調並建立協調，跳脫原本以自我為主體往外去控制供應商，反而改為以客戶需求為主體，共同實踐價值主張。 3. 提供找尋跨越橫溝的方法，並提出解法，符合ESG中對於永續概念的執行，並且增加水冷解決方案的可靠度與減少不確定性，來增加水冷晶片的採用率，增加新市場的使用者，讓原本為高端技術只給特定使用者的市場，擴大到普及大量使用者的市場，訴求性價比高，穩定性好，無可靠度疑慮的產品。 4. 生態系的建立需要有階段性的進程，接收客戶在不同階段所提出的建議與需求，並加以改善。由於市場動能與客戶痛點會動態性的變化，對於環境變化的適應並調整，是不可或缺的。 5. 建構開放性散熱產業的生態系，提供後續對於解決方案為基礎的生態系參考，並衍生更完整的生態系藍圖架構。

Under the requirement of net zero carbon emission before 2050, energy saving and carbon reduction have become a topic that countries around the world attach great importance to. No matter it is the requirements of regulations of various countries, or the energy-saving plans of key companies, they all formulate and review their own carbon emission plans. How to reduce energy and carbon emissions and improve computing performance has become the key. I company plays a leading role in the chip market and must also provide reliable solutions for related supporting solutions when the chip is constantly in the direction of high-power consumption. From the construction of the ecosystem, cooperating with the ecosystem partners, solving customers’ doubts about adopting new technologies, and understanding market demand, this study jointly solves the customers’ pain points and promotes new industry norms. The contribution of this study to the establishment of the thermal industry ecosystem are listed in the following: 1. The reasons why Taiwan thermal industry can occupy a place in the world are the following: actively cooperate with chip manufacturers and invest in early development stage, customer service-oriented to meet the needs of new product design and quality and make good use of vertical integration capabilities in Taiwan's supply chain, etc. 2. Ecosystem partners establish and maintain coordination through the interaction of value structures and focus on customer needs and jointly practice value propositions. 3. Provide a method to find adoption chasm and propose a solution, in line with the implementation of the concept of sustainability in ESG, to increase the chips adoption rate in the disruptive new market without the concerns in the reliability and high Capex. 4. The establishment of an ecosystem requires a step-by-step process, receiving suggestions and needs from customers at different stages to make improvements. Since market momentum and customer pain points will change dynamically, it is indispensable to adapt and adjust to environmental changes. 5. Provide the follow-up reference for the solution-based ecosystem and drive a more complete ecosystem structure.