電信公司數位轉型研究：以台灣大哥大為例

Abstract

企業以終為始，思考為何要做數位轉型？而非為轉型而轉型。企業主要是為了的商業模式及價值主張優化、內部作業流程的更新、組織結構升級，以及客戶服務提供新價值的轉型。而科技數位轉型是使用新科技方法工具來達到數位轉型，數位轉型的「數位」是利用數位科技達到，「轉型」是代表組織、文化、人才、流程和技術架構的改變，才能透過轉型因應數位經濟的挑戰和機會。 「變革」是辛苦但是關鍵的，尤其是進行科技數位轉型時，更是一條漫漫長路，尤其在特許產業的電信產業，產業寡佔的市場特質但又面對高度競爭和5G/6G低軌衛星技術變遷如此快速下，而如何與國際資訊公司平台接軌，對企業變革與經營管理至為關鍵，本研究目的就是在探討科技數位轉型之於電信產業的創新服務變化和組織文化的影響力，並以台灣大哥大電信作為研究主要標的公司。 台灣大哥大電信是在富邦集團下的重要產業之一，迎接5G新時代，台灣大哥大於2020年進行品牌再造，揭示企業全新品牌核心精神「Open Possible能所不能」，透過想像力、科技力、行動力、連結力，與感動力，讓用戶能所不能；另一方面，台灣大與生態系盟友打造多時的「超5G應用」，包括智慧球場、智慧倉儲、雲端遊戲等逐一登場，並與眾多大廠籌組AI國家隊，承接台灣AI雲的營運業務，同時深耕物聯網領域，集結超過百家國內外廠商共組「物聯網大生態圈」，領先業界發展出符合產業與消費者需求的從個人、家庭到城市智慧生活的物聯網應用。 本研究應用此案例，透過相關數位轉型與資料模型分析理論，檢視台灣大哥大超5G的商業經營模式、內外部分析、策略規劃分析。在台灣電信法規規範與眾多限制下，面對行動業者用戶數競爭情境與內部組織的僵化性下，如何面對極為挑戰的創新營收和轉型課題，在內部組織變革與開創創新服務下，如何穩健的布局，找到驅動成長的動能，以未來的眼光經營現在。 本研究也透過焦點訪談及研究資料蒐集歸納分析，進一步探討在地化經營策略，如何進行組織變革，並嘗試探索有效的關鍵成功因子，透過極具深度與廣度的分析，找到台灣電信產業的科技軟體服務公司的願景。 根據本實際個案，了解電信產業所面對的挑戰，以及略思維和數位轉型的關鍵性，在研究過程中也同時應用了包括：「商業模式創新9宮格」、「模擬動態賽局下-自由賽局之雙贏策略」、「PEST總體經濟分析」、「Must-Win-Battles(MWB)必贏戰役」「C-SOP管理架構」等理論，驗證台灣電信產業如何與國際資訊公司平台合作，共同執行科技數位轉型由電信產業到全球科技服務公司，期望這研究成果可以提供台灣大哥大未來科技數位轉型策略的參考。

Enterprises start with the end in mind, thinking about why digital transformation is needed? Enterprises are mainly for the optimization of business models and innovative new value propositions, to renewal of internal operating procedures, the upgrading of organizational structures, and the transformation of customer services to provide new value to facing the dynamic market changing. The “digitalˮ of digital transformation is achieved by using digital technology and ecosystem to face the Economic challenges and new opportunities. Taiwan Mobile Telecom is one of the important industries under the Fubon Group in Taiwan. To welcome the new era of 5G, Taiwan Mobile is carrying out brand remodeling, revealing the core value of the new branding“Open Possibleˮ. Through innovation, technology, mobility, connection, and influence allow users to do what they can't imagine; Taiwan Mobile build their ecosystem allies have created “super 5G applicationsˮ, are aggressive to work with the global platform ecosystem (ex. Google) which includes smart entertainment, smart Video/Music, Smart home and Cloud games. Organized the AI national team with major manufacturers, gathered more than 100 domestic and foreign manufacturers to form a “big Internet of Things ecosystemˮ with broadband Kbro and E-shopping Momo, leading the industry to develop a product that meets the needs of industries and consumers applications from individuals, families to urban smart life. Using this case, this research examines Taiwan Mobile's Super 5G business model, and strategic planning analysis through the relevant digital transformation and data model theories. Under Taiwan's telecommunications regulations and numerous restrictions, in the face of competition in the number of mobile operators and the rigidity of the internal organization, how to face the extremely challenging issue of innovative revenue and transformation, and how to change the internal organization and create innovative services? And how to leverage the global ecosystem (ex. Google) to find the driving force for growth and manage the present with a future perspective. Based on this actual case, we might understand the challenges faced by the Telecom industry, as well as the key to strategic thinking and digital transformation. To analyze how Taiwan's telecommunications industry cooperates with the Global ecosystem to jointly implement the digital transformation of technology from the telecommunications industry to a global Information technology service provider. It is hoped that this research result can provide a reference for Taiwan Mobile's future technology digital transformation strategy.