IT系統整合商在專業影音領域的成長轉型策略與挑戰：以R公司個案研究

Abstract

本研究探討集團成立外部子公司後因持續虧損，如何藉由調任總部資深專業經理人接手個案公司管理，以企業轉型的C-SOP架構，在文化形塑、策略布局、組織協同、興業領導等四個面向的基礎上，進行具體且深入的規劃執行。 總部交付任務除了彌補虧損、轉虧為盈的基本目標之外，更希望藉由個案公司在台灣地區成功的發展經驗，讓集團新的系統整合服務事業得以擴展至全球其他地區。因此在策略制定上，藉由深入了解專業影音產業的結構及其所面臨的改變脈絡，來掌握變革轉型的方向，並分析個案公司的競爭優勢、價值定位，來做為選擇產品市場與商業模式的決策判斷。過程中同時探討如何調整組織最重要的人與結構，以應對轉型過程裡的變化和挑戰。文章中並描述如何塑造企業文化，探討轉型成功的關鍵要素，以幫助企業更好地應對市場變化和挑戰。

This study explores how a corporation, after establishing an external subsidiary that continues to incur losses, appoints a senior professional manager from the headquarters to take over the management of the case company. Utilizing the C-SOP framework for corporate transformation, the study conducts concrete and in-depth planning and execution based on four dimensions: cultural shaping, strategic layout, organizational synergy, and business leadership. In addition to the fundamental goal of mitigating losses and turning a profit, the headquarters aims to leverage the successful development experience of the case company in Taiwan to expand the group's new system integration service business to other regions worldwide. Therefore, in strategy formulation, by deeply understanding the structure of the professional audiovisual industry and the changes it faces, the study aims to grasp the direction of transformation and analyze the case company's competitive advantages and value positioning to make informed decisions on product markets and business models. This study also explores how to adjust the organization's key personnel and structure to cope with the changes and challenges during the transformation process. The article describes how to shape corporate culture and discusses the critical factors for successful transformation to help the enterprise better respond to market changes and challenges.