從產品到解決方案：顧問部門之價值與組織轉型

Abstract

轉型成解決方案提供者是現今許多製造業者採取的成長策略，顧問功能的導入是此轉型過程中很重要的關鍵。本論文研究了八個資本財製造者轉型成解決方案提供者的個案，研究發現解決方案提供者的顧問部門提供了客戶四種價值：改善營運績效；提高資產報酬；排除風險；以及協助市場擴張。本研究也發現顧問部門在對其客戶創造價值時最重要的依據是客戶本身的需求，所以與客戶必須建立一個緊密的關係。然而在轉型過程中企業內部可能因目標不一致而產生衝突，所以本研究也提供了一個在轉型過程中預防組織衝突的架構。此架構包含建立一個顧客導向的混合式架構與獎勵系統；導入新觀念人力；以及建立一個相應的績效衡量指標。

Transforming from a manufacturer to a solution provider is a growth strategy attracting scholarly attention and practitioners’ interest today. Adding a consulting arm or business function is common to this transition. Based on 8 solution-based companies which were once capital goods providers, the thesis discovered that with consulting arms, firms are better able to offer their customers with the value of four kinds: improvement of operating performance, higher returns on assets, mitigating risk, and enabling market expansion. These values are created by identifying customers’ needs and putting them in the centre of all decisions. Hence, the new approach demands a close relationship with their customers in the value creation process and a overhaul of business process. In addition, a framework of managing the possible internal conflicts in the transition process is also built. Companies can manage this potential conflict by constructing a customer-centric hybrid structure and reward system, deploying new mindset and manpower, and create corresponding performance metrics.