高科技集團新事業發展策略與執行之個案研究

Abstract

本研究以一個台灣大型高科技企業集團為個案，探究其在核心業務持續成長，但成長幅度趨緩情況下，為求企業永續經營，如何透過新事業的發展，建立起完整的新事業發展組織、新事業與既有核心事業運作模式，以及進入新事業的決策機制，並探討創業家與專業經理人在領導新事業發展所扮演的角色。我們藉由新事業策略、組織、營運機制與領導力等面向進行有系統的分析，歸納出新事業如何在集團企業中突顯自己的策略定位，並如何持續擴展新興事業的版圖。最後，藉由這些問題的分析，試圖找出新事業發展的成功關鍵因素，進而對其他台灣企業的新事業管理提出實務建議。 本研究結果發現，從企業的角度，透過新事業發展進行內部創業，一方面可以建構下一階段成長動能，透過集團資源綜效的挹注，降低失敗的風險；另一方面可以賦予專業經理人更大的發展空間與成就感，讓重要幹部能延續過去的優勢，在新事業領域中大展身手。儘管新事業發展決策是主觀的，但新事業發展的機會評估，仍然應該是一種理性與客觀的行為。新事業發展管理的目的除了藉由多方驗證新事業機會的過程，提昇新事業發展的成功機率；同時也希望避免投入具有致命瑕疵的新事業商機，以減少失敗的機率。 在深度參與個案公司進行新事業發展的專案基礎上，本研究建議企業為求永續發展，於核心事業外需持續投資於新事業，形成具成長動能的事業組合，重點不在新事業數量多寡，而在持續發揮新事業的市場潛能。但新事業發展充滿風險與不確定性，因此企業需鼓勵、培養並塑造內部創業的企業文化，形成明確的願景和支持創新、包容”成功的失敗”的企業氛圍、轉型成學習型組織。企業領導人需深切體認新事業的重要性，及創業家與經理人的差異，透過適當的授權與分工有助於新事業發展與創業家精神的培養。新事業發展需要有結構化的運作機制與紀律化的執行，搭配新事業發展管理組織與跨職能團隊運作來確保成功。因此我們建議新事業以獨立組織方式運作，讓新事業團隊擁有新事業發展的自主權，並設計一套差異化的績效衡量指標與有效的激勵機制，促使發揮創新與創業家精神。 企業需從商業、市場、客戶的角度來評估新事業，而非着重於技術角度。同時要打破組織慣性，跨越企業文化限制，透過與外部結盟方式探索破壞性創新的新事業。必要時適時運用中立的外部專家擔任顧問，縮短學習曲線。最後，企業對新事業發展需要有耐心，不要操之過急求近利，應以追求持續的獲利性成長為長期目標。

Taking an established high-tech business group as a case for in-depth study, this research endeavors to explore how an enterprise responds to the situation that its core businesses continue to grow while the growth rate is declining, through new business development initiatives. By considering different aspects of new business development (NBD), this research attempts to find out what challenges an enterprise typically faces in the areas of strategy, organization, mechanism and leadership, and how they can overcome these challenges. By identifying the key factors of NBD success/failure, we hope to provide practical suggestions to other companies facing similar situation. Our research finds out that encouraging NBD within the enterprise not only can leverage enterprise’s existing resources and competencies to build future growth platform, but also is a good way to retain professional managers and talents as a new development opportunity. Although the decision making regarding NBD is by and large subjective, the assessment processes of new businesses should be rational and objective. Therefore, a systematic mechanism with clear goals, right organization and leadership in place, planning with appropriate measurement, and a structured staged process with clear criteria and decision check points are critical to the success of NBD. This research suggests that enterprises should always explore and develop new business opportunities as a growth platform. Enterprises should evaluate the new business from business, market, and customer perspectives, instead of from technology perspective. Enterprises should encourage and nurture a culture for internal venturing and “successful failure”. Leaders should recognize the importance and risks of NBD, and the differences between entrepreneurs and professional managers. Properly delegating and dispatching duties will help the NBD and the establishment of entrepreneurships. NBD requires a structured management mechanism and disciplined execution, supported by cross-function team collaboration. We suggest that new business should be managed separately from the core business, to allow proper autonomy. A different set of performance index and incentive scheme are also required. Lastly, companies should maintain sufficient patience toward new business development. Sustainable and profitable growth should be the long-term objectives.