企業數位轉型成功的關鍵成功因素：電線電纜整廠設備公司個案研究

Abstract

現今的公司的專業經理人在反覆無常的大環境中，正在經驗前所未有的挑戰，來自四面八方，包括地緣政治議題、總體經濟環境的波動、產業領域知識的變化萬千、進展神速的數位科技、甚至是最近的傳染病風險等，企業經理人的日常，包括了必須經常地檢視與企業息息相關的風險，並設想如何降低風險，藉此擘劃公司的策略或轉型藍圖，確保公司在這瞬息萬變的環境下得以維持其韌性。 如同摩爾定律所述，電腦運算能力已加速了資訊科技的進展，新興科技名詞如雨後春筍般冒出，而資訊科技的日新月異也牽動了公司策略上的改變，不論是透過新興資訊科技加速營運效率，或是將資訊科技運用或包裝於新產品上；若是後者，可能因為牽涉到超過兩個完全不同領域的專業知識，讓形式更為複雜，常見的狀況則是因而停滯不前，而本研究主題的個案公司便是在結合了機械工程與資訊科學兩個領域的範例。該公司近二十年都在希望透過數位化，思索如何協助其在電線電纜業的客戶解決痛點，也因此讓自身在數位轉型的過程中得以在同業中脫穎而出，在不知不覺中，也實質改變了商業模式及業界的生態圈，而同樣的，其客戶也在無形中因此受惠於這所謂的工業4.0智慧製造的浪頭。 當許多企業集團追求轉型卻苦於無法達到將策略完整佈建落實到全公司，一個中小企業的個案公司卻得以有所成，其所走過的足跡值得一探究竟，尤其在傳統製造業的家族企業，通常都是僅能聽從創辦人發號施令，保守風氣導致無法創新。故本研究採取由李吉仁教授所提議的5C架構，試著驗證檢視該公司是否依循著5C的路徑而獲致成功，包括「環境脈絡(Context)」、「策略改變(Change)」、「策略選擇(Choice)」、「資源承諾(Commitment)」及「一致性(Consistency)」。

To strive in a dynamic environment, executive management nowadays is experiencing unprecedented challenges from all aspects, including disputes over geo-politics, macro economy, shifts in industry know-how, rapid evolution of digital technology and most recently, pandemic etc. Constant review of risks around the business context and its mitigation plan to scheme for strategy setting/transformation may be already part of routine to stay resilient in this fast-changing society. In line with Moore's Law, capability of computation advances the progress of information technology and new fancy tech terms boom. And it is very often the force to trigger the change of corporate strategy, either to accelerate operation efficiency or incorporate into product by adoption of recently introduced technology. If the latter, to bring in two different domains of knowledge would complicate the situation, and standstill is often observed. The combination of both mechanical engineering and computer science are the examples of the company addressed in this study. The company has been longing for assisting customers to digitalize the wire and cable manufacturing process for decades, to address customers’ pain points, as such, the company itself has also managed to survive this digital transformation process. That is, the company has changed its business model and the ecosystem substantially, without being aware of it. Similarly, its customers unconsciously are also enjoying the benefits of the new era , “industrial 4.0” or “smart factory”. While many conglomerates pursued the transformation but failed to reach the goal of cascading the strategy company-wide, it is interesting to examine the footprint of how the small-to-medium enterprises succeeded. In particular, this company is situated in a very traditional manufacturing industry where only founders of the family business make the call; therefore, innovation is often smothered. A new 5C approach proposed by Prof. JR Lee was applied to validate if the company did follow-through the trail of the 5C routing, including “Context”, “Change”, “Choice”, “Commitment”, and “Consistency”.