A公司電競筆記型電腦事業部變革管理研究

Abstract

本研究旨在探討企業面臨變革需求時，該如何有效的應對及調整，才能夠保持經營永續與基業長青，公司的領導團隊如何洞燭機先，看到需要改革的徵兆，在適當的時間點啟動變革轉型，以及領導團隊在整個變革轉型的過程，需要關注的不同面相及內涵。 本研究採用單一組織個案研究的方法，以臺灣著名的3C品牌A公司轄下專責電競筆記型電腦(Gaming PC)、ROG子品牌的事業部為研究對象，探討整個變革管理啟動的原因，以及事業部由成立到完成領導團隊訂定的重返電競筆記型電腦市場第一名的目標，所經歷的管理過程。本研究採用質性分析的方式，透過個案收集的資料，分析整個變革轉型過程及所面臨的問題，配合外部公開參考資料的比對分析，透過與共同研究者、個案事業部多位主管的交互討論驗證，力求研究推論具一定的客觀性與嚴謹性。 本研究發現利用公開市場的資訊搭配適當的分析手法，是有機會提早發現問題並啟動變革管理來對應，同時，也針對個案公司相關變革作為的細節，根據策略、文化、組織與領導等面向(C-SOP架構)的梳理，與其間的互動關係，提出實證與理論間的對話與回饋，期能做為相關企業組織在進行變革管理的參考。

This research aims to explore how companies facing the need for change can effectively adapt and adjust to maintain their long-term success. Specifically, it examines how top management team can proactively identify signs that call for reform and initiate transformative measures at the right moment. Furthermore, the study delves into various aspects and implications that top management teams should be attentive to throughout the entire transformation processes. The research adopts a case study approach focusing on a renowned Taiwanese 3C brand, Company A, and its gaming PC business unit (under the ROG sub-brand). The study investigates the reasons behind initiating change management and the process the business unit underwent, from inception to achieving the top management's expectation of reclaiming the top position in the Gaming NB market. Employing qualitative analysis, the research gathers data from the case business unit, scrutinizing the entire transformation journey and the challenges encountered. Furthermore, with adequate triangulation with research partners, the study incorporates diverse perspectives by conducting interviews with various executives within the company. To enhance objectivity and research rigor, the analyses references and cites publicly available external information as much as possible. The research findings highlight that utilizing publicly available market information, coupled with appropriate analytical techniques, renders an opportunity to identify problems earlier and activate change management accordingly. Additionally, the study addresses details of the company's transformation journey, encompassing strategic, cultural, organizational, and leadership (C-SOP framework) dimensions of change actions, as well as the interconnectedness between these aspects. The comprehensive research and analysis are crucial, considering the vast scale of the industry's relevant upstream and downstream segments and the entire industry chain. Implications based on our research results are also discussed, with a hope for submitting valuable insights for companies to be undergoing change management.