大型企業轉型與生態系競合策略：以微軟為例

Abstract

面對產業環境的迅速變遷，任何產業、技術終會邁向市場飽和的一日，而對企業的成長來說，「轉型」就是必然的過程，尤其對於大型企業而言，即便相較中小企業具備相對豐沛的資源能力，但過程中也相應會遇到更高的阻力。且如今競爭並不侷限於單一產業中，因此，企業需思考如何建構有效的轉型策略，動態調整自身的資源能力，並透過競爭與合作關係對外連結並發揮綜效，驅動一波又一波的成長動能。 本研究採個案研究，以微軟公司為例，分析企業的轉型與生態系策略。微軟是世界頂尖的科技領導廠商，即便近年倚靠AI成為市場中的當紅炸子雞，但一路走來卻也吃了不少苦頭。從最初在個人電腦產業的一舉成功，讓微軟成功坐穩市佔第一的冠軍寶座，到後續試圖前進行動市場與搜尋引擎市場失敗，而後又在納德拉的領導下華麗轉向雲端，再度成為市場焦點，所有人都能感受到「微軟不一樣了」。故本研究目的是要了解微軟作為如此龐大的企業，究竟採行了哪些關鍵策略來完成轉型，並在成功開創新局後，透過生態系的傳遞與競合思維達成持續性的自我成長。透過本研究的分析，期待可作為其他企業轉型策略的典範參考。 本研究先透過次級資料蒐集了解科技產業概況，包含技術發展與競爭現況，從而定位微軟的產業地位與影響力；之後將微軟的發展歷程自雲端產業初始發展的2006年起切分為三個時期，分析在外部環境的變動下，微軟採取了哪些經營策略或行動，又是如何善用內外部的資源與能力累積核心能耐，最終克服各時期中的挑戰邁向成長的道路。 透過解析微軟各階段的策略差異性，可以發現轉型前後，微軟徹底做出了改變。對內像是價值主張、產品、組織架構、銷售模式、領導風格等均有一致性的轉型策略；對外，則一改過去的封閉心態，改用開放的競合思維擁抱對手，建立全新的互利關係。統整微軟成功轉型的關鍵因素，可以歸納為幾項，首先是自我能力的提升與掌握，包含捲土重來的勇氣、跨平台產品策略、涵蓋組織文化與價值主張的全面轉型；另一方面則是自我成長策略，包含策略性收購以及擁有開放心態和競合思維的生態系佈局策略。 綜合上述，針對正在尋求轉型的企業，本研究提出如下的建議：首先，在運用內部資源能力時應隨時因應產業環境與競爭狀態進行動態調整，避免流於「創新者的窘境」；執行轉型策略時應採取雙軌並行，同時重塑核心業務並開展新業務，讓成長動能持續運轉；而後，重視生態系競合的價值並善用合作夥伴力量，透過外界力量的幫助加速轉型抵達終點；最後，是給予轉型發酵的時間，即便回頭看微軟這樣成功的轉型，也耗費了近十年的歲月，轉型本就不是一蹴可幾，當環境不利時儲備好內在能量，動態調整內部資源、當時機成熟時堅定啟動轉型策略，一步步實踐產品到商業模式的轉換，從而獲取更高的獲利成長。

In the face of rapid industry changes leading inevitably to market saturation, enterprise growth requires transformation. This is particularly true for large corporations, which, despite their substantial resources compared to SMEs, face greater resistance during this process. Today's competition spans multiple industries, necessitating effective transformation strategies that dynamically adjust resource capabilities and leverage competitive and cooperative relationships for external connections to drive sustained growth. This study adopts a case study approach, focusing on Microsoft Corporation to analyze its transformation and ecosystem strategies. As a top global technology leader, Microsoft has navigated significant challenges despite recent successes leveraging AI. From its initial dominance in the personal computing industry to struggles in mobile and search engine markets, and its subsequent pivot under Satya Nadella's leadership towards cloud computing, Microsoft has repositioned itself prominently in the market. This study aims to uncover the key strategies Microsoft employed to achieve transformation and sustain growth through ecosystem transmission and coopetitive thinking after successfully opening new chapters. Initially gathering secondary data to understand the technological landscape and Microsoft's industry influence, the study divides Microsoft's development since its initial foray into cloud computing in 2006 into three periods. It analyzes the business strategies and actions Microsoft took amidst external environmental changes, and how it effectively utilized internal and external resources to build core capabilities and overcome challenges, paving the path towards growth. Analyzing Microsoft's strategy evolution across different phases reveals profound changes post-transformation. Internally, Microsoft unified its transformation strategy across value propositions, products, organizational structures, sales models, and leadership styles. Externally, it abandoned its previous closed mindset in favor of an open coopetitive approach, fostering new mutually beneficial relationships. Key success factors identified include enhancing and mastering core capabilities, including bold strategic reentries, cross-platform product strategies, comprehensive organizational culture and value proposition transformations, and strategic growth initiatives such as acquisitions and ecosystem deployment with an open coopetitive mindset. In conclusion, for enterprises undergoing transformation, this study suggests: adapting internal resource capabilities dynamically in response to industry and competitive dynamics to avoid stagnation; pursuing dual-track transformation strategies to revamp core operations while exploring new avenues for growth; emphasizing the value of ecosystem coopetition and leveraging partnership strengths to accelerate transformation; and allowing adequate time for transformation to mature. Even successful transformations like Microsoft's took nearly a decade, underscoring the gradual nature of transformation. Thus, enterprises should accumulate internal resilience during challenging periods, dynamically adjust internal resources, and decisively activate transformation strategies when conditions are ripe, step by step realizing the transition from product to business model to achieve higher profitability and growth.

Keywords: Microsoft Corporation, business model, corporate transformation, dual-track transformation, ecosystem strategy, coopetition strategy