跨國藥廠台灣分公司敏捷轉型之個案分析

Abstract

作為擁有160年輝煌歷史的老牌製藥公司，B Pharma 因為多種原因陷入困境，包括遭遇專利到期帶來的營業額下降、缺乏未來新產品，以及其官僚化的組織結構。隨著新的執行長在2023年上任，他在前公司擁有推行敏捷轉型的成功經驗，為了迅速且可持續地改善營運績效並提高靈活性，必須採取深遠的改革措施。 敏捷組織被視為適應性強的生命系統，在不可預測的環境中能夠穩定又靈活地運作。這類組織強調以客戶為中心，能夠靈活應對市場變化、技術創新、客戶反饋及法規要求。它們開放包容且非階層化，能夠持續發展而不需進行破壞性的重組，自信地面對不確定性與模糊性 (De Smet, Lurie, & St George, 2018)。 所謂的「敏捷轉型」是指專注於組織敏捷性的轉型 (Salo, 2017)。B Pharma 正邁向敏捷轉型的道路，而其在台灣的分公司 B Pharma Taiwan 是此次轉型的先鋒。這項研究旨在了解轉型背景、挑戰、組織結構、公司規範及文化的變革，以及轉型的主要成果和未來的建議。 此研究分析了 B Pharma Taiwan 在2023年敏捷轉型之前的組織結構和營運問題，並提供了如何通過改變組織結構、領導職位的角色、公司規範與流程、會議方式及組織文化來支持公司完成敏捷轉型的資訊和分析。所有的資訊和洞見都可以幫助其他傳統金字塔結構的公司轉型為敏捷組織作為參考。該研究還提供了公司敏捷轉型的未來挑戰及建議。

As a historical pharmaceutical company with 160 years of legendary history, B Pharma was in a difficult situation for various reasons, including a sales revenue drop due to facing a patent cliff, lack of future product pipeline and its bureaucratic organization structure. As the new CEO of B Pharma onboarded in 2023 with successful agile transformation experience in the previous company, in order to make rapid, sustainable improvements to its operational performance and room to maneuver, far-reaching measures are necessary. Agile organizations, seen as adaptive living systems, thrive in unpredictable environments by being both stable and dynamic. With a strong focus on customer-centricity, they fluidly adjust to market changes, technological innovation, customer feedback, and regulations. Open, inclusive, and non-hierarchical, they evolve continuously without the need for disruptive restructurings, confidently embracing uncertainty and ambiguity (De Smet, Lurie, & St George, 2018). “Agile Transformations” refer to transformations that focus on organizational agility (Salo, 2017). B Pharma stepped its way toward agile transformation. B Pharma Taiwan, the local branch company of B Pharma in Taiwan, acts as a forerunner of the transformation. The study aims to understand the background, the challenge, the changes in organization structures, regulations and cultures during the transformation, and the primary outcomes and potential suggestions for the agile transformation. The study analyzes B Pharma Taiwan's organizational structure and Operational Issues before the Agile Transformation in 2023. It will provide information and an Analysis of how the change in organizational structure, leadership roles, regulations and processes, meeting methods, and organizational culture can support the company's completion of the Agile Transformation. All information and insights could serve as a reference to help other traditional pyramid structures companies transform themselves into agile organizations. The study also provides future potential challenges and suggestions for the company’s agile transformation.