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| Title: | 製造業數位轉型案例：克服內部轉型障礙-W公司為例
A Case Study on Digital Transformation in the Manufacturing Industry: How to Overcoming Internal Barriers for Change – The Case of W Company |
| Authors: | 蘇致安
Su, Chih-An |
| Contributors: | 黃國峯
Huang, Kuo-Feng
蘇致安
Su, Chih-An |
| Keywords: | 數位轉型
CDO(數位長)
DTO(數位轉型辦公室)
數位學院
中台
Digital transformation
CDO (chief digital officer)
DTO (digital transformation office)
Digital academy
Middle platform |
| Date: | 2024 |
| Issue Date: | 2024-08-05 12:36:32 (UTC+8) |
| Abstract: | 隨著全球資訊化浪潮和數位科技的快速發展，企業面臨前所未有的轉型壓力和機會。 W公司，作為一家全球領先的電子製造服務(EMS)供應商，其數位轉型的實踐經驗為整個行業提供了重要的借鑒。 W公司在數位轉型過程中遇到的主要挑戰包括組織結構的調整、工作流程的最佳化、技術的整合以及人才的培養和轉型。
首先，W公司對其組織結構進行了重大調整，以支持數位轉型的全面實施。W公司成立了數位長（Chief Digital Officer, CDO）職位和數位轉型辦公室（DTO），專門負責推動和監控數位化專案的進度。 這項改革確保了數位轉型策略的頂層設計和有力執行，使得轉型行動能夠更有系統、更有序地展開。
在流程優化方面，W公司透過建立一套完善的數位化流程，大幅提升了效率和反應速度。 公司採用敏捷開發方法和持續的流程迭代，能夠快速回應市場變化，並更好地滿足客戶需求。 同時，公司利用先進的數據分析工具和技術，實現了對生產流程的即時監控和管理，大幅提高了生產效率和產品品質。
技術整合則是W公司數位轉型的另一個關鍵點。 公司不僅升級了其IT基礎設施，還引進了人工智慧(AI)、大數據和物聯網等尖端技術，以增強其內部服務的智慧化和平台化，更創建力中台服務可以快速實踐這些技術到實際數位用例。 這些技術的應用不僅提升了W公司的技術實力，也為大大降低提創造有效益的數位用例的難度。
人才培養和轉型策略對於W公司的成功同樣至關重要。 公司透過設立數位學院，專門對員工進行數位技能和思考方式的培訓。 此外，W公司也積極引進外部的數位化專才，以補充內部轉型的需求。 這些措施不僅提高了員工的數位化水平，也為公司創造了一個更開放和創新的工作環境。
在綜合以上方面，W公司的數位轉型案例展示了一家傳統製造企業如何透過系統的策略和堅定的執行力，成功轉型為數位化先鋒。 其經驗表明，數位轉型需要企業在組織、流程、技術和人才等多個維度進行全面考慮和優化，才能在激烈的市場競爭中佔據優勢。 此案例為同行業的企業提供了寶貴的借鑒和啟示，特別是在策略制定和實施方面的深入見解。
With the rapid development of global informatization and digital technologies, enterprises face unprecedented pressure and opportunities for transformation. W Company, a leading global electronic manufacturing services (EMS) provider, offers valuable insights into digital transformation for the entire industry. The key challenges W Company encountered during its transformation include organizational restructuring, workflow optimization, technology integration, and talent development and transformation.
Firstly, W Company significantly adjusted its organizational structure to support the comprehensive implementation of digital transformation. The company established the Chief Digital Officer (CDO) position and the Digital Transformation Office (DTO), specifically responsible for promoting and monitoring the progress of digital projects. This reform ensured top-down design and powerful execution of the digital transformation strategy, enabling a more systematic and orderly transformation process.
In terms of process optimization, W Company significantly improved efficiency and responsiveness by establishing a comprehensive set of digital processes. The company adopted agile development methodologies and continuous process iteration to respond quickly to market changes and better meet customer needs. Additionally, the company utilizes advanced data analysis tools and technologies to achieve real-time monitoring and management of production processes, significantly improving production efficiency and product quality.
Technology integration is another key aspect of W Company's digital transformation. The company not only upgraded its IT infrastructure but also introduced cutting-edge technologies such as artificial intelligence (AI), big data, and the Internet of Things (IoT) to enhance the intelligence and platformization of its internal services. This also enabled the creation of middle platform services for rapid implementation of these technologies into practical digital use cases. These technological applications not only enhanced W Company's technical capabilities but also significantly reduced the difficulty of creating effective digital use cases.
Talent cultivation and transformation strategies are equally crucial to W Company's success. The company established a digital academy specifically to train employees in digital skills and ways of thinking. Moreover, W Company actively recruits external digital talents to supplement internal transformation needs. These measures not only improve employees' digital literacy but also foster a more open and innovative work environment within the company.
In conclusion, W Company's digital transformation case demonstrates how a traditional manufacturing enterprise can successfully transform into a digital frontrunner through systematic strategies and resolute execution. Their experience shows that digital transformation requires enterprises to comprehensively consider and optimize various dimensions, including organization, process, technology, and talent, to gain a competitive edge. This case provides valuable lessons and inspiration for other companies in the industry, particularly regarding in-depth insights into strategy formulation and implementation. |
| Reference: | 1. 葉神丑. (2021, June 11). 數位轉型之組織變革. 中衛發展中心. https://www.csd.org.tw/Article/Detail/008f02f4-3a35-476b-b141-f24ecc0808f1?categoryId=d1558e91-c95a-4151-a75c-265b4483eb50
2. 洪為璽. (2024, January 3). 組織關鍵活動 協助推動數位轉型. CIO Taiwan. https://www.cio.com.tw/organizing-critical-activities-to-help-drive-digital-transformation/
3. 高儀軒. (2022). 企業於新冠肺炎疫情下推動數位轉型策略的關鍵成功因素之研究-以 A 公司為例 (碩士論文, 國立政治大學企業管理研究所)
4. 余珊蓉. (2021). 金融業數位轉型國際發展趨勢 (碩士論文, 國立政治大學經營管理碩士學程).。
5. 王琪. (2021). 以策略行銷分析架構探討數位轉型的成功案例(碩士論文, 國立政治大學企業管理研究所)。
6. Atradius. (2023). Global electronics/ICT sector outlook. 安卓信用保險公司.
7. Atradius. (2022). Industry trends Information & Communication Technology (ICT): Focus on sector performance & credit risks. 安卓信用保險公司。
8. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Press.
9. Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64-88. |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
111932028 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0111932028 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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