| Summary: | 碩士 === 國立交通大學 === 管理學院高階主管管理碩士學程 === 106 === It is often said that Netcom industry is the industry in which the smartest people are playing. In addition to the basic operational capabilities of the electronics industry, there are many professional technical knowledge backgrounds that can keep up with changes in various application trends. The pioneers of Netcom in Taiwan actually have the conditions to work with the world's advanced people to cultivate this market. However, based on past historical observations, Taiwan's Netcom industry has often stagnated or even declined due to a certain scale. The example of a generation of boxing champions has been heard.
Most of the business entities in Taiwan are SMEs (Small & Medium Enterprise). Many successful models rely on the professional intuition and interpersonal skills of the principal, as well as the team's commitment to the spirit of the corpus foot. The entrepreneur's spiritual index is above the conservative entrepreneurial horizon. Once the enterprise becomes bigger, centralized or single charisma mode of operation often encounter bottlenecks, especially cross-sectoral strategy implementation can ineffectively play, and many resources are distributed without a consensus platform to share, resulting in collective warfare unbalanced power.
Given the increasingly unpredictable development of the market of China Netcom, this study conducted the collection, categorizing, and analysis of the opinions through the actual team operations of the executive team within A company. The main research found that Company A actually has a solid number of BUs (Business Units), but they may also be like other Netcom companies are struggling with the original single industry, a single technology operating model, the Marketing Myopia. Therefore, the study recommended leveraging the internal resources and treating all important developments as a “strategic cluster” rather than an “industrial cluster” of the supply chain model. Through practical operations, market feedback, technology development, procurement and manufacturing, and project management teams enter a virtuous circle with common goals. The internal linking forces can indeed quickly adapt to the rapid convergence of technological convergence and new industry biz mode. This is the conclusion of this study's research and discussion on the N BG (Biz Group) of Company A.
With this conclusion, we can use this architecture to continue to explore and improve. Therefore, we propose an operational model that focuses on strategic settlements to face changes in the trend. The ultimate goal is to reduce the variables of man-made awareness operations so that the organization can systematically support future growth. Based on the findings of the case study, the expectation can be used as a reference for designers of other organizations, and a more appropriate “strategic cluster” operating model can be created to share experiences and promote the smooth transition of the new industrial ecology to the paradigm shift.
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