| 摘要: | 鑒於全球市場受到創新科技的衝擊，電子資訊產業逐漸從數位化晉升為智慧化，企業為求生存，紛紛開始發展數位轉型。本研究擬探討電子資訊產業為因應數位環境快速變化之特性而採取必要之數位轉型策略時，探討其關鍵成功因素為何，使企業在投放資源時有所聚焦。本研究透過相關文獻中找尋適合且相關可衡量之項目，進行評估準則的篩選，再以深度訪談法，交叉分析案例公司之關鍵成功因素。在21項的準則中，得到十個共同成功因素，分別為：（1）明確轉型目標；（2）預算與資源；（3）客戶需求或獲取新客戶；（4）專責部門；（5）高階主管支持；（6）IT人才與部署；（7）溝通協調；（8）員工的認同；（9）風險管理；（10）資訊科技能力。以及七個只出現在單一個案中之可能成功因素，分別為：（1）流程數位化；（2）高階主管策略敏感度；（3）適當團隊成員；（4）合適的領導者；（5）重塑企業文化；（6）教育訓練；（7）數據推動分析。與四個兩個案案公司都不曾提及的潛在成功因素，分別為（1）異業結盟；（2）高層的參與；（3）組織結構調整；（4）績效評核。
最後依分析結果並結合管理意涵，提出研究結論：第一、在管理階層有堅定的轉型認知；第二、員工認同轉型價值；第三、不斷的摸石過河。與提供研究建議：第一、轉型需求回到企業本身的核心與需要；第二、不要設定過大或過多的目標；第三、小碎步前進，逐步實施；第四、積極溝通與管理。
本研究期望能協助企業的經營者，能將企業數位轉型成功關鍵因素協調一致，在企業核心競爭力與轉型目標的架構下運作，將各數位轉型成功關鍵因素融入組織之所有層面，將企業轉型這個艱鉅的任務，變成明確可行的目標。;In view of the impact of innovative technologies on the global market, the electronic information industry has gradually transformed from digitalization to being driven by intelligence, and enterprises have begun their journey of this crucial transformation to stay relevant and survive. The goal of this study is to explore the key success factors involved when the electronic information industry adopts the necessary digital transformation strategies in response to the rapidly changing characteristics of the digital environment, so that enterprises can use the findings to help focus deploying their resources in the right areas. This study uses relevant literature to find suitable, relatable, and measurable topics for criteria evaluation and selection, and then uses in-depth interviews to cross-analyze the key success factors of the companies examined. From the 21 criteria, 10 common success factors are obtained as follows: (1) clear transformation goals; (2) budget and resources; (3) customer needs or acquisition of new customers; (4) dedicated department; (5) support from senior executive; (6) IT talents and deployment; (7) communication and coordination; (8) employee buy-in; (9) risk management; (10) information technology capabilities. We also find 7 possible success factors that only appear in individual cases, as follows: (1) process digitization; (2) strategic sensitivity of senior executives; (3) commensurate team members; (4) commensurate leaders; (5) reshape of corporate culture; (6) education and training; (7) data-driven analysis. And four potential success factor that company has not mentioned of two cases, as follows: (1) cross-industry alliances; (2) high-level participation; (3) organizational structure adjustment; (4) performance appraisal.
Finally, based on the analysis results and combined with implications for management, our study conclusions are put forward as follows. First, there is a firm recognition of the needs for transformation at the management level. Second, the employees recognize the value of transformation. Third, figure things out as you go. And we also provide research suggestions as follows: First, the transformation must be relevant to the core and the needs of the enterprise itself. Second, be realistic and do not set over-ambitious or too many goals. Third, move forward in small steps with gradual implementation. Fourth, actively communicate and manage.
We hope that this study can assist the managers in coordinating the key success factors of the enterprise’s digital transformation, operating within the framework of the enterprise’s core competitiveness and transformation goals, integrating these key success factors into all levels of the organization, and making the daunting task of enterprise transformation a clear and achievable goal. |
