企業經營之最高原則為對社會具有貢獻的永續經營,然而由於企業所處環境每日在變,需求不斷更迭,科技大幅更新,致使無法跟隨科技進步與生活型態轉變,適時轉型以提供合適需求且有價值的服務者,終會失去其存在的價值而被時代洪流吞沒。 檢視一下凡超過百年的企業之歷史沿革,不難發現其共同點就是其皆能在關鍵時刻做出大幅度的轉型,轉型方式包含商業模式、專注產業、服務內容或科技運用等。企業轉型基本上大致可分為透過外部及內部兩種方式,其中外部以策略聯盟及購併為主,內部則主要透過內部創業。 本研究將以內部創業為轉型動力當範疇,以某知名電子公司為例,探討近年來被廣泛提起的台灣IT產業以ODM / OEM模式興盛二、三十年後,欲由ODM / OEM轉型為B to B Branding 尋求另一片藍海的過程中,面對迥異的經營模式、組織架構、營運流程、核心能力等,如何透過內部創業以獨立組織而非既有組織的另一部門的運作模式,成功達到企業轉型的目的。
The sustainable management on the contribution to society is the highest principles of enterprise value. A company will eventually lose its value and failed to survive if it cannot follow the transformation of daily changing business environment, variety of demands and advanced technology booming to provide timely and appropriate products and service. Examine where enterprise history of over a century, it is not difficult to find the common ground is that it can make timely transformation at the critical moment. The transformation types include the changing of business models, focusing industries, service content or related technologies. Enterprise transformation can be basically divided into two ways, one is through strategic alliances and acquisitions externally, and the other is mainly obtained from intrapreneurship. This study will focus on enterprise transformation via intrapreneurship, a leading electronics company, for example, to discuss in the Taiwan IT industry how to create and capture blue oceans through transformation from ODM/ OEM to B to B branding with independent organization of intrapreneurship while flourishing in ODM/ OEM business after 20 to 30 years.