導入企業品牌之管理創新—以某工程集團為例

中鼎集團是為國內首屈一指的工程服務公司，其員工遍佈海外共七千多人，屬於工程規劃、設計、採購、製造、建造施工、監理以及試車操作能力的統包工程公司。在 2014 年，中鼎集團立下願景，目標成為「最值得信賴的全球工程服務團隊」，力圖在世界舞台上發揚光大，卻因國際聲量不足，在國際化的路程中頻頻受阻。因此，中鼎集團在 2015 年發起品牌計畫，引入外部顧問公司進行品牌探索、品牌定位，並由顧問公司為其規劃出品牌行動，同年，中鼎集團成立品牌管理部，由總管理處執行長領軍，進行以組織文化為核心之品牌導入計畫，並進行相關組織變革，讓品牌計劃得以順利推行。但在變革過程之中，卻遭遇到了破冰受阻、策略推行不易等種種困難。組織變革已屬不易，尤其在工程師文化之下難上加難，但中鼎卻能夠突破重重阻礙，讓品牌躍上國際媒體，並奪得國外品牌大獎的諸多肯定。本研究為探索中鼎集團之組織變革過程，並以 Lewin三階段變革過程模型解析其變革，並且以 C-SOP 架構，探討變革的影響方向，最後再以雇主品牌之概念，總結中鼎集團品牌策略之未來走向。

關鍵字

組織變革；組織文化；個案研究； C-SOP架構； Lewin三階段變革過程模型

並列摘要

The research focus on the organizational changing process of one of the biggest intentional engineering company in Taiwan, CTCI, which offers clients full EPCC, standalone and related engineering services, and engineering system solutions. In 2014, CTCI renewed it’s vision and aimed to become the most reliable engineering services company in the world. However, the barriers came out that CTCI’s brand name was not recognizable enough between those international competitors, which drove CTCI to implement the brand strategy to enhance their brand identity, adjust their organization structure and execute the organizational change. In this research, we are going to apply Lewin’s 3 step model and Kotter’s 8 step model to analyze the changing process, and put those changing action into C-SOP framework to investigate the four main factor of organizational change: culture, strategy, organization and people. Finally, we will conclude the success factors and advise CTCI’s to develop stronger employer brand to complete the entire changing progress.