(三)透過平衡計分卡分析：成本及費用上應做有效控管，只看營業額不看獲利的KPI會導致獲利結果呈現失焦；大客戶不應過於集中未能分散風險；新舊團隊的磨合問題，容易讓跨組織的資源運用有障礙；人才的培養，需能配合市場變化的趨勢及速度，並做有系統的人才培養規劃。;In Taiwan, there are two crucial elements that enterprises could be sustainable operation. One is making correct strategic judgments on the market and the other is having positive execution. If we would like to make an enterprise be sustainable operation for long term, its technical skills have to adjust to the trend of the market. In addition, during the process of adjusting, organizations need to design a new and appropriate operating mode for the distinct business strategy. This research is exploring the transformation of organizations. The background is that a mature enterprise encounters that its previous main products are falling down with the mature skills and decline profits but the next leading products have yet come up. Accordingly, it confronts business strategies of arranging organizations.
To make the evolvement succeed, an enterprise cannot merely depend on an element. Hence, it needs not only precise market trend predictions but also the cooperation of the human resource department. For the sake of staying on the same track with the new products, the company starts changing. Aside from recruiting new business teams, it also adjusts chart of the organizations substantially. The company anticipates that the change could bring it to another peak of high profit by increasing its market share rate. Although its condition is different from others, the changing processes and experiences could be an example for other mature companies.
In fact, the result of the case is negative but we still learn some useful information and knowledge from its failure. To avoid explaining and elaborating on this research from single viewpoint, there are comments from interviewing middle and high level managers of five different departments, including research and development, sales, logistics, human resource and project management. In addition, there are some study approaches, which are SWOT Analysis, SWOT Strategy Matrix Analysis and Balanced Scorecard, taken for exploring, analyzing and understanding reasons of failure in this case.
The result of the research:
1.SWOT Analysis: Firstly, the research and development teams are strong and the capital is abundant. However, if there is no complete scheme, all the advantages will turn out to be useless. Secondly, employee bonus on rewards system is not complete; therefore, employees refuse to change and make progress. Finally, facing threats from EMS companies and top-end system companies, if the company in this case is unable to cultivate employees, it becomes harder and tougher to defeat with EMS companies.
2.SWOT Strategy Matrix Analysis: First, product strategy should pay attention to software service gradually. Once customers get used to it, they build loyalty to the service. Next, cost control need to be strengthened, such as classifying customers clearly, collecting information carefully, arranging employees flexibly and laying off incapable employees. Consequently, there will be positive atmosphere around the organizations.
3.Balanced Scorecard: Firstly, cost should be managed effectively. Focusing on revenue and ignoring KPI will make the result out of point. Secondly, focusing on specific clients is too risky. Thirdly, problems formed from run-in period of new and old teams will be the obstacles for using resources cross organizations. Finally, cultivating skills of employees needs to keep up with the trend and speed of the market and also make the cultivating plans systematically.