台灣小型管顧公司的核心能力管理-以L個案公司為例

Abstract

台灣企業面對複雜的經營環境，因此許多企業轉向尋求管理顧問公司的幫助，以解決綜合性問題。本研究探討台灣小型管顧公司應該如何掌握獨特的核心能力，並在市場競爭中取得成功。本研究以L個案公司為例，L個案公司採用「EAS（企業建構系統）理論」協助企業進行組織再造，以建構符合新時代工作者的組織發展制度。本研究運用個案研究和深度訪談的質性研究方法，受訪對象為L個案公司的目標客戶。研究發現，個案公司應該注重人才培養管理和核心能力管理，持續提升公司內部人員的專業知識和技能，並以目標客戶為中心提供高品質的服務。同時，優化管顧公司自身的競爭力和價值傳遞流程，以達到客戶整體感知價值極大化（TPV）。綜合文獻探討及深度訪談目標客戶的意見，本研究提出上述建議。As Taiwanese enterprises face complex business environments, many of them turn to management consulting firms for assistance in solving comprehensive problems. This study explores how a Taiwan's small-sized consulting firm should master unique core competence and succeed in market competition. This study takes Company L as a case study, where Company L adopts Enterprise Architect System (EAS) to assist businesses customer in organization reengineering, aiming to establish a modernized organizational development system that aligns with the needs of contemporary staff. Using a qualitative research approach of case study and in-depth interviews, this study takes Company L as a case study and its target customers as the research participants. The study found that Company L should focus on talent training management and core competence management, continuously improving employees' professional knowledge and skills, and providing high-quality services centered on the target customer. In addition, the firm should optimize its own competence and value delivery process to maximize customers' total perceived value. Based on literature reviews and in-depth interviews with target customers, this study presents the above recommendations.