策略轉型之實踐：以全球伺服器供應商為例

Abstract

全球歷經新冠疫情、戰爭、供應鏈與全球物流失序、Web3.0、AI與雲端之技術快速發展等重大事件，這些劇變不僅影響著國際社會的穩定，更對市場動盪和秩序帶來巨大衝擊。在這樣的環境下，企業面臨著三大面向的重大經營挑戰與風險。首先，在策略發展上，企業必須能靈活調整，快速應對市場的變化和數位創新，並在不確定性中找到穩定成長的發展契機。其次，在財務彈性方面，企業需具備足夠的現金流，以因應黑天鵝等突發事件，並同時保持財務狀況與企業營運的高度連結。最後，在管理營運方面，企業應加速數位轉型，充分利用新科技與商業模式，以提高營運效率，並積極參與ESG實踐，樹立企業的社會形象。總結以上，本研究以全球伺服器企業Hewlett Packard Enterprise (以下簡稱HPE）為主分析，同時搭配企業內部的員工訪談，整理後得到之結論如下：1. 企業在執行數位轉型的決策後，再採用改變商業銷售模式的銷售策略時，將衝擊既有的營運現況和通路結構之平衡，故採用變革後之商業模式，需持續創造附加價值和改善用戶體驗，不論是購併策略或是平台的外部整合性等，將會成為該商業模式是否存續和成功的關鍵因素。2. 藉由透過配套的獎金激勵和KPI制度調整，以強化推動轉型力道的手段之一， 雖短期內可以創造立即性的成效，但企業可容忍且持續的週期，將會是影響業務與通路商深植轉型思維的強弱程度，並且亦會影響客戶端對於該公司轉型執行力的評價好壞。3. 轉型策略執行期間，配合組織和產品的調整，協助核心策略的落實，雖內部產生一定程度的融合與連結，但若未有充分且透明的內外部溝通和宣導，容易會產生沿用傳統模式銷售新世代商品的窘境，將對於企業營運，產生未來潛在的風險和客戶流失的可能性。4. 對於國際化的企業執行轉型策略時，可藉由本研究思索轉型商業模式的衝擊和潛在考量要點為何，以及評估獎金激勵和KPI制度的介入輔助之時機和程度，同時選擇組織或產品調整的擇一主軸後，透過強力宣傳和教育，以建立內部和通路商轉型之思維與習慣，進一步完成數位轉型的階段性成功。The world has been rocked by major events such as the COVID-19 pandemic, the War, disruptions in global supply chains and logistics, and the rapid development of Web3.0, AI, and cloud technologies. These upheavals not only affect international stability but also have significant impacts on market volatility and order. In such an environment, businesses face three major operational challenges and risks. Firstly, in terms of strategic development, companies must be agile in responding to market changes and digital innovations to find stable growth opportunities amidst uncertainty. Secondly, in terms of financial flexibility, companies need sufficient cash flow to handle unforeseen events like black swans while maintaining a strong connection between financial conditions and business operations. Lastly, in terms of operational management, companies should accelerate digital transformation, utilize new technologies and business models to enhance operational efficiency, and actively engage in ESG practices to build a positive corporate image.In conclusion, this study primarily analyzes global server company Hewlett Packard Enterprise (HPE), supplemented by interviews with internal employees. The conclusions drawn are as follows:1. After making decisions on digital transformation, changes in sales strategies will disrupt the balance of existing operations and channel structures. Therefore, the sustainability and success of post-transformation business models depend on continuous value creation and improvement of user experience.2. Through adjustments in bonus incentives and KPI systems, one of the means to strengthen the drive for transformation, although short-term effects can be achieved immediately, the tolerance for and continuity of the enterprise will affect the depth of transformational thinking within the business and its evaluation by customers.3. During the execution of transformation strategies, assisting in the implementation of core strategies through organizational and product adjustments, although it generates a certain degree of integration and connection internally, without sufficient and transparent internal and external communication and advocacy, it is easy to fall into the dilemma of selling new generation products using traditional models, which may pose potential risks to business operations and the possibility of customer loss in the future.4. When internationalized companies implement transformation strategies, they can consider the timing and extent of intervention in bonus incentives and KPI systems, and focus on internal and channel partner transformation thinking and habits to achieve phased success in digital transformation.