二十一世紀的企業，面臨全球化高強度的外部激烈競爭，為求提升整體競爭優勢，企業併購似乎成了企業追求外部成長及競爭下策略之一。以往較趨穩定的台灣金融業來說，在老一輩口中也素稱有穩定、高收入與好福利其中之一的鐵飯碗，如今也無法去避免這樣的命運。本論文撰寫中，個案公司已完成第一階段整併作業，正在上演第二階段最後整合作業戲碼中。
再整併過程中，無論併購的一方或被併購的一方，合併期間人事物間產生的問題、狀況必隨之排山倒海而來，沒有任何一個部門或個人可置身事外。該如何在資源與時間有限的的情況下，化危機為轉機，快速達成組織與系統整合，正考驗著單位主管們的思維與領導統御。
個案故事在描述單位主管於企業合併前，首先即將面對組織變革，員工產生抗拒的心理，如何透過同理心、溝通與教育訓練進行組織改造，降低員工抗拒的心理，使其員工有其競爭力；作業系統整合時，為其達到最大化與最佳化，透過系統資源互補與重組，進而產生相互共榮的創新介面。
本論文包含個案本文及教師參考手冊兩個部份，採用哈佛教學個案方式來進行撰寫，就人員與系統整合等議題，分析個案如何運用交響樂團式管理策略、組織敏捷性、資源拼湊、價值共創四個理論，來完成初期整併作業，獲得整合期間最大效益。

Companies are faced with highly intense competition in the globalized environment of the 21st century. M&As have become one of the options for business development or operational strategy, in order to boost competitive advantages. Companies must respond to the new competitive landscape as a result of acquiring others, being acquired or competitors merging with one another. Once touted as the "golden rice bowl" due to high and stable income and great employee benefits, the financial industry is no longer immune to consolidation. The case study company in this paper has finished the first stage of post-deal integration and is currently progressing with the second stage for completion.
There is bound to be a sweeping set of problems with people and things for both the acquirers and the targets in the integration process. No individual or department can stay out of this. Given the limited resources and time, it is a challenge to leadership and managerial thinking as to how to transform crises into opportunities and quickly achieve organizational and system integration.
The case study company describes the first challenge for department supervisors is dealing with employee resistance due to changes ahead of the merger. Organizational change was achieved with empathy, communication, training and education in order to soften the resistance from employees and enhance the competitiveness of employees. To ensure the maximization and the optimization of operating systems integration, system resources were complemented and reorganized in order to achieve an innovative interface for co-prosperity.
This paper consists of the case study and the teacher’s manual. The case study is written in the Harvard style, to address issues such as personnel and system integration and to apply four theories (i.e., the orchestra model, organizational agility, making-do with resources, and value co-creation) to the completion of initial integration and achievement of the maximum benefits during the integration period.

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二、網路參考部分
價值共創學術研究社群(VCC)：「價值共創團隊」形成之歷程：生態性、系統性、永續性
http://teamwork0035.blogspot.com/2017/05/blog-post.html

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