個案公司是一家經營超過20年的台灣散熱模組製造商，由原本單純只做筆記型電腦散熱模組的小公司成長為資本額約9億的上櫃公司，在2019年時年營收更突破100億，營收已經不是只有筆記型電腦的散熱模組，而是全方位的散熱模組產品。
為了迎接接下來的工業4.0時代，首要目標就是用網路(實體的連線或是5G的通訊等等)，將生產設備、量測儀器與控制主機連接在一起。同時，在生產設備上加裝一些資料擷取或感應器等裝置，即時獲知設備現在的運行狀況，則可做到主動式防護，亦即透過即時資料分析獲知機器設備是否有損壞的狀況，也能提升運作的效率，同時維護安全的工作環境。
林董事長思考公司未來要全力發展數位轉型，才能創造出一個新的競爭利器，替企業找到新的商業機會，林董事長認為SAP S/4HANA系統是可以提供這種技術來協助，接下來就是要挑選出專案團隊在半年內來完成這個重大的挑戰，而不管未來的路有多艱辛都一定要堅持下去。
本個案是在探討企業面臨經營危機時，要如何衡量企業本身的資源與欲以數位轉型方式進入的應用市場予以融合、經營者對變革的決心、企業價值能否永續與整合、組織架構、企業文化與員工向心力能否相容等，將會是未來採取數位變革策略是否會成功的關鍵。本個案希望能啟發從事數位變革的企業經營者，也期望探討深思之議題，對後續變革者產生助益。
本論文包含個案內容和教師手冊兩部分，希望能藉個案教學讓未來的領導者學習如何進行重大決策的思維，而在企業面臨危機進行數位轉型規劃之初就要做好狀況的推演，找出一條最好的因應之道。當日後再遇到類似情境時，可以從本論文中得到更多啟發，增廣思考的面向，提升決策的品質與成效。
關鍵字： 衝突管理、危機管理、組織變革、商業模式、數位轉型

The case company is a Taiwan thermal module manufacturer operating for more than 20 years. It has grown from a small company that only does notebook computer thermal module to an OTC company with a capital of about 900 million. In 2019, its annual revenue will exceed 10 billion. Its revenue is not only the thermal module of notebook computers, but also the all-round thermal module products.
In order to meet the next industrial 4.0 era, the primary goal is to connect the production equipment, measuring instruments and control host with the network (physical connection or 5g communication, etc.). At the same time, by adding some data capture or sensor devices to the production equipment to know the current operation status of the equipment in real time, the active protection can be achieved. That is to say, through real-time data analysis to know whether the equipment is damaged, the operation efficiency can also be improved, and the safe working environment can be maintained at the same time.
Chairman Lin thinks that in the future, the company should strive to develop digital transformation so as to create a new competitive tool and find new business opportunities for the enterprise. Chairman Lin thinks that SAP S / 4hana system can provide this kind of technology to assist. Next is to select a project team to complete this major challenge within half a year, and no matter how hard the road in the future is, we must stick to it.
This case is to discuss how to measure the integration of the enterprise's own resources and the application market that it wants to enter by means of digital transformation, the determination of the operators to change, the sustainability and integration of the enterprise's value, the organizational structure, the compatibility of the enterprise culture and the employee's orientation, etc. when the enterprise is facing the business crisis, will be the key to the success of adopting the digital transformation strategy in the future. This case hopes to inspire the business operators engaged in digital transformation, and also hope to explore the issues of deep thinking, which will be helpful to the following reformers.
This paper consists of two parts: the case study and the teacher's manual. It is hoped that the case study can help future leaders learn how to think about major decision-making. At the beginning of digital transformation planning in the face of crisis, it is necessary to do a good job of situation deduction and find out the best way to deal with it. When we encounter similar situations later that day, we can get more inspiration from this paper, broaden the thinking direction, and improve the quality and effectiveness of decision-making.
Keywords: conflict management, crisis management, organizational change, business model, digital transformation

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