本個案描述企業在面臨組織變革時，除本身員工抗拒及新加入團隊組織的融合性所造成的衝突及資源分配的問題。在企業面臨到轉型進而做組織變革時，在業務主管拓展業務上的接連失利且遭遇到員工抗拒進而做消極的抵抗，導致組織變革時遇到挫折，原本寄望引進有經驗的新團隊加入可以埋下變革的種子，怎奈二個團隊在磨合的過程中磨擦日益擴大，導致原本已無進展的業務加上人員之間的問題讓這組織變革的過程更是雪上加霜。當這些風暴排山倒海而來，執行長面臨這些問題要如何在有限的資源及時間中讓組織變革能繼續進行，能讓危機轉化成轉機，也考驗著執行長的決策力及組織佈局。

When describing this case in the face of organizational change, besides employees resisted and newly joined the Organization caused by the fusing of the conflicts and problems of resource allocation.
In Enterprise faced to transformation then do organization change, in business competent expand business of back-to-back defeat and suffered to employees resist then do negative of resistance, led to organization change encountered setbacks, originally sent looked introduction has experience of new team joined can buried change of seed, but II a team in run-in of process in the mill wipe increasingly expanded, led to originally has no progress of business plus personnel of problem let this organization change of process more is worse.
When the storm came in huge volumes, CEO facing these issues to how to make organizational change in the limited resources and time to continue to make crisis into a chance, it is also a test of executive decision making and organizational layout.

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