個案公司為台灣物流產業領導品牌之一，其龐大事業體下部門單位、員工數、資產項目、客戶數以及服務項目等已具備相當規模，日常的維運管理則必須仰賴資訊系統來進行訊息以及數據的傳遞，也因此資訊系統對於個案公司而言，顯得格外重要。
個案公司執行長善於提出營運管理策略，但對於資訊系統的更新較不熟悉，只能仰賴篩選適當人選、充分授權相信專業，提供資源並期待一切順利。因此執行長將整個專案交由資訊部門主導，同時授權資訊主管全權處理，宣示組織必須進行變革，逐步達成智慧物流的目標。變革過程中因新任資訊主管主導人力結構產生變化，影響了現有系統的穩定運作。且資訊單位內部以及其他部門之間的文化與觀念衝突等，都影響了專案的成效。例如現有系統的穩定度、資訊主管的頻繁更動、RPG開發工程師的離職潮。由於開發工程師缺乏合作默契，無法產生跨部門間合作綜效、且開發的新系統功能user不買單，因此產值不如預期，讓個案公司在變革過程付出慘痛的代價。
本論文以哈佛式個案撰寫，主要包括個案內容和教師教學指引手冊兩部分，由教師以個案實例進行引導、探討，學生可透過本個案學習權變領導理論來深入了解領導者與成員之間的相互關係、任務結構和職位權力三要素；同時了解管理者如未具備變革管理概念、衝突管理手法以及正確的敏捷方法，將可能導致系統導入的失敗以及資源浪費。期望本論文可以提供給各企業的高階管理者作為經營管理的借鏡。

F Logistics was one of the leading brands in the logistics industry in Taiwan. With the scale and complexities in terms of its organizational structure, number of employees and properties, and varieties of its services, F Logistics replied greatly on the information system to collect, update, process, and disseminate data, and thus, for F Logistics, the information infrastructure had played an extremely important role in its daily operations.
The CEO of F Logistics was known for his talent in proposing operational and managerial strategies. Yet, when it came to the information system, he needed an IT professional. He delegated his CTO to lead the project of information system upgrade at the organizational level. He was determined to transform his organization to an intelligence logistics company and committed to provide required resources. However, the leadership of the CTO had reformed F Logistics’ personnel deployment and thus damaged daily operations of the existing information system. The conflicts caused by the difference in the fundamental believes and culture between departments had had a significant impact on the outcome of the project because of inefficient operations of the existing system, frequent personnel replacement of the IT managers and mass resignations of RPG development engineers The consequence of inadequate mutual understanding between team members and insufficient synergy across departments finally resulted in the failure of recognition of the users and productivity, which eventually became great cost of the organization.
This thesis is written in the form of case study, which includes the context and the teaching notes. The purpose of this case study is to put students in the problem solver’s shoes and to be able to come up with solutions through questions raised. After studying this case, students are expected to possess knowledge of contingency theories of Leadership, understanding the fundamental of leader-member relations, task structure, and leader's position power; meanwhile, they will be aware that the lack of knowledge of Change and Conflict Management and correct approaches of Agile methodologies will lead to the failure of the information system upgrading and the waste of organization resources.

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