本論文的個案銀行於銀行業深耕四十多年，是國內民營銀行龍頭，在台灣金融市場占有一席之地。在數位金融科技浪潮下，許多金融業務將被自動化、機械化取代，銀行的型態也跟以往有所不同，分行的經營型態出現轉變，不再只是以產品為導向，被動等待顧客上門的據點，而分行人員將由作業面轉為客戶服務與諮詢。
個案銀行分行面臨人才流失及績效不彰的困境，主管與行員面談了解原因後，首先訂定【盈餘倍增】戰略目標，積極採取人員轉型，將放款業務及櫃檯人員轉型為全方位業務及行銷人員，重新建立KPI 辦法並重視績效獎酬制度，讓員工更有動能及目標，並將分行業務銷售模式改變為以增加手續費為主的業務。變革過程中一度遭遇行員反抗，個案主角不斷地溝通協調及更改KPI 辦法，員工逐漸凝聚向心力，最終創造高績效分行。
本個案以哈佛式個案撰寫，論文包括個案內容和教師教學指引手冊兩部分，透過教師引導，以個案為實例探討，透過本論文可了解π 型人才的特質及員工專業能力的調整、關鍵性指標的特點及原則、績效薪酬的設計並如何與關鍵性指標連結、敏捷型組織的特徵及企業如應用敏捷管理四大原則與五大做法。期望本個案論文可提供給企業界高階管理者的經營參考。

The case bank in this thesis has been in the banking industry for more than 40 years. It is a leading domestic private bank and has a place in Taiwan's financial market. Under the wave of Fin-Tech and digital era, many banking services will be replaced by automation and mechanization, and the bank's type will be different from the past. The branch's business model has changed. It is no longer just product-oriented and passively waits for customers. Onsite visits, while branch staff will shift from working side to customer service and financial consulting.
The case bank branch faces the dilemma of talent loss and poor performance. After
the case supervisor interviews the branch member to understand the reasons, first set the strategic goal of “earnings doubling”, adopt a positive transformation of personnel, and transform the lending business staff and counter staff into a comprehensive Business personnel and marketing personnel, re-established KPI method and attached importance to performance reward system, so that employees have more momentum and goals, and changed the branch sales business model of the branch to increase the handling fee-based business, the branch staff once during the transformation process When confronted with resistance, the main characters of the case constantly communicated and coordinated and changed the KPI method, and the employees gradually concentrated their efforts to create high-performance branches.
This case is written in a Harvard-style case. The thesis has two parts, the case content and the teacher's teaching note. Through the guidance of the teacher, the case is used as an example and students can understand the characteristics of π-type talents and the adjustment and criticality of the professional ability of employees. The characteristics and principles of indicators, the design of performance compensation and how to link with key performance indicators, the characteristics of agile organizations, and the four principles and five practices of enterprises such as the application of agile management. It is expected that this case thesis can provide management reference for high-level managers.

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