過去三年，超過 300 位台灣企業的執行長與高階主管，親自坐進了 Scrum 教室。他們不是來拿證照的。
多數企業導入敏捷失敗，不是團隊不夠敏捷，而是決策層還在用去年的資訊，開今年的會。
周龍鴻博士是台灣國際敏捷大使，也是台灣首位、目前唯一取得 Scrum Alliance 認證的 Certified Scrum Trainer（CST），全球僅 244 位。他是長宏專案管理顧問有限公司創辦人暨執行長、台灣敏捷部落創辦人，現任 Scrum Alliance 會員票選董事。
他做的事只有一件：把 Scrum 從團隊的工作框架，推進成董事會的決策語言。
Over the past three years, more than 300 CEOs and senior executives in Taiwan have taken a seat in a Scrum classroom. Not one of them came for the certificate.
Most Agile adoptions do not fail because teams lack agility. They fail because the decision layer is still running this year’s meetings on last year’s information.
Dr. Roger Chou is Taiwan’s International Agile Ambassador and the first and only Certified Scrum Trainer accredited by Scrum Alliance in Taiwan, one of 244 worldwide. He is the Founder and CEO of PM-ABC Project Management Consultants, the Founder of Taiwan Agile Tribe, and a Member-Elected Director of Scrum Alliance.
His work has a single purpose: to move Scrum out of the team room and into the language executives use to decide.
企業卡住的，從來不是團隊不夠敏捷 What Stalls a Company Is Rarely the Team
非 IT 企業導入 Scrum 最大的障礙，通常不是缺工具，也不是員工不願意改變。是高階主管之間，還沒有一套共同的語言、授權邏輯與產品思維。
這件事的代價很少被算清楚。決策層語言不一致，付出的不是多開幾次會的時間，而是每一個部門都在用不同方向努力，而且都很努力。
所以周龍鴻博士的工作不是教 Scrum 名詞，也不是辦兩天課，而是協助企業重新設計決策怎麼做、權責怎麼授、部門怎麼合作、價值怎麼交付。四件事一起動，才叫轉型。
For non-IT organizations, the hardest barrier to Scrum is rarely a missing tool or an unwilling workforce. It is the absence of a shared language, a working model of delegation, and product thinking at the executive level.
The cost of that gap is seldom calculated. When executives are not speaking the same language, the price shows up as every department pulling hard in a slightly different direction.
So Dr. Chou’s work is not about teaching Scrum vocabulary or running a two-day class. He helps organizations redesign how decisions get made, how authority is delegated, how departments collaborate, and how value reaches the customer. All four have to move together. That is what transformation means.
察覺、動機、能力：高階主管面對競爭的三個問題 Awareness, Motivation, Capability: Three Questions Executives Cannot Skip
周龍鴻博士的企業管理博士學位取自國立中山大學，主攻高階主管策略、策略管理與動態競爭，指導教授為現任管理學院院長林豪傑教授。中山大學管理學院是台灣第一所取得 AACSB 認證的管理學院，全球約僅前百分之六的商學院具備這項資格。一般博士需要五到七年，他用三年完成。
動態競爭研究的是企業之間一連串的行動與回應。當對手出手，一家公司要面對三個問題：
我們察覺到了嗎？
我們有回應的動機嗎？
我們有回應的能力嗎？
多數企業的困境不在第三題，而在第一題。等到察覺，市場窗口通常已經關了一半。
他同時擁有國立成功大學高階管理碩士學位。動態競爭、策略管理、企業治理、產品管理、敏捷方法與專業教練六種訓練疊在一起，長出來的不是一套教材，是一套專門給高階主管與非 IT 企業使用的 Scrum 實踐方式。
Dr. Chou earned his PhD in Business Administration from National Sun Yat-sen University, specializing in executive strategy, strategic management, and competitive dynamics. His advisor was Professor Hero Lin, now Dean of the College of Management. That college was the first in Taiwan to earn AACSB accreditation, a standard held by roughly the top six percent of business schools worldwide. A doctorate of this kind usually takes five to seven years. He finished in three.
Competitive dynamics studies the sequence of moves and countermoves between firms. When a rival acts, a company faces three questions:
Did we see it?
Do we have a reason to respond?
Do we have the capacity to respond?
Most companies are not stuck on the third question. They are stuck on the first. By the time they notice, half the window has usually closed.
He also holds an Executive MBA from National Cheng Kung University. Competitive dynamics, strategy, governance, product management, Agile, and professional coaching stack into something that is not a curriculum. It is a way of practicing Scrum built for senior executives and organizations outside IT.
全球 244 位 CST，台灣只有一位 244 CSTs Worldwide. Taiwan Has One.
周龍鴻博士持續在台灣開辦 Certified ScrumMaster（CSM）、Certified Scrum Product Owner（CSPO）與 Certified Agile Facilitator（CAF）課程，並為企業設計高階主管專班與敏捷轉型陪跑計畫。
他也是亞洲第一位取得 PMI Program Management Professional（PgMP）認證的專業人士，另持有 Portfolio Management Professional（PfMP）、Professional Scrum Master III（PSM III，全球約 1,000 人）與國際教練聯盟 Professional Certified Coach（ICF PCC）。
2015 年，他獲倫敦 YOH 評選為 International Agile Best Promoter。2026 年 6 月，他所領導的長宏專案管理顧問有限公司獲頒全球 PMI ATP 榮譽獎。
證照本身不會改變任何一家公司。真正被驗收的，是學員回到組織之後，有沒有東西真的動了。
Dr. Chou delivers Certified ScrumMaster, Certified Scrum Product Owner, and Certified Agile Facilitator programs in Taiwan, and designs executive corporate cohorts and hands-on transformation engagements.
He was the first professional in Asia to earn PMI’s Program Management Professional credential. He also holds Portfolio Management Professional, Professional Scrum Master III (roughly 1,000 holders worldwide), and the ICF Professional Certified Coach designation.
In 2015 he was named an International Agile Best Promoter by YOH in London. In June 2026, PM-ABC Project Management Consultants received a global PMI ATP Honor Award.
A certificate changes nothing on its own. The real test is whether anything moves after the participant walks back into the building.
在 Scrum Alliance 董事會，一位訓練者該站在哪裡 Where a Trainer Should Stand on a Board
周龍鴻博士現任 Scrum Alliance 會員票選董事（Member-Elected Director），從全球治理與策略的角度，參與認證體系、敏捷教育與全球社群發展方向的討論。
這個角色需要一條清楚的線。他同時是仰賴 CST 通路的訓練者，因此董事職責與個人訓練事業分屬兩個角色：凡涉及自身通路利益的議題，一律依 Scrum Alliance 利益衝突規範處理。他也主動放棄董事車馬費。
界線不是形式。一個治理機構的公信力，取決於身處其中的人願不願意在沒有人要求時就先退一步。
Dr. Chou serves as a Member-Elected Director of Scrum Alliance, contributing a governance and strategy perspective to the future of the certification system, Agile education, and the global community.
The role requires a clear line. He is also a trainer whose business depends on the CST channel, so the two roles are kept apart. On any matter touching his own channel, he follows Scrum Alliance conflict-of-interest procedure. He has also waived his director retainer.
That boundary is not a formality. The credibility of a governing body rests on whether the people inside it will step back before anyone asks them to.
讓最高決策者先坐進教室：300 位 CEO 的實驗 Put the Decision-Maker in the Room First
2023 年，周龍鴻博士啟動 CEO CSM 計畫。至今超過 300 位企業執行長與高階主管完成訓練，其中包含大型企業負責人、政府高階官員、學校校長與產業領導者。
他的主張很直接：真正能讓敏捷在企業內規模化的人，不是 Scrum Master，是掌握策略、資源、組織設計與決策權的那個人。
很多企業想轉型，卻只派中階主管上課。那是一種希望「不用動高層就能改變」的幻想。
當執行長親自理解 Scrum，他才有可能重新設計授權、縮短決策週期、拆掉跨部門的牆，並且改用價值而不是活動量來衡量成果。
他曾培訓與輔導的組織，橫跨電信、政府、金融、製藥、營造、資訊服務與餐飲服務，包括中華電信、公務人力發展中心、台北富邦、中國信託、輝瑞大藥廠、宏昇營造、叡揚資訊與欣葉餐飲集團。
In 2023, Dr. Chou launched his CEO CSM initiative. More than 300 CEOs and senior executives have since completed the training, among them corporate owners, senior government officials, school principals, and industry leaders.
His argument is blunt. The person who can scale Agile across an enterprise is not the Scrum Master. It is whoever controls strategy, resources, organizational design, and the final call.
Plenty of companies want transformation but send only middle managers to class. That is a wish that the top can stay untouched while the company changes anyway.
Once a CEO understands Scrum firsthand, delegation can be redesigned, decision cycles shortened, cross-functional walls taken down, and success measured by value instead of activity.
Organizations he has trained and advised span telecommunications, government, financial services, pharmaceuticals, construction, information services, and hospitality. They include Chunghwa Telecom, the Civil Service Development Institute, Taipei Fubon Bank, CTBC Bank, Pfizer, Hong Sheng Construction, Galaxy Software Services, and Shin Yeh Restaurant Group.
中華電信 100 位高階主管：一場仍在進行的決策實驗 Chunghwa Telecom: 100 Executives, One Live Experiment
在中華電信，周龍鴻博士正主持一項高階主管 CSPO 計畫，參與者超過 100 位，包含事業群主管、總經理、副總經理與接班梯隊。
這不是證照訓練。課程導入企業真實案例與產品決策實驗，課後進入陪跑：從產品願景、Product Goal、Product Backlog、優先排序，一路到 Sprint Review 與治理機制。
【此處建議置入一個真實的現場瞬間：某位主管在課堂上說了什麼、當下全場的反應、以及那句話為什麼重要。這是全文唯一還空著的一塊，也是最有殺傷力的一塊。但它必須是真的發生過的，我不能代寫。】
跨事業群開始共用同一套產品決策語言之後，改變的不是流程。是誰有權在什麼時候說「這件事我們先不做」。
At Chunghwa Telecom, Dr. Chou leads an executive CSPO initiative involving more than 100 business group heads, general managers, vice presidents, and succession candidates.
This is not certification training. The program runs on real company cases and live product decision experiments, then continues into hands-on coaching covering product vision, Product Goals, Product Backlogs, prioritization, Sprint Reviews, and governance.
[Insert one real moment from the room here: what an executive said, how the room reacted, and why it mattered. This is the strongest thing this page could contain, and it has to be genuine.]
Once business units share one language for product decisions, the process is the smaller change. The bigger one is who gets to say “not yet,” and when.
十年 100 家：非 IT 敏捷的長期賭注 One Hundred Companies in Ten Years
周龍鴻博士替自己設了一個十年目標：協助 100 家非 IT 企業導入 Scrum。
方法分三步。先用高階主管課程建立共同語言與轉型共識；再挑一個真實的企業議題，跑短週期試點與產品決策實驗；最後靠成功指標、管理儀表板、Sprint Review 與治理機制，把試點結果往其他部門與產品線推。
前兩步不難。難的是第三步——多數企業都跑成功過一次試點，然後就停在那裡，因為從來沒有人設計「成功之後要怎麼擴散」。
他也把這些經驗整理成可複製的企業敏捷模式，讓其他 CST、顧問、企業教練與內部推動者，能在自己的產業裡使用。
Dr. Chou has set himself a ten-year target: help 100 non-IT organizations adopt Scrum.
The method has three moves. Executive education establishes a shared language and alignment on transformation. A real business problem is then chosen for short-cycle pilots and product decision experiments. Finally, success measures, management dashboards, Sprint Reviews, and governance carry the results into other departments and product lines.
The first two are not the hard part. The third one is. Most companies have run one successful pilot at some point and then stopped, because nobody ever designed what happens after it works.
He also turns these engagements into repeatable enterprise models that other CSTs, consultants, coaches, and internal change leaders can apply in their own industries.
社群的價值，不在辦了幾場活動 A Community Is Not Measured in Events
周龍鴻博士創辦台灣敏捷部落（Taiwan Agile Tribe），目前超過 4,500 位成員，是亞洲最大的非 IT 敏捷社群，連結企業領導者、敏捷教練、專案經理、Product Owner 與各產業實踐者。
他也發起 Regional Scrum Gathering Taipei，以高階主管、企業成功案例與引導式學習為核心，2026 年將再度舉辦。用他自己的說法：當你用「產品」而不是「活動」來看 RSG，決策邏輯就完全不一樣。
他的著作《成功的敏捷產品管理》出版後五個月內九刷，並連續五個月位居暢銷排行榜前列。
經營社群的目的不是交換知識，也不是把場子辦大。是讓企業的成功案例被看見、被驗證、被整理，最後變成別人可以複製的東西。
Dr. Chou founded Taiwan Agile Tribe, now more than 4,500 members strong and the largest non-IT Agile community in Asia, connecting business leaders, coaches, project managers, Product Owners, and practitioners across industries.
He also initiated Regional Scrum Gathering Taipei, built around executive leadership, enterprise cases, and facilitated learning, and returning in 2026. In his own words: the moment you treat RSG as a product rather than an event, the decision logic changes completely.
His book, Successful Agile Product Management, went through nine printings within five months of release and held a place on Taiwan’s bestseller lists for five consecutive months.
Communities are not built to exchange knowledge or fill halls. They are built so that enterprise success stories get seen, tested, written down, and copied by someone else.
如果這一段說中了你的組織 If This Describes Your Organization
證照、頭銜、獎項都不是終點。能力大了，能承擔的責任就大了，但責任不是拿來說的，是拿來認領的。周龍鴻博士認領的那一份，是讓更多領導者做出更好的決策，讓台灣的敏捷成果被世界看見。
如果你是執行長或最高決策者，你要面對的問題不是要不要導入工具，而是你的決策層是不是真的在用同一套語言思考。
如果你是事業群或部門主管，你感受到的那些卡頓，多半不是你團隊的問題，是更上層的語言還沒對齊。
知道問題在哪，跟知道怎麼解，是兩件事。多數組織停在前者，並且以為討論問題就等於在解決問題。
這件事，是可以被設計的。
Certificates, titles, and awards are not the destination. Greater capability brings greater responsibility, but responsibility is not something you announce. It is something you claim. What Dr. Chou has claimed is this: help more leaders make better decisions, and let the world see what Taiwan has built with Agile.
If you are a CEO or the final decision-maker, your question is not whether to adopt a tool. It is whether your leadership team is actually thinking in the same language.
If you lead a business unit or a department, the friction you feel is usually not your team. It is an alignment problem one level above you.
Knowing where the problem is and knowing how to solve it are two different things. Most organizations stop at the first and mistake discussing the problem for solving it.
This can be designed.
進一步認識周龍鴻博士 Connect with Dr. Roger Chou
中文維基百科：【https://zh.wikipedia.org/zh-tw/%E5%91%A8%E9%BE%8D%E9%B4%BB】
LinkedIn：https://www.linkedin.com/in/rogerpgmp/ （邀請時請附一段簡短自我介紹，讓彼此更快建立連結）
聯絡信箱：pmsuccess@gmail.com
長宏專案管理顧問有限公司：https://www.pm-abc.com.tw
Chinese Wikipedia: [https://zh.wikipedia.org/zh-tw/%E5%91%A8%E9%BE%8D%E9%B4%BB]
LinkedIn: https://www.linkedin.com/in/rogerpgmp/ (please include a brief self-introduction with your connection request)
Email: pmsuccess@gmail.com
PM-ABC Project Management Consultants: https://www.pm-abc.com.tw