In Taiwan, what truly holds organizations back isn’t the process—it’s the deeply rooted power structure. Many managers spend their days putting out fires, working like heroes, yet the organization still can’t move any faster. The real value of a CSM lies in helping leaders make a critical shift: from doing everything themselves to becoming a “head coach” who sets the rhythm, creates transparency, and builds a system that runs on its own.

Scrum is designed to address structural challenges: broken cross-team collaboration, opaque information flow, and responsibilities that never quite land where they should. None of these issues can be fixed by process alone—they require leaders to develop key Scrum Master capabilities: empowering teams, removing impediments, and enabling consistent progress through short cycles. And this isn’t just for IT. These skills are essential in high-coordination environments like healthcare, construction, and service industries.

For managers, traditional management often leads to burnout. The heart of CSM isn’t learning more ways to control people; it’s learning how to create psychological safety and build self-managing teams. When people know how to manage themselves, leaders can finally let go and focus on vision and value—this is the real “Next Level” of leadership.

For PMPs, the shift is just as significant: moving from “the person who tracks progress” to “the person who enables a team to deliver results.” In an era accelerated by AI, processes will be automated, but leaders who can guide diverse experts toward meaningful outcomes will remain exceptionally rare.

Agile, at its core, isn’t about process. It’s about mindset, trust, and the willingness of leaders to let the system truly come alive.

在台灣，敏捷真正卡住的並不是流程，而是根深蒂固的「權力結構」。許多管理者天天救火、累得像英雄，但組織卻依舊跑不快。CSM 的價值，正是在協助管理者完成一次領導升級：從事事親力親為，轉型為能設計節奏、創造透明、讓團隊自動運轉的「總教練」。
Scrum 想處理的是跨部門協作斷鏈、資訊不透明、責任落不下去等結構性問題，而這些都不是流程本身能解決的——它需要管理者具備 Scrum Master 的核心能力：授權、排除障礙、讓團隊在短週期內持續前進。這套能力不只適用在 IT，在醫藥、營造、服務業等高協作場域更是關鍵。
對管理者而言，傳統的管理讓人疲於奔命。CSM的核心不在於教你更多管人的手段，而是學會如何建立心理安全感與自組織團隊。當團隊知道如何自我管理，領導者才能真正放手（Let go），專注於願景與價值，這才是管理者真正的『Next Level』。對 PMP 而言，則是從「追進度的人」升級為「引導團隊的人」的職涯護城河。在 AI 快速崛起的年代，流程會被取代，但能帶領一群專業人才穩定產生成果的總教練型管理者，永遠稀缺。敏捷的核心不是流程，而是格局、信任與領導者願不願意放手，讓系統真正動起來。

Hong Kong’s deadly fire wasn’t an accident — it was a long-delayed explosion of accumulated “fire-safety technical debt.”
Aging equipment, flammable tarps, blocked escape routes, fire alarms that go untested year after year — these may look like small issues, but together they form a lethal, systemic risk.

What’s truly frightening isn’t the lack of equipment — it’s that no one knows whether any of it still works. Many buildings in Taiwan face the same blind spots: a lack of transparency, inspections done only for show, and improvements endlessly postponed. They look safe only because a stamp was placed on a piece of paper.

Hong Kong has given us a painful warning: “fix it by a deadline” is not real improvement, and a completed form doesn’t save lives. Every building needs someone who genuinely puts safety first — a real owner — or risks will keep piling up until one day they can no longer be contained.

How much time does Taiwan have left?
The answer lies in whether we’re willing to start repaying that debt now — making every building a little safer every 30 days.

Note: Reviewed and advised by Dr. Shih Fu-Yuan, expert in disaster medicine and emergency prevention.

香港大火不是意外，而是一筆被拖延多年的「消防技術債」一次性爆炸。老舊設備、易燃帆布、被塞滿的逃生通道、年年未測試的火警系統──這些看似小問題，累積起來就是奪命的系統性風險。
真正可怕的不是沒有設備，而是沒有人知道它還能不能動。台灣許多大樓也有同樣盲點：透明不足、檢查走形式、改善永遠拖延；看似安全，只因文件上蓋了章。
香港已經用生命提醒我們：限期改善不是改善，文件上的「完成」救不了人。每一棟大樓都需要一位真正把安全放第一順位的人，否則風險會持續累積，直到某一天再也收不回。
台灣還有多少時間？答案就在我們願不願意現在開始還債、每 30 天讓大樓更安全一點。

註：本文經災難醫療與救災防治專家石富元醫師審閱／提供建議

Why are some of Taiwan’s world-class professors stepping into Scrum classrooms?
Because today’s scientific research has reached a level of complexity, speed, and collaboration that traditional linear methods simply can’t handle anymore. Professor Hsing-Chung Chen—named one of the world’s top scientists for five consecutive years—and Professor Hui-Yu Tsai of National Tsing Hua University, whose work spans nuclear engineering and national-defense technologies, have both observed the same thing: Scrum’s iterative rhythm, transparent collaboration, and rapid validation align remarkably well with the scientific method.

Inside the classroom, they experienced this alignment firsthand:
• Hypothesis validation cycles can shrink from six months to two weeks
• Students stop working in silos and move in a unified cadence
• Research progress becomes far more visible, and bottlenecks easier to detect
• Lab efficiency and output rise significantly

This article highlights a powerful shift: Scrum is no longer just a business framework—it’s emerging as a new methodology for next-generation research, a movement we might soon call Agile Science. And if this trend continues, the research labs of the future could look very different from the ones we know today.

為什麼台灣的世界級教授開始走進 Scrum 課堂？因為當代科研的複雜度、速度與協作需求，都已超出傳統線性方法能承載的範圍。連續五年入選全球頂尖科學家的陳興忠教授、以及清大跨核能與國防領域的蔡惠予教授，都在實務中發現：Scrum 的迭代節奏、透明協作與快速驗證，與科學方法高度契合。

他們在課堂裡親自體驗到：
• 假設驗證可以從半年縮短到兩週
• 學生不再各自為政，而有一致節奏
• 研究進展更可視化、瓶頸更明確
• 研究室效率與產出能大幅提升

這篇文章揭示一個新趨勢：Scrum 不再只是企業工具，而正成為下一代科研的「敏捷科學」方法論。未來的研究室，很可能因這場轉變而與今天完全不同。

In most organizations, meetings often turn into a one-way conversation—leaders dominate, employees stay silent, and decisions are made quickly but fail to take root. This isn’t just a communication problem; it’s a lack of facilitation skills.

The essence of facilitation isn’t about hosting or controlling—it’s about ensuring diverse voices are heard, turning dialogue into consensus, and transforming consensus into action. Global leaders like Google, LEGO, and Samsung have all leveraged facilitation design to create co-creation miracles—from fan-driven innovation and open platforms to internal entrepreneurship—demonstrating the true power of participation.

This article, from an Agile perspective, explores why facilitation is an essential skill for modern leaders and introduces four classic techniques—Diamond of Participation, 1-2-4-All, Open Space Technology, and Fist of Five.

Whether you are a senior executive, middle manager, project leader, meeting facilitator, or trainer, mastering facilitation allows you to transform meetings from “discussions that end” into “actions that begin.”

在多數企業裡，會議常常變成「一言堂」——由主管主導、員工沉默、決策雖快卻難落地。這不只是溝通問題，而是缺乏「引導（Facilitation）」的技巧。引導的核心，不在於主持或控場，而在於讓多元意見被聽見、讓對話產生共識、讓共識轉化為行動。全球領導品牌如 Google、LEGO、Samsung 都已透過引導設計創造共創奇蹟，從玩家共創、開放式平台到內部創業，展現出讓人「願意參與」的力量。這篇文章從敏捷的角度出發，帶你看見引導如何成為新時代領導者的必修課，並實際介紹四種經典手法——決策鑽石、1-2-4-All、開放空間與五指法。無論你是高階主管、中階主管、專案經理、會議主持者與培訓師，學會引導，就能讓會議從「討論結束」變成「行動開始」。

From a white Toyota Sport to the destined MINI Countryman, this car-switching journey has really been an exploration of “the distance called home” and “a philosophy of living.” MINI is not just a car—it carries over sixty years of brand legacy, from the 1959 Mini Austin pocket rocket to today’s crossover SUV that blends British sophistication with modern technology.

The name *Countryman* symbolizes a traveler who moves freely between city and countryside. Its thoughtful design—from the 13 cm adjustable rear seats and the OLED circular center console to its autonomous driving and Go-Kart mode—turns driving into a joyful experience.

What’s even more impressive is that it retains about **60% of its value after five years**, making it a perfect balance of emotion and reason. Above all, it’s a car that brings the family together—and makes everyone smile.

In January 2025, I officially obtained the Certified Scrum Product Owner Trainer (CSPO Trainer) qualification from Scrum Alliance and set a vision: to cultivate 100 CSPO leaders in Taiwan who think with value at the core. After the announcement, alumni from past CSM CEO cohorts responded enthusiastically, and five sessions were fully booked within two weeks. So far, four cohorts have been completed, praised by participants as “world-class CSPO courses,” enabling many leaders to relearn how to drive decisions and innovation through customer value.

In the course, I first help participants break through three major misconceptions:

1.A product is not limited to physical goods—services, events, brands, and even personal careers can be products.

2.CSPO is not exclusive to product managers—anyone who creates value, whether a CEO, manager, PM, or brand builder, can benefit from it.

3.A PO doesn’t need to understand technology but must understand value model design—defining the “value stream” from a business perspective.

Combining 20 years of product experience and the curricula of six international trainers, I created a localized Taiwanese model called the “Four Circles + Influence Map.” The course includes over 30 high-intensity workshops, such as the “Tower Building” challenge and cross-industry business model analyses (covering POYA, NVIDIA, Delta Electronics, and McDonald’s), allowing participants to experience real product decisions through the integration of “Strategy × Execution × Value Stream.”

Corporate participants reported a 50% improvement in team discussion quality, significant gains in decision-making efficiency, and smoother cross-functional collaboration. Individual participants shared that “the takeaways from this course are 3–10 times those of CSM,” transforming from “people who do things” into “people who create value,” learning to think about business through Scrum and to create value through business.

CSPO is not just a certification—it is the key turning point that enables both organizations and individuals to shift from execution to leadership, and from tasks to value.