"That's not my job." Most executives hear that sentence, frown for a second, and move on to the next meeting. Wei-Hsiung Hsieh, General Manager of Taiwan's #1 premium kitchen appliance brand, Shih Lei Industrial, didn't. He locked 18 of his managers in a classroom for two days and personally wrote three case studies pulled straight from his own company's real conflicts. But before those cases ever hit the table, the two days had already given eighteen people one shared language: how to judge what matters, how to prioritize, how to align across departments, and how to turn an idea into a proposal someone else would actually put their name behind. Without that language, hard questions just test who has the thickest skin. With it, the same questions become a real proving ground for judgment. The certification is simply what people walk away with once the two days are over — it was never the point. Who in your organization is still waiting for someone else to speak first?

「這不是我的事。」多數老闆聽到這句話，會皺一下眉，然後繼續開下一個會。世磊實業的總經理謝維雄沒有。他把 18 位主管關進教室兩天，親手出了三道取自公司真實現場的考題——但考題丟出來之前，兩天已經先給了十八個人同一套語言：怎麼判斷、怎麼排序、怎麼對齊、怎麼把想法講成別人敢背書的方案。沒有這套語言，出題只是考膽量；有了它，出題才是訓練判斷力的真實戰場。認證，是兩天結束時自然帶走的副產品，從來不是目的。你的組織，還在等誰先開口？

When an enterprise sends 111 executives into the same classroom for CSPO training, most people see the scale of training; however, the real key lies not in the headcount. Large enterprises never lack talent, systems, or project capabilities; the real challenge is whether different business groups and management tiers can speak the exact same language regarding "what matters most, what should be done first, and what truly constitutes value." What Chunghwa Telecom is doing is not merely handing out more certificates, but advancing Product Ownership from a domain expertise of product teams into a shared leadership language among the President, Vice Presidents, and successor pipelines. This is not just a class, but an experiment in product governance and leadership succession. Only when an organization first achieves a "unified script" can its decision-making truly operate on "standardized tracks." Having 111 leaders brings the core issues to light; the genuine changes in the workplace over the next two to three months will be the true answer.

當一家企業把111位高階主管送進同一間教室學CSPO，多數人看到的是培訓規模；但真正的問題不在人數。大型企業從不缺人才、制度與專案能力，真正困難的是：不同事業群、不同層級，能不能對「什麼最重要、什麼該先做、什麼才算價值」說同一種語言。中華電信正在做的，不是再多發幾張證照，而是把Product Ownership從產品團隊的專業，推進成總經理、副總與接班梯隊共同的領導語言。這不是一門課，而是一場產品治理與領導力傳承的實驗。先讓組織「書同文」，決策才有機會真正「車同軌」。111位讓問題浮上檯面，接下來兩三個月工作現場的真實改變，才是答案。

Most corporate agile transformations halt at the team level: stand-up meeting, Sprints, and Kanban boards are all in place—but what comes next? No matter how fast a team executes, if senior leadership lacks a unified language for product trade-offs, however hard every department works, the overall strategic direction still subtly drifts. Chunghwa Telecom chose a different path: Completing two cohorts with 52 executives earning CSPO certifications—and advancing toward a goal of 100 certified executives across four cohorts—they brought real-world, cross-business-group product trade-offs directly into the classroom. This is not merely about 52 certificates; but also marks 52 product decision nodes beginning to think in the same language of value. The next frontier of Agile lies not in team execution, but in executive product decision-making. What value system is your leadership operating on?

多數企業的敏捷停在團隊層：站立會、Sprint、看板都有了，然後呢？團隊跑得再快，高階主管沒有同一套語言做產品取捨，每個部門都很努力，方向卻在悄悄失真。中華電信選擇另一條路：兩梯完訓、52 位高階主管取得 CSPO，朝四梯 100 位邁進，把真實的跨事業群產品取捨搬進課堂。這不是 52 張證照，而是 52 個產品決策節點開始使用同一套價值語言。敏捷的下一個戰場，不在團隊執行層，而在高階產品決策層。你的決策層，現在說的是什麼語言？