多數 CEO 看到「AI 讓一個人就能生出一套軟體」，會說：「很好，工程團隊可以更精簡了。」然後繼續開下一個會。但真正該停下來想的，不是裁掉幾個工程師，而是——當生產變得幾乎零成本，組織裡唯一還稀缺的能力，是判斷什麼值得做。而那個能力，從來不在工程團隊，在你身上。我這幾年陪台灣 CEO 導入敏捷，反覆撞見同一件事：企業卡住的，不是工程做不出來，而是沒有人在決策層，有能力判斷什麼該做。而真正的轉型也從來不是單靠一條路，是訓練、引導、陪跑三條路一起走，把高階主管的語言從「我」變成「我們」。當交付不再是瓶頸，你的決策層，會不會反而變成那個瓶頸？
Taiwan just brought home its first PMI Project Management Education Honor — out of 130-plus Authorized Training Partners across Asia Pacific, only 11 earned Honors, and PM-ABC (Taiwan) stood among the Top 3. Most people see a trophy. I see a far more moving story: twenty years, more than 20,000 PMPs trained, and roughly 1,000 of them now serving as CEOs and senior executives. This was never a certification story; it is the story of a talent pathway. Times have changed — executing the plan well is no longer enough. In a world of uncertainty, companies need to learn fast and adjust fast. PMP is where Taiwan's professional managers start; Scrum is the next station for enterprise Agile leadership — and Agile's real next station is not the team's whiteboard. It is the executive decision table. Is yours ready?
遇見台灣的第一次，把 PMI 專案管理教育榮譽獎帶回家——亞太 130 多家授權培訓機構，僅有 11 家獲獎，長宏名列前三強。多數人看到的是一座獎盃，而我看到的是另一處更動人的故事：二十年的時光、2 萬位 PMP，其中約1,000 位走上 CEO 與高階經營者的位置。這從來不是證照的故事，而是一齣人才成長路徑的故事。
時代變了，把計畫做好已經不夠，企業需要的是在不確定的世界潮流中，快速學習、快速調整。PMP 是台灣專業經理人的起點，Scrum 是企業敏捷領導的下一站——而敏捷真正的下一站，不在團隊的白板前，而在高階主管的決策桌上。你的決策桌，準備好了嗎？
長宏總經理周龍鴻博士於 PMI Global Summit Series Seoul 領取 PMI 榮譽獎，亞太區 130+ ATP 中僅 11 家獲 Honors，台灣首次獲此殊榮。 ｜ Dr. Roger Chou, CEO of PM-ABC Inc., receives the PMI Honors Award at the PMI Global Summit Series in Seoul — only 11 of 130+ APAC ATPs hold Honors; a first for Taiwan.
The day you earned your CSM or CSPO, your manager said congratulations. But back at your desk, no one handed you a harder decision because of that certificate. The problem isn't that you didn't work hard enough — it's that the value of your certification was never yours to decide. It belongs to your boss. Only when senior leaders genuinely feel that Scrum works does that certificate start to carry weight inside the organization. That is why I am running for the Scrum Alliance Board of Directors: to bring Scrum back to where decisions are made, so that every CSM and CSPO rises in value; and at the same time, to rebuild honest dialogue between Scrum Alliance and its Guide community. Voting opens June 10, and each member gets only one vote. Yours is rarer than you think.
你考到 CSM 或 CSPO 的那天，主管說了恭喜。但你回到座位上，沒有人因為這張證書，把更難的決策交給你。問題不在你不夠努力，而在——你證照的價值，從來不是你決定的，是你老闆決定的。當高階主管真正感受到 Scrum 有用，這張證書在組織裡才會有份量。這就是我參選 Scrum Alliance 董事會的理由：把 Scrum 帶回決策被拍板的地方，讓每一位 CSM、CSPO 的價值跟著上升；同時，重建 Scrum Alliance 與 Guide 社群之間誠實的對話。投票 6 月 10 日開放，每位會員只能投一票。你的這一票，比你想的更稀有。
I’m honored to be a finalist for …
Most companies talk about Scrum's results one year in. The real companies to watch are the ones still willing — fifteen years later — to send their general manager and directors back into the classroom. After Galaxy Software's 50 senior executives all earned CSM, a new question surfaced: how do we make the PO role properly empowered? — that's exactly what CSPO is built to answer. So Galaxy reinvested in a CSPO enterprise cohort, this time led personally by BG GM Chris. In an era where AI is taking over code writing, code testing, and even code review, this decision is worth more thought than it first appears. (With thanks to Galaxy BG GM Chris for confirming the accuracy of this article.)
很多企業導入 Scrum 一年後就開始談成果，但真正值得觀察的，是那些導入十幾年後仍願意把總經理、處長重新送回教室的企業。叡揚資訊從 2008 年起推 Scrum，2025 年 2 月由雲端事業群總經理 Flora 帶頭、50 位高階主管全部取得 CSM。CSM 推動一年後，新的問題浮現：PO 的權責如何讓它更健全？於是叡揚決定再投資 CSPO 企業專班，由事業群總經理 Chris 親自帶隊。在這個 AI 開始接手寫程式、測試程式、甚至審查程式的時代，這個決定，比想像中更值得思考。（感謝叡揚事業群總經理 Chris 確認本文正確性）
In most companies, a three-hour meeting ends with no one really sure who's doing what next. The conversations that actually matter never happen in the meeting room—they happen in the hallway. That's not a meeting-efficiency problem. That's an organizational decision-making problem. In May 2026, Taiwan completed its first-ever Certified Agile Facilitator (CAF) class—23 graduates, 14 of them senior executives—putting their answers down and re-learning what it means not to rush an answer. In the AI era, what's scarce isn't answers. It's the ability to help a group see, understand, and commit to an answer together. If you still measure decision success by "the meeting ended," your organization is paying a much higher cost than you realize.
很多公司的會議，三小時開完，散會卻沒人知道下一步誰要做。真正重要的話從不出現在會議室，只出現在茶水間。這不是會議效率問題，是組織決策能力問題。2026 年 5 月，台灣第一班 CAF 敏捷引導師完訓，14 位高階主管把答案放下，重新學「不給答案」。AI 時代不缺答案，缺的是讓答案被團隊一起看見、一起被理解、一起被承擔的人。如果你還用「會開完了」當決策成功的指標，你的組織正在付出比你想像更高的代價。你的決策層，現在用的是同一套語言嗎？
Most company kickoff meetings get forgotten the moment they end. The agenda runs, documents get filed, and everyone goes back to their own version of "success." Three months later, you discover the project has drifted—and by then it's too late. A traditional manufacturing client I was coaching was about to launch their two most critical agile projects. Inside the room: zero psychological safety, no shared definition of success, and a history of meetings that turned into shouting matches. I ran a 50-minute CAF facilitation—two rounds of three sticky notes, one round of musical chairs, PO-led convergence, and a team agreement. By the end, leaders who had been at odds were standing on the same direction for the first time. The real cost of a kickoff meeting isn't the two hours. It's the three months of drift that follow.
多數企業的啟動會議，開完就忘了。流程跑完、文件歸檔、團隊回去做自己版本的事。三個月後發現方向偏了，已經來不及。我陪跑的某傳產龍頭客戶，正準備同時啟動兩個最重要的敏捷專案——心理安全感不足、目標各說各話、過去會議現場吵翻天。我用 50 分鐘做了一場 CAF 引導：兩輪三張便利貼、一輪大風吹、PO 收斂、形成團隊公約。會議結束時，那群原本對立的主管，第一次站在同一個方向上。啟動會議真正昂貴的，從來不是兩小時，是會後三個月走錯方向的代價。
10 個台灣企業的真實敏捷成功案例——從佳麗果物的農產 Sprint，到第四河川分署的政府服務轉型，從 dentall.ai 的醫療 MVP，到群閎科技的跨國協作。每個案例附多層次分析、敏捷宣言對映、與情境測驗，幫您把敏捷洞見轉化為決策行動。
Ten real Taiwanese case studies — from a fruit factory to a government agency, from a dental AI startup to a multinational pharmaceutical — that show how Scrum and the Agile Manifesto play out far beyond the software industry. Each case comes with a layered analysis, key insights, agile-principle mapping, and a 5-question quiz. Built for international Scrum practitioners and CST peers.
Too many CEOs in Taiwan have been quietly delivering real agile results — with no international stage to show for it. Most people assume agile awards belong to the tech world. The past three editions' winner lists prove otherwise: the president of Pfizer Taiwan, the director of a government water authority, the general manager of the largest construction firm in southern Taiwan. The 4th "Top Agile CEO Award" is officially open, with a deadline of June 15, 2026. Hosted by the Scrum Alliance Taiwan International Agile Ambassador, the award has generated over 300 international media mentions across three editions. It's a lifetime award — by design. Judges don't care how polished your deck is. They care how real your story is.
台灣有太多CEO默默在做敏捷，做出了真實的成果，卻從來沒有一個國際舞台讓他們被看見。多數人以為敏捷獎項是科技業的事，但三屆得獎者的名單，直接推翻了這個假設——輝瑞大藥廠的總裁、水利署的署長、南台灣最大營造廠的總監，都在這個名單裡。第四屆「頂尖敏捷CEO大獎」正式啟動，截止日期2026年6月15日。這個獎由Scrum Alliance台灣國際敏捷大使主辦，三屆累計超過300個國際媒體報導，一生只能得一次，刻意讓每個獎項都有歷史的重量。評審最在意的不是簡報有多漂亮，而是你的故事有多真實。如果你的組織做了敏捷，做出了具體的商業成果，那個故事不應該只留在你的腦袋裡。
CSPO 學員課前預讀指南。以《成功的敏捷產品管理》為藍本，涵蓋 PO 角色與心法、產品規劃、Product Backlog 管理、Scrum 協同合作四大模組。每個模組包含核心摘要、多層次分析、金句、CSPO 核心能力連結與情境測驗，幫助你在正式課程前打好基礎。
CAF 認證課程的成功，奠基於引導師的內在修煉。本課前預習選取《搜尋你內心的關鍵字》(Search Inside Yourself, SIY) 的核心概念，結合 Roger 老師對敏捷引導實踐的洞察，幫助你在正式課程前打好「內功」基礎。五個模組涵蓋從專注力、自我認知、情緒管理、同理心，到引導型領導的完整路徑。
When declining birthrates and AI are simultaneously rewriting the rules of the education industry, the real risk isn’t a shrinking market—it’s companies still using old decision-making models to navigate a new world.
A few weeks ago, I shared on my blog that all 27 core executives of Nani Publishing, including the chairman and two vice presidents, completed CSPO training together.
This signifies one thing: a 70-year-old publisher is beginning to view the education industry through a product-thinking lens. But product thinking is only the first step. The real question is: once a product direction is defined, how does the team work together effectively?
That’s why Nani has taken the next step. The 27 core executives—from the chairman and two vice presidents to the Scrum Team—completed CSM training together.
This isn’t just a class. It’s a key first step in a 360° learning program to start building a shared organizational language.
(This success case has been publicly shared with the consent of the Chairman.)
當少子化與 AI 同時改寫教育產業規則時，真正的風險不是市場萎縮，而是企業仍用舊的決策模式面對新的世界。
幾週前，我在部落格分享南一 27 位核心主管含董事長及兩位副總經理一起完成 CSPO 培訓。
那代表一件事：一家 70 年的出版社，開始用產品思維重新看待教育產業。但產品思維只是第一步，真正的問題是：產品方向確定後，團隊如何一起運作？
因此南一再次展開第二個動作。27 位核心主管從董事長、兩位副總經理到Scrum Team與 一起完成 CSM 培訓。
這不是一堂課。而是學習 360 計畫開始建立共同組織語言的關鍵一步。
(本成功案例經董事長同意公開)
Many senior executives have experienced the same frustration: the strategy is clear, the market direction is visible, the organization has capable people—yet progress still stalls. Meetings are frequent, but real alignment is rare. Departments appear to collaborate, but beneath the surface they are often pulling in different directions. The issue is usually not execution alone; it is that the organization lacks the ability to think together.
This realization has become increasingly clear to me in recent years. If *The Fifth Discipline* describes the capability framework for building a learning organization, then in real companies, the element that actually enables these capabilities to function is a rarely discussed one—**facilitation**. It is not simply a technique for running activities; it is the capability that allows honest conversations to surface, makes mental models visible, and helps teams reach higher-quality collective judgments.
In the age of AI, this becomes even more important. As analysis and execution are increasingly handled by machines, the truly scarce human capability is collective judgment and shared learning. That is precisely why I have committed myself so strongly to CAF. The most competitive leaders of the future will not be those who give the best commands, but those who can design how people think together.
很多高階主管都經歷過同一種痛：策略明明清楚，市場方向也看到了，人才也不差，但事情就是推不動。會議很多，真正的共識卻很少；跨部門看起來在合作，實際上卻在彼此拉扯。問題往往不只是執行，而是組織沒有能力一起思考。這也是我近年越來越深的體會：如果說《第五項修練》描述的是建構學習型組織的能力架構，那麼在真實企業裡，真正讓這些能力運作起來的，其實是一套很少被討論的能力——引導（Facilitation）。它不是帶活動的技巧，而是一種讓真話浮現、讓心智模式被看見、讓團隊形成高品質判斷的關鍵能力。尤其到了 AI 時代，當分析與執行越來越能被機器接手，人類真正稀缺的，反而是集體判斷與共同學習的能力。這也是我為什麼如此堅定投入 CAF：因為未來最有競爭力的領導者，不只是最會下指令的人，而是最能設計集體思考的人。
As declining birthrates and AI simultaneously rewrite the rules of the industry, the real risk isn’t falling revenue—it’s leadership teams still operating with an annual budget mindset and long, rigid planning cycles. At Nani Publishing, the chairman personally led 27 core executives through CSPO training. The goal wasn’t to collect certifications, but to rebuild the language of executive decision-making.
In just three months, the organization shifted from one-shot, waterfall-style development to an MVP-driven, iterative approach. For the first time, product priorities were ranked by data rather than seniority, and decision cycles for key initiatives became noticeably shorter. When market uncertainty rises, speed of decision-making becomes a competitive advantage.
If you’re still on the sidelines watching digital transformation unfold, the real question isn’t whether to adopt new tools. It’s whether your leadership team is ready to think like product owners—and take responsibility for the next three years of revenue structure and platform advantage.
(This success case has been publicly shared with the consent of the Chairman.)
當少子化與AI同時改寫產業規則，真正的風險不是營收下滑，而是決策思維仍停留在年度預算與長週期規劃。南一書局由董事長親自帶領27位核心主管共學CSPO，目的不是拿證照，而是重建高階決策語言。
三個月內，他們從一次到位的瀑布式開發，轉向MVP小步迭代，產品優先順序首次以數據而非資歷排序，關鍵專案決策週期明顯縮短。當市場不確定性升高，決策速度就是競爭力。
如果你還在觀望轉型，真正該問的不是要不要導入工具，而是決策層是否準備好用產品思維，為未來三年的營收結構與平台優勢負責。
(本成功案例經董事長同意公開)