RSG Taipei 2026: Let the World See Taiwan. Agility Starts with Executives—and Reaches Every Industry.

讓世界看見台灣敏捷，從高階主管開始

What truly holds organizations back has never been a lack of agile methods. The real issue is this: in uncertain situations, who is willing to make the call—and own the consequences?

RSG Taipei 2026 isn’t a forum for learning the next new tool. It’s a closed-door dialogue designed for leaders—a space to explore how to make decisions, build alignment, and lead a team through to the finish line in an era with no standard answers.

The event is part of the Scrum Alliance RSG initiative. I’m hosting it in my role as Taiwan’s International Scrum Ambassador, with tangible support from 18 senior leaders across industries as “Givers.” This isn’t sponsorship for brand exposure—it’s shared ownership of a conversation they believe matters.

We’re operating RSG as a real-world agile product: align on vision and value first, then validate impact through real dialogue. That’s why participation is referral-based, with no public ticket sales, and a strict cap of 150 seats—reserved for leaders who are willing to take responsibility for decisions and outcomes in high uncertainty.

For executives who have been through CSM/CSPO—or who come from a PMP background—this is the conversation that moves agility beyond methods and into the levels of responsibility, influence, and governance.

RSG Taipei 2026：讓世界看見台灣。敏捷，從高階主管開始，進入每一個產業

讓世界看見台灣敏捷，從高階主管開始

企業真正卡住的，從來不是敏捷方法不夠，而是在不確定的情境下，誰願意承擔判斷、承擔後果。

RSG Taipei 2026，並非教新工具的論壇，而是一場專為管理者設計的閉門對話：在沒有標準答案的時代，如何做決策、聚合共識，並帶隊走完全程。

本活動由Scrum Alliance所發起，我以台灣國際 Scrum 大使名義承接，並獲 18 位跨產業企業高層以「Giver」身份實質支持——不是贊助曝光，而是對這場對話價值的共同承擔。

RSG 以「真實世界的敏捷產品」來經營：先對齊願景與價值，再透過實際對話驗證影響力。因此採推薦制、不售票，限額 150 席，只邀請願意在高度不確定中，為決策與結果負責的管理者。

對曾走過 CSM／CSPO、或具 PMP 背景的主管而言，這是一場把敏捷從方法，推進到責任、影響力與治理層次的關鍵對話。

From Understanding Scrum to Making It Work: Why I Launched the CAF Program to Develop CEO Leaders

從懂 Scrum 到做得出來啟動 CAF 培育 CEO 志業

If Scrum makes sense, why do so many organizations still feel stuck?

Scrum hasn’t failed.
In fact, many leaders understand the framework well.
What often holds organizations back is something more subtle: where leaders choose to stand during critical conversations.

Over the past three years, I’ve supported nearly 400 CEOs through their CSM and CSPO journeys. I’ve seen how clearly leaders can grasp the language and structure of agility — and yet still experience a familiar frustration: meetings run smoothly, alignment seems present, but execution continues to hit invisible walls.

This isn’t a failure of Scrum or Agile frameworks.
It’s a signal that understanding the blueprint is only part of the journey.

Through learning deeply from global facilitation mentors — including Srdjan Pavlovic, Anu Smalley, and Kate Megaw — I came to recognize a deeper constraint that many mature organizations face: the quality of conversations during execution. As complexity increases, decisions become harder, tensions surface, and responsibility quietly drifts — not because people don’t care, but because leaders lack a shared way of holding those moments well.

This is where Agile Facilitation becomes critical.

Certified Agile Facilitator (CAF) focuses on how leaders create the conditions for teams to think together, decide together, and take shared ownership. It shifts leadership from directing outcomes to enabling responsibility — especially in complex, high-stakes situations.

This reflection is for leaders who have moved beyond Agile 101, yet sense that “we should be further along by now.”
Not because the framework is broken — but because the next stage of growth requires a different leadership stance.

If you already understand agility, this is the next step — from knowing Agile to making it work, consistently.

從懂 Scrum 到做得出來：我為何啟動 CAF 培育 CEO 志業

從懂 Scrum 到做得出來啟動 CAF 培育 CEO 志業

如果 Scrum 明明合理，為什麼這麼多組織仍然感覺卡住、動不起來？

Scrum 並沒有失敗。
事實上，許多領導者對這個框架理解得相當清楚。
真正讓組織停滯的，往往是一個更細微、卻更關鍵的因素：
在關鍵對話中，領導者選擇「站在什麼位置」。

過去三年，我陪伴將近 400 位 CEO 走過 CSM 與 CSPO 的學習旅程。我親眼看見，許多領導者能清楚掌握敏捷的語言與結構，卻仍反覆遭遇一種熟悉的挫折感：
會議進行得很順、表面看起來也有共識，但執行階段卻一再撞上看不見的牆。

這並不是 Scrum 或敏捷框架的問題。
而是一個訊號，提醒我們：理解藍圖，只是旅程的一部分。

在向多位國際引導導師深入學習的過程中——包括 Srdjan Pavlovic、Anu Smalley 與 Kate Megaw——我逐漸看清許多成熟組織共同面對的一個深層限制：執行過程中對話的品質。
隨著複雜度提高，決策變得更困難、張力開始浮現，而責任也悄悄地被稀釋。這並不是因為人們不在乎，而是因為領導者缺乏一套「能好好承接這些時刻」的共同方式。

也正是在這裡，敏捷引導（Agile Facilitation）變得關鍵。

Certified Agile Facilitator（CAF）關注的，不是教領導者如何給出答案，而是如何創造條件，讓團隊能一起思考、一起決策，並對結果共同承擔責任。它讓領導力從「指揮結果」，轉向「促成責任」，特別是在高不確定性與高風險的情境中。

這篇反思，寫給那些早已走過 Agile 101，卻仍隱約感覺「我們應該走得更遠了」的領導者。
不是因為框架壞了，而是因為下一個成長階段，需要一種不同的領導站位。

如果你已經理解敏捷，
那麼這會是下一步——
從「知道 Agile」，走向「讓它真正、持續地運作」。

My Life, My Call: Why CSPO07 Was the Most Moving Class I’ve Ever Taught

我命由我不由天最感動的一班 CSPO

If you think CSPO is just another product management course, you may be underestimating how deep it really goes.

CSPO07 was, without question, the most moving cohort I’ve ever led. Agile CEOs, master coaches, and senior business leaders chose to set their titles aside and return to a beginner’s mindset. One participant, 75 years old, quietly wrote down a personal commitment: “I will help 100 people learn coaching in one year.” The room fell completely silent.

This wasn’t simply about learning frameworks or tools. It was a collective awakening—a moment of clarity about what it truly means to take responsibility for your life and your organization.

Here, vision wasn’t treated as a slogan. It was broken down, challenged, tested, and turned into an actionable roadmap.

Your life is a product.
You are the Product Owner.
The real question is: are you ready to decide the direction yourself—just once, at least?

我命由我不由天：為什麼CSPO07是我上過最感動的一班？

我命由我不由天最感動的一班 CSPO

如果你以為 CSPO 只是一門產品管理課，那你可能低估了它的深度。
CSPO07，是我帶過最動人的一班：頂尖敏捷 CEO、教練大師、企業領袖，選擇放下身分、歸零學習；75 歲的學員寫下「一年幫助 100 人學習教練」的承諾，讓全場屏息。這不只是方法論的學習，而是一場關於「如何為人生與組織負責」的覺醒。
在這裡，願景不再只是口號，而是被拆解、被驗證、被落地的行動藍圖。
人生這個產品，你是 PO。方向，要不要自己來定一次？

Beyond Visibility to Necessity: Why Scrum Alliance Is Looking to Taiwan to Rewrite Its Global Strategy

不是被看見而是被需要

In many mature markets, Scrum is hitting a wall—trapped in the IT department, strangled by rigid processes, and viewed merely as a delivery mechanism. Yet, in Taiwan, the story is radically different. Here, CEOs, PMPs, and executives across diverse industries are deploying Scrum not as a software tool, but as a high-level operating system for leadership and decision-making.
This striking contrast has captured the attention of Scrum Alliance’s global headquarters.

It is the reason the Chief Growth Officer (CGO) and Chief Marketing Officer (CMO) recently initiated deep-dive interviews with me. They weren't looking for metrics; they were looking to solve a riddle: Why is this methodology, which is plateauing in its birthplace, accelerating as a corporate growth engine in Taiwan?

This article reveals what is currently being validated on the global stage: Agile’s next battlefield is not about process optimization. It is about the architecture of power, decision-making, and value judgment.

From the strategic repositioning of the CSPO (Certified Scrum Product Owner) to the creation of a "maturity flywheel" via CSM, CSPO, and CAF, Taiwan has built more than just a successful training market. We have built a scalable model for organizational transformation.

Taiwan has been tapped to take the stage. And this time, our role is not that of a student, but of a strategic partner in defining the future.

不是被看見，而是被需要：Scrum Alliance 為何把目光轉向台灣？

不是被看見而是被需要

為什麼在許多成熟市場，Scrum 正逐漸被困在 IT 與流程的死胡同，但在台灣，卻能被 CEO、PMP 與跨產業高階主管，直接拿來做「決策與領導」？

這個巨大的反差，正是 Scrum Alliance 全球總部真正困惑的關鍵。

也因此，成長長 CGO 與行銷長 CMO 專程訪問台灣唯一國際 Scrum 大使 Roger 博士，只為解開一個謎題：為什麼這套在發源地遭遇瓶頸的方法，在台灣卻能成為企業的驅動引擎？

這篇文章完整揭露一個正在被全球驗證的事實——敏捷的下一個戰場，不在流程，而在權力、決策與價值判斷的層級設計。

從 CSPO 的重新定位、到 CSM／CSPO／CAF 串成的組織成熟度路徑，再到台灣如何成為 Scrum Alliance 跨產業敘事的旗艦案例，這不只是單點成功，而是一套可被複製的戰略判斷模型。

台灣，正在被邀請上場。而這一次，我們的角色不只是學習者，而是共同承擔未來判斷的人。

Why Are More Managers and PMPs Choosing to Learn CSM? The real reason is more practical than you think

經理人與 PMP為何開始學 CSM

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.

為什麼越來越多的經理人與PMP開始學 CSM？原因比你想得更現實

經理人與 PMP為何開始學 CSM

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 Blaze Is a Wake-Up Call for Taiwan:When Fire Safety Turns into “Technical Debt,” How Much Time Do We Really Have Left?

香港大火的警鐘消防成了技術債

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.

香港大火敲響台灣警鐘：當消防變成「技術債」，我們還有多少時間？

香港大火的警鐘消防成了技術債

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

When World-Class Professors Start Learning Scrum:Scientific Research Has Entered the “Age of Agility”

世界級教授都在學 Scrum科研進入敏捷時代

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.

當世界級教授都在學 Scrum：科研競爭已進入「敏捷時代」

世界級教授都在學 Scrum科研進入敏捷時代

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。

The Magical Power of Meeting Facilitation

會議引導Facilitation 的神奇力量

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.”

會議引導Facilitation的神奇力量

會議引導Facilitation 的神奇力量

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」。

MINI Countryman: A Car That Makes the Whole Family Smile

MINI Countryman一台讓全家都微笑的車

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.

World-Class Brand Leadership Certification Training — CSPO

世界級的品牌經營者證照培訓 CSPO

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.

世界級的品牌經營者證照培訓——CSPO

世界級的品牌經營者證照培訓 CSPO

2025年1月，我正式取得 Scrum Alliance 認證講師資格（Certified Scrum Product Owner Trainer），並立下願景：在台灣培育 100 位能以價值為核心思考的 CSPO 領導者。消息發布後，歷屆 CSM CEO 校友熱烈響應，五個梯次在兩週內全數額滿。至今已完成四屆，被學員譽為「世界級品質的CSPO課程」，讓許多領導者重新學會如何以顧客價值驅動決策與創新。

在課程中，我首先協助學員突破三大迷思：
1. 產品不限於實體——服務、活動、品牌與個人職涯，都可以是產品。
2. CSPO不是產品經理的專利——凡是創造價值的人，無論是 CEO、主管、PM、品牌經營者，都能從中受益。
3. PO 不需懂技術，但必須懂價值模式設計——從商業視角定義「價值流」。

我結合 20 年產品實戰經驗，融合 6 位國際講師課綱，打造出屬於台灣的「四圈圈＋影響力地圖」模型。課程包含超過 30 項高張力工作坊，如「蓋高塔」挑戰、跨產業商業模式分析（涵蓋 POYA、NVIDIA、台達電、麥當勞 等），讓學員在「策略 × 實作 × 價值流」中體驗真實的產品決策。

企業端學員回饋指出，課後團隊討論品質提升 50%、決策效率顯著改善，跨部門協作更加順暢；而個人學員則表示：「這堂課的收穫是 CSM 的 3–10 倍」，他們從「做事的人」蛻變為「創造價值的人」，學會用 Scrum 思考商業、用商業創造價值。

CSPO 不只是證照，它是讓組織與個人 從執行到引領、從任務到價值 的關鍵轉折。

MINI Countryman：一台讓全家都微笑的車

MINI Countryman一台讓全家都微笑的車

從一台白色 Toyota Sport，到命中註定的 MINI Countryman，這趟換車故事其實是一場關於「家的距離」與「生活哲學」的探索。MINI 不只是車，它承載著六十年品牌傳奇，從 1959 年的 Mini Austin 小鋼砲，到如今結合英倫紳士氣質與現代科技的跨界 SUV。Countryman 的名字象徵能自由穿梭城市與鄉野的旅人，而它的設計——從可調 13 公分的後座、OLED 圓形中控、到自動駕駛與 Go-Kart 模式——都讓駕駛成為一種幸福體驗。更令人驚喜的是，它五年後仍能保留 60% 價值，是兼具感性與理性的理想之車，也是一台讓家人坐在一起微笑的車。

Returning to the Role of a Student: My Journey of Inspiration with the “Kanban Learning Team under the Orange Tree”

回到學生的角色看板學習團隊的啟發之旅

After becoming the second Accredited Kanban Trainer (AKT) in Taiwan, I chose to return to the role of a student and retake Kanban University’s KSD and KSI courses. This “reset learning” journey was not about earning another certification, but about rediscovering the true spirit of Kanban—moving from theory to practice, and from teaching back to experience.

During the two-day course, I learned not only about WIP limits, flow design, and workflow management, but also how a trainer can inspire learners through service, storytelling, and games. Afterward, I began reflecting on course design, classroom atmosphere, and the quality of interactions, deciding to integrate the spirit of Kanban into Scrum and corporate training.

This learning journey reaffirmed a simple truth: true professionalism is not about knowing more—it’s about being willing to become a student once again.

My Complete Hands-On Learning Journey of Google Certified Educator Level 1, Level 2, and Trainer

Google 教育家Level 1、2 與 Trainer 全紀錄

At first, I just heard that the Google Certified Educator Level 1 exam was now free, and since I was already quite familiar with Google tools, I figured I’d pass it easily. But to my surprise, taking the exams from Level 1 to Level 2 unexpectedly led me on a journey of truly mastering the tools, understanding instructional design, and integrating AI applications.

I scored 97 on Level 1, but had to retake Level 2 before finally passing. It was during the preparation for Level 2 that I discovered not only my enjoyment of learning, but also a deep passion for sharing these skills with others. This passion drove me to continue challenging myself, and I ultimately earned the more advanced certification of Google Certified Trainer—transforming from a learner into a coach capable of training others.

Along the way, I mastered over 30 different Google tools and redefined my own understanding of digital literacy.

If you also want to turn digital tools into your true superpower, this article will provide you with hands-on experience and a replicable preparation strategy.

回到學生的角色：我在「柳丁樹下的看板學習團隊」的啟發之旅

回到學生的角色看板學習團隊的啟發之旅

成為台灣第二位看板講師（AKT）後，我卻選擇回到學生的位置，重新修習看板大學的KSD與KSI課程。這趟「歸零學習」不只是為了證照，而是為了重新理解看板的精神——從理論走入實踐，從教學走回體驗。兩天課程中，我學到的不僅是WIP限制、流程設計與流動管理，更學到一位講師該如何用服務、故事與遊戲啟發學員。課後，我開始反思課程設計、場地氛圍與互動品質，並決定將看板的精神融入Scrum與企業培訓中。這場學習旅程讓我印證：真正的專業，不是知道更多，而是願意再次成為學生。

我的 Google 教育家 Level 1 、 2 及Trainer實戰學習全紀錄

Google 教育家Level 1、2 與 Trainer 全紀錄

本來只是看到大家說 Google 教育家 Level 1 現在免費可以考，想說我平常就很熟 Google 工具，應該輕鬆過關。沒想到這一考，從 Level 1 到 Level 2，意外展開了一段真正深入學會工具、理解教學設計、串接 AI 應用的學習歷程。

Level 1 我考了 97 分，Level 2 則是重考才通過。而正是在準備 Level 2 的過程中，我發現自己不僅享受學習，更充滿了想把這些技巧分享出去的熱情。這份熱情驅使我繼續挑戰，最終順利取得了更高階的 Google 認證講師 (Trainer) 資格，從一個學習者，轉變為一位能培訓他人的教練。 過程中我學到超過 30 種 Google 工具的應用技巧，也重新整理了我對數位素養的定義

如果你也想讓數位工具真正成為你的超能力，這篇文章會給你完整的實戰經驗和可複製的準備策略。

Not the peak, but the starting point: Becoming one of only two AKTs in Taiwan, I see the mission of an Agile champion.

不是終點，而是起點台灣僅兩位的 AKT

This article documents how I passed the world’s most rigorous Kanban trainer training and officially became one of only two Accredited Kanban Trainers (AKTs) in Taiwan. Scrum Alliance and Kanban University formed their first strategic alliance to launch the brand-new dual-certification course, Scrum Better with Kanban. Together with 18 of the world’s top CSTs, I underwent intense scrutiny and trial teaching challenges. From earning the KSD certification on day one, jointly solved 40 Kanban challenge questions, to gaining recognition from ten peer reviewers, every step was taken with utmost caution. This article will fully share my learning journey from CST, PSM III, PSPO III to AKT, as well as the significance and mission this certification holds for Taiwan’s Agile ecosystem.