When a leader sees "AI now lets one person ship a whole piece of software," the reflex is: "Great, we can run a leaner engineering team." Then they move on to the next meeting. But the point worth stopping for isn't cutting engineers. When production becomes almost free, the only scarce capability left is judgment—deciding what's worth doing. And that capability has never lived in the engineering team. It lives with you. After years coaching CEOs through agile transformation in Taiwan, I keep hitting the same thing: companies aren't stuck because engineering can't ship; they're stuck because no one in the decision layer can judge what's worth shipping. And real transformation never runs on one path alone—it takes training, facilitation, and coaching together, shifting the executives' language from "I" to "we." When delivery is no longer the bottleneck, will your decision layer become the new one?

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？

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。