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。