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)

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.

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。

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.

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」。

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?

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？

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.

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。