RSG TAIPEI 2026 | By Roger Chou, PhD | Taiwan’s First International Agile Ambassador
A regional Scrum gathering got written up by Scrum Alliance’s own official account — the one with 440,000 followers — as a global case study. 221 attendees, a full day of real work, a 9.27 satisfaction score, an NPS of 71 (scale: -100 to 100). Seventy percent of attendees held a management title, and they rated the day higher than anyone else in the room. This didn’t come from throwing a bigger event. It came from seven months of preparation, a volunteer team’s trust, and the nerve to put “Let the World See Taiwan” on the closing video’s title card. Real stature was never something you claim for yourself. It’s something other people choose to say about you.
60 Seconds: Why Did Scrum Alliance’s Official Account Turn This Taiwan Event Into a Global Case Study?
I titled our own closing video “Let the World See Taiwan.” That was a line I wrote for myself — until early September, when Scrum Alliance featured that day at RSG Taipei 2026 as a case study, on their own official account, the one with 440,000 followers. This time, I wasn’t the one telling the world what Taiwan did. I handed the story over, and a global organization chose to tell it, in their own voice, word for word.
I Decided on That Title Seven Months Ago
The day both the Chinese and English cuts of the RSG Taipei 2026 closing video went live, I watched the edit our videographer, Director Fan Shu-Ming, sent over. That line on the title card — “Let the World See Taiwan” — wasn’t something we came up with after the fact. I’d settled on it back in the planning stage.
What gives a regional Scrum gathering the right to put “let the world see Taiwan” on its own title card? Nobody handed me a standard answer. All I know is that stature isn’t something you wait to be granted — you decide how high you’re going to stand, and then you find your people, one at a time: sponsors among RSG’s 150 ticket-holding CEO and CSM business leaders at NT$2,000 each, professional facilitators, speakers, a venue, volunteers, and RSG attendees willing to believe in this (221 ultimately showed up). Seven months, from kickoff on January 15 to event day on August 15 — that’s how it got built, one day at a time.
August 15, 221 People, and Not One Phone in Sight All Day
On the day itself, 221 people spent a full day in Taipei doing real work — not sitting through keynotes, but being challenged, round after round, on the unsolved problems sitting on their own tables. Satisfaction score: 9.27 out of 10. NPS: 71. Those are two numbers I went back and checked more than once before I let myself believe them.
Four heavyweight speakers carried the day without a single flat moment: former Premier Dr. C.K. Mao, Acer Group founder Chairman Stan Shih, CEO Teng Hsueh-Chien, and me. Scrum Alliance’s own copy introduced me as “Taiwan’s first International Agile Ambassador and newly elected Scrum Alliance Global Board Director.” Someone else wrote that line — I didn’t add it myself. For the first time, someone had put the weight of a title like that behind the word “Taiwan,” somewhere the whole world could see it.
14 CEOs on Stage, and One Line That Outweighed Everything Else
Fourteen winners of the 4th Global Top Agile CEO Award stood on stage together. One of them, Chairman Chen-Yuan Lo, said something I still remember: “I used to win awards to prove I could do it. Today I’m winning this one to prove agile can.”
The same day, the inaugural Enterprise Agile Talent Development Award went to 10 companies, and the ACE Global Top Agile CEO Alumni Association held its second handover ceremony. This wasn’t an event that ends when it ends — it’s a community that keeps growing. This year brought one more class of winners, one more handover, one more group of business leaders willing to stand up and say out loud that agile delivers.
70% of the 221 Attendees Were Managers — and They Rated It Highest
Of the 221 attendees, 70% held a management title. And that group gave the highest ratings of anyone in the room.
People whose time is the most expensive should, in theory, have the least patience for a full day with no immediate deliverable. They didn’t leave early, and they still rated it highest — that’s not a polite survey response. That’s someone who genuinely felt it was worth their time.
Honestly, after running plenty of corporate training sessions, the line I dread most is: “Our managers are busy — can we just do half a day?” At RSG Taipei, the managers were the most engaged people in the room, all day. That’s worth remembering for anyone who runs training for a living.
The Nan I Chairman’s Line, Quoted Word for Word in the Official Post
Chairman Su Wei-Chuan of Nan I Education Group said something on stage that Scrum Alliance quoted directly in their official post: “Corporate sustainability is built on a system that continuously delivers value.”
That wasn’t a line I wrote for him — it’s what he said himself, and now the world has seen it. That’s what agile transformation is actually supposed to look like: not installing a tool, but replacing it with a system that keeps delivering value.
118 Badges, Each One Engraved With a Name
One line in the official post stopped me twice: “The badge every volunteer wore, and the bilingual recap video, were proposed, designed, and produced entirely by the volunteer team.”
Behind that is a name: Chloe Chang. She’s the one who proposed and led the design of the RSG Taipei badge — 118 of them, each one individually engraved, no two the same. Nobody voted on it in a meeting. Nobody assigned it to anyone. The volunteer team decided this day deserved to be remembered properly, and they just did it.
At 7:30 that morning, the team raised their fists for a photo at the check-in table.
From there until the event closed, the microphone kept moving hand to hand. Nobody spent the day on the sidelines.
Honestly, this is something I only understood afterward myself: a team’s ability to organize itself was never something you train into people. It’s something you earn by trusting them with it. You hand over the decision, and that’s when they get the chance to prove they can carry it. These people deserve to be remembered by name, not just remembered as “the volunteers.”
From a Line on Our Title Card to a Post 440,000 People Saw
Seven months ago, “Let the World See Taiwan” existed only on our own title card. Today, Scrum Alliance said it themselves, to the whole world.
Whether a company goes through agile transformation was never about a missing methodology — it’s about a shortage of people willing to own the outcome. Taiwan isn’t short on talent. What’s missing is a room where talent is willing to step up and own it. That’s what RSG Taipei does. And I’ve always believed that a person’s stature was never something you announce yourself — it’s how many people you’re willing to let build something bigger alongside you. That’s something you can design for. It’s the opening move in every corporate transformation I’ve ever coached.
The original Scrum Alliance LinkedIn post is here. If you think this deserves to be seen by more people, a like, an honest comment, or a share would do more than another thousand words from me:
Scrum Alliance didn’t just say this once. Honestly, it took me a second look before I believed it wasn’t a coincidence: the same official account had already posted this on LinkedIn, then ran the identical case study on Facebook, word for word, title untouched — “Let the World See Taiwan.” Plenty of brands would call one official mention a win. Getting the same story told twice by the same account is the real signal: not exposure you paid for, but something they decided was worth saying again. Here’s the Facebook post — likes, comments, and shares are just as welcome there:
https://www.facebook.com/share/p/1LXzw64aub/?mibextid=wwXIfr
The recap video is here — 33 days of prep work packed into it:
If you’re curious how to copy “let the world see you” for yourself, Taiwan Agile Tribe made a one-minute how-to video:
If you’re one of those 221 people, one of that 70% in management, or you’re on the fence about whether to bring your own leadership team into a room like this — here’s my question: When did your company last sit its managers down together to face each other’s hardest problems?
If You Want Your Leadership Team in a Room Like This: Choosing Between CSM, CSPO, and CAF
What RSG Taipei pulled off that day didn’t happen by accident — it happened because everyone in the room already understood what these three agile certifications are actually for.
If you’re a Scrum Master, or you’re responsible for making a team’s day-to-day collaboration run smoother, CSM (Certified ScrumMaster) is where you start: running stand-ups, clearing blockers, and getting a team to own its own progress. It’s the language of team-level collaboration.
If you’re a general manager, a VP, or you sit at the level where the question is “should we do this, and who gets the resources” — CSPO (Certified Scrum Product Owner) is the certification that actually matters for you. It’s not about how a team runs its meetings; it’s about the C-level language of what matters most and what gets done first. Executives learning CSPO has become a real trend in Taiwan over the past few years — Chunghwa Telecom just wrapped four cohorts in July, certifying 111 executives across headquarters, regional offices, technology, operations, product, and legal. Their General Manager, Lin Jung-Tzu, put the ambition this way: “We’re advancing Product Ownership from a skill for the product team into a shared leadership language for the GM, the VPs, and the next generation of leaders.” That’s not collecting another certification — it’s turning product-ownership thinking into a shared language for an entire succession pipeline. I wrote up the full case study here: https://rogersnotes.com/chunghwa-telecom-111-cspo/
If your job is to get a room full of people who disagree to actually reach a conclusion — the way 221 people at RSG Taipei were challenged, table by table, on each other’s unsolved problems — CAF (Certified Agile Facilitator) teaches exactly that: how to design a conversation where people with different positions actually finish their sentences, instead of just talking past each other.
Three certifications, three different jobs: CSM owns the team, CSPO owns the decision, CAF owns the conversation. Which one you’re missing determines where you start.
