Taiwan IT Godfather, Stan: Taiwan competitiveness weakened and planted a decade ago consequences-IT information

Highest rated he was time magazine's "Asian Heroes" developed Taiwan's first desktop, make cheap PCs into millions of homes; he was a Taiwan "Godfather of IT", the group "family" and several disciples hold up Taiwan Science and technology industry in half.

He is the "branding Taiwan" leader, the original "smiling curve" theory, opened the Taiwan brand internationalization road; second after retirement to help Taiwan companies "go out", sustained attention to Taiwan competitiveness issues in the future.

He is Stan Shih, Acer (Acer), founder of the group. Three years ago, aged 69, he stepped back "three" Acer, the old hardware company into "the cloud". Now, 40 years, Acer has shown signs of dawn, he was busy for Taiwan economic restructuring went wrote a new authority, called for the formation of alliances, to create "Silicon Island in Asia."

"Taiwan businesses to create unique values, or be replaced by mainland enterprises were granted. "Participating in Guilin 2016" q Forum "period, Shih told a surging news reporters in an interview.

He said caused Taiwan competitiveness weakened mainly because, the authorities did not provide a long-term policy environment to support high value-added industries upgrade Taiwan, "the consequences of this was planted 10 years ago. ”

Return to "King"

"Me too is not my style." This is the motto of Stan. So you see a different type of Chinese enterprises: different from the "power" and "Home World" traditional, Stan has long made a decentralized authorization management and "wise not to the son." These ideas have guided the Acer's two "reconstituted".

In 2004, retired Stan, pass the baton to two breaks out, following his many years of Mr Wang as Chairman, Renzi was in charge of international operations as General Manager. This "West" once put Acer on the management of the top as the world's second-largest PC maker.

However, with the
Href = "http://iPad.iThome.com/" target= "_blank" listed >iPad, golden age of the PC market has come to say goodbye. In 2011, Acer's market share to Association beyond 3 years of back-to-back losses in 2013, net losses of up to NT $13.12 billion in the third quarter.

This danger, on November 21, 2011, retired nearly 10 years since he finally could not resist the Board invited urgently return.

Review Acer this setback, Shih admitted to journalists surging, professional managers to "short plank" is vulnerable to accounting principles selected short-term gains while ignoring the indirect, intangible, the hidden value of future investments, earned money from future lack of competitiveness, "the fact that intangible spiritual heritage is the Foundation of enterprise sustainable development is important. ”

Prior to this, Stan Shih has repeatedly referred to range and differences of Acer's corporate culture. When the decline in the PC market, Renzi still follow the patterns of the past, continue to cut costs, the goods dealer, broke the balance of interests.

"Creating value, balance of interests, sustainable management", which recently summed up the promotion of the business Stan "kingly way of thinking," the core. He confided to journalists surging, announced a comeback three years ago on that day, he is scheduled to go to Beijing and record CCTV dialogue program. A few hours before his departure, he recorded at home, in particular China and the United Kingdom a video telling his colleagues that "the direction of future change is ' King '. ”

For 7 months, "fire Captain", Acer's performance turned from loss to profit for the first time in the second quarter of next year, asked outgoing Chairman Stan Shih serves as "self-built Chief construction engineer of the cloud" of new roles. "Hardware + software + service" "building their own cloud" (BYOC), it was he who showed Acer's new road.

Apart from other cloud services enterprises "public cloud", from the outset, Acer "walking a path that others didn't go", developed for the consumer "private cloud", in order to ensure the privacy and security of information. In Stan's view, this is also policy considerations "only way out". In his view, the Acer's custom service hardware, is an international brand, personnel, services, still has its own advantages.

"Taiwan" crisis

In fact, as early as 2000, Stan Shih suggested "micro-mega service" (micro-service, large schema) picture it as a model for the next generation of information service, that is, today's hottest "in the cloud" in embryonic form.

"I can see it too early, but not too early, you want to slowly honed abilities, while waiting for the opportunity to be able to master. "Stan laughs, in his plan, the Acer should have once every ten years the" recycling ", the current" three "seems late, but" as long as the mind, it is not too late. "

"Global brand, local touch" is the last Acer models are so proud, highly decentralized self-government, many overseas branch. Stan comeback has been observed Acer back to the Taiwan headquarters, centralized management. In this regard, since he does not completely deny.

He told journalists the surging, after 40 years on and off, and Acer's experience is further Division of Labour worked out, find out what projects need to "centralism", what items need "decentralization". For example, brand image, personnel, values, beliefs, and other projects suitable for centralized control, unified management and partner interest balance system, you must be local.

"In fact already have Taiwan alerted staff to companies ' Taiwan ' crisis. "Stan Shih says Renzi thinks Taiwan poor, did not support him, slowly all the important decisions were transferred to Europe.

In response, Shih has a particularly strong pain. "Acer only differs from other international computer companies and global brands, is it Taiwan born background. You give up the nature wants to move it to Europe, you do not use the inheritance. The whole Taiwan to create value strength and a strong sense of exploitation off, how did you become a respectable and the specialized international enterprise? ”

"If Acer Taiwan roots uprooted, it will die. Even if it becomes the world's first, will not last long. "Shih said emotionally, Acer in Taiwan has more than 300,000 shareholders and ordinary people's feelings are deeply vested in, its all of the nutrition comes from Taiwan," you can find where to tie back a root? There is life of the enterprise, the life of every achievement, every little care. ”

Root-knot the end of the Chinese global brand was always Stan's arms "Dragon dreams", "Taiwan is so small, how to rise, who is not afraid to die out with them? We are a group of people, a few entrepreneurs, I happen to be the oldest, echo the results of public appearances, kept thinking something forward-looking. ”

"Silicon Island in Asia"

Shih said "proactive" is founded by retired intelligence veterans Fund (Stans Foundation), committed to creating "branding Taiwan" cultivating Taiwan enterprises. In particular, he explained to journalists surging, Stan is his English name, followed by "s" represents the plural, is the hope that we can and he has common sense, as the Chinese contribution to human society.

See for some time now, Taiwan economic downturn, low morale, since he often claims to be the "Stan", narrowing the distance between young people, cheer cheer for them, "Taiwan does not lack talent, only missing the stage. ”

Shih believes that mainland China instead of Taiwan is a matter of course, just like Taiwan Semiconductor, panel manufacturing, such as replacing Japan, Taiwan must create its own value.

He pointed out that Taiwan businessmen used to reduce costs and expand production scale in the past, Taiwan authorities did not provide a long-term policy to help high value-added industries to upgrade it, which is what caused this Taiwan competitiveness weakened the main reasons, "this fruit at least planted 10 years ago. ”

This year, Shih or letters or to voice Taiwan's new leaders: should Taiwan position for the future of Asia "innovative silicon island" (SiInnovation Island, United States in Silicon Valley), drawing on "bei bei Tao Zhu" settlement of high-tech industries, become a global source of innovation in the "Silicon civilization" (Sivilization) times to create new value.

Shih also suggested that industrial policy, giving priority to the existing resource advantages, market size, areas of high added value, make up a virtual enterprise Union, long-term commitment of accumulation Taiwan competitiveness. He recently launched the "intellectual Network Alliance" is by means of information and communication industry, integrating applications in agriculture and medical services.

Shih believes that Taiwan should always user-centered research and development of new service models, collaboration with the world, shaping the international service brand. "Global markets of the future in Chinese, in the face of the world's largest market, how many companies understand the Chinese future demand? This is our opportunity. ”

4 years ago, Zhirong Foundation "longyin Chinese Forum on market research and Development Center" project, specializing in major cities on both sides of the consumption habits of people and value trends, outside the city, in addition to Beijing, Shanghai and Guangzhou, will also set up research in Chongqing.

Face the new political environment between the two sides, Shih said, to encourage exchanges, not stagnation, "Taiwan and mainland Chinese companies to create value, there are many cooperation opportunities for mutual benefit and complementarity, and to contribute to the world, this is what we want to pursue. ”

台湾IT教父施振荣：台湾竞争力削弱，十年前种下恶果 - IT资讯

他是《时代》周刊评选的“亚洲英雄”，开发台湾第一台桌上电脑，让便宜的电脑走进全球亿万家庭；他是台湾“IT教父”，集团“家族”和几大弟子撑起台湾科技产业半壁江山。

他更是“品牌台湾”领军人，独创“微笑曲线理论”，率先开启台湾品牌国际化之路；退休后二次创业帮助台湾本土企业“走出去”，持续关注台湾未来竞争力议题。

他是施振荣，宏碁（Acer）集团创始人。三年前，69岁的他临危受命，复出“三造”宏碁，将这个老牌硬件公司拉入“云时代”。如今，年届40的宏碁初见曙光，他又忙着为台湾经济转型探路，投书新当局，呼吁组建企业联盟，打造“亚洲硅岛”。

“台湾企业要创造独特的价值，否则被大陆企业取代是理所当然的。”参加桂林2016年度“十如论坛”期间，施振荣接受了澎湃新闻记者专访。

他坦言，造成台湾竞争力削弱的主要原因是，当局没有提供长期的政策环境，支持台商进行高附加值的产业升级，“这是十年以前就种下的恶果。”

重返“王道”

“Me too is not my style.”这是施振荣的座右铭。于是大家看到了一个另类的华人企业：有别于“集权”和“家天下”传统，施振荣很早就立下了分散式授权管理和“传贤不传子”。这样的理念也指导了宏碁的两次“再造”。

2004年，施振荣光荣退休，交棒给两名干将，跟随他多年的王振堂任董事长，曾负责国际业务的兰奇任总经理。这个“中西结合”的管理层一度将宏碁推上事业顶峰，成为全球第二大PC厂商。

然而，随着href="http://ipad.ithome.com/" target="_blank">iPad上市，PC市场逐渐告别黄金时代。2011年，宏碁市场份额被联想超越，此后3年接连亏损，2013年第三季度净亏损高达131.2亿新台币。

值此危难之际，2011年11月21日，退休近10年的施振荣终于抵不住董事会力邀，紧急复出。

回顾宏碁的这段挫折，施振荣向澎湃新闻记者坦言，职业经理人的“短板”在于易受会计原则影响选择短期利益，而忽视间接、无形、未来的隐性价值投资，赚的是让企业未来没有竞争力的钱，“事实上，企业无形的精神传承是企业永续经营很重要的根基。”

此前，施振荣曾多次公开提及兰奇与宏碁企业文化的分歧。在PC市场下滑时，兰奇仍然沿用过去的模式，不断削减成本、塞货给经销商，打破了利益平衡。

“创造价值、利益平衡、永续经营”，这是近年来施振荣总结推广的企业经营“王道思维”的核心。他向澎湃新闻记者透露，三年前宣布复出当天，他按计划要到北京录制中央电视台《对话》节目。临行前几小时，他特别在家录了中国和英国文各一段视频，告诉同仁，“未来变革的方向就是‘王道’。”

做了7个月“救火队长”，宏碁次年二季度业绩首次转亏为盈，施振荣主动要求卸任董事长担当起“自建云首席建构师”的新角色。“硬件+软件+服务”的“自建云”（BYOC），正是他给宏碁指明的新路。

有别于其他云端服务企业的“公共云”，宏碁从一开始就“走了一条别人没有走的路”，为消费者开发“私人云”，以保证信息的隐私和安全。在施振荣看来，这也是从策略上考虑的“唯一的生路”。他认为，宏碁无论在定制服务的硬件制造，还是国际化品牌、人才、服务上，都仍有自己的优势。

“去台湾化”危机

其实，早在2000年，施振荣就提出过“微巨服务”（微服务、巨架构）的蓝图，将之视为信息服务下一世代的模式，也就是今天最热门的“云端”的雏形。

“我是看得太早了，但太早没有关系，你要慢慢磨砺出能力，等时机来的时候才能掌握住。”施振荣笑言，在他的计划里宏碁每隔十年都应该有一次“再造”，目前的“三造”看似晚了，但“只要下定决心，就为时不晚”。

“全球品牌，结合地缘”是过去宏碁引以为傲的模式，诸多海外分公司高度分权自治。施振荣复出后，有观察认为宏碁转回了台湾总部集权管理。对此，施振荣并未完全否认。

他告诉澎湃新闻记者，经过40年分分合合，宏碁摸索出的经验是进一步分工，找到什么项目需要“中央集权”、什么项目需要“地方分权”。比如，品牌形象、人事、价值观信念等适合集中控制的项目，要统一管理；而合作伙伴等利益平衡系统构建，则必须要实现当地化。

“其实之前已经有台湾员工警觉到，公司有‘去台湾化’的危机了。”施振荣说，兰奇认为台湾方面工作不力，没有支持他，慢慢的公司所有重要决策都转移到了欧洲。

对此，施振荣有特别强烈的痛感。“宏碁唯一不同于其他国际化电脑公司和全球品牌的，是它台湾出身的背景。你放弃这个本质，想要把它移到欧洲，你就没有善用它的传承。把整个台湾共创价值的力量和很强的使命感剥削掉了，你怎么可能变成一个受人尊敬和向往的专业的国际化企业呢？”

“宏碁如果把台湾的根一拔起，它一定会死。即使变成世界第一，也不会持续多久。”施振荣动情地说，宏碁在台湾有30多万股东，与普通老百姓的感情也有着深深归属，它的所有营养都来自台湾，“你能找到哪个地方重新扎一个根呢？企业是有生命的，这个生命的每一个成就，都是一点一滴呵护起来的。”

究根结底，是施振荣心底始终怀抱的那个华人全球品牌的“龙梦”，“台湾那么小，如何崛起，谁不怕死出来带他们？我们一群人，几个创业者，我刚好是年纪最大，被敬老尊贤的结果，只好抛头露面，不断地想一些前瞻性的东西。”

“亚洲硅岛”

施振荣说的“前瞻性的东西”就是退休后创办的智荣基金会（Stans Foundation），致力于推动打造“品牌台湾”，培育台湾企业人才。他特别向澎湃新闻记者解释，Stan是他的英文名，后面的“s”代表复数，就是希望大家能和他一样拥有共同的使命感，作为华人对人类社会做出贡献。

看到一段时间以来，台湾经济下行、士气低落，施振荣常常自称“Stan哥”，拉近与年轻人的距离，为他们加油鼓气，“台湾不缺人才，只缺舞台。”

施振荣认为，大陆制造取代台湾是理所当然的，就像过去台湾在半导体、面板等制造业上取代日本一样，因此台湾必须创造其独特的价值。

他指出，过去台商习惯于降低成本、扩大产量规模，而台湾当局也没有提供长期的政策环境，帮助其进行高附加值的产业升级，这是导致今天台湾竞争力削弱的主要原因，“这个果至少是十年以前就种下的。”

今年以来，施振荣或投书或当面建言台湾地区新任领导人：应将台湾定位为未来亚洲“创新硅岛”（SiInnovation Island，对标美国硅谷），借重“北北桃竹”的高科技产业聚落，成为全球创新源头，在“硅文明”（Sivilization）时代创造出新的价值。

施振荣还建议，产业政策方面，优先选择已有资源优势、市场规模大、附加值高的领域，组成虚拟的企业联盟，长期投入累积台湾竞争力。近期他发起的“智网联盟”就是借助资通讯产业优势，整合应用于农业及医疗服务。

施振荣认为，台湾应该不断以用户为中心研发新的服务模式，与全球各地合作，塑造国际化的服务品牌。“全球未来市场在华人，面对这个全球最大市场，有多少公司真正了解华人未来需求？这就是我们的机会。”

4年前，智荣基金会成立“龙吟华人市场研发论坛中心”项目，专门研究两岸各大城市人群的消费习惯和价值趋势，大陆方面除北京、上海、广州外，即将在重庆也设点研究。

面对新的两岸政治环境，施振荣坦言，要鼓励民间交流，不能停滞，“台湾和大陆企业要共创价值，有很多互利互补的合作机会，为全球做贡献，这是我们希望追求的。”