On 5 August 2025, the Cambridge University Taiwan Alumni Association, the Taiwan Digital Enterprise Alliance (TDEA), and《The Icons》International Leaders Magazine co-hosted the forum “From Legacy to Innovation: How Can Enterprises Drive Sustainable Competitiveness from Within?” at the GTB Business Centre in Taipei. The event brought together successors from traditional industries, technology, finance and hospitality, alongside leaders from diverse sectors. Through a series of in-depth conversations, second- and third-generation entrepreneurs at the helm of businesses in transition found a starting point for rethinking how to confront the challenges of the future.

Bella Wang, CEO of TDEA: True Succession Is Not About Inheriting Assets, but About Creating New Meaning

At the opening of the forum, Bella Wang, CEO of the Taiwan Digital Enterprise Alliance (TDEA), spoke with striking clarity: the real challenge for successors does not lie in preserving what has already been built, but in defining what future success should mean. She noted that while past achievements have laid a foundation for enterprises, in times of rapid change, successors who only maintain existing practices may at best preserve them briefly, before quickly being overtaken by shifting circumstances.

Widely referred to in the media as the “Queen of Second-Generation Entrepreneurs” for her long-standing role in guiding new business leaders through the complexities of succession, Wang observed that many successors are already well-versed in the operational models established by their predecessors. Yet she urged them to reflect on how long such an advantage could truly last.

“Markets shift rapidly. Pressures of internationalisation and the digital wave arrive one after another, while generational values continue to evolve. Simply replicating the past will only strip enterprises of their adaptability,” Wang stressed. For her, succession is not about receiving assets, but about creating new meaning.

“We must evaluate ourselves by the toughest standards of the future. The real question is whether what we do today can still keep the company standing strong ten or twenty years from now. In the future, it will not be the largest companies that are rewarded, but the courageous ones, those willing to choose differently and to change,” she added.

For Wang, this is nothing less than a “responsibility of the brave”. It means daring to break old rules, shouldering the pressures of transformation, and leading organisations into uncharted territory. Only then can companies avoid being trapped in the glory of the past and continue to create value in a new era.

CISL Head of Innovation Programmes Viola Jardon: Sustainability Is Long-Term Competitiveness, and Leaders Must Drive It Themselves

At the forum, Viola Jardon, Head of Innovation Programmes at the Cambridge Institute for Sustainability Leadership (CISL), distilled nearly four decades of CISL research into a concise yet profound framework. Her insights provided guidance for the leaders present while also addressing their most pressing concerns.

Viola pointed out that one of the most common and fatal mistakes businesses make in their sustainability efforts is to treat it as a project delegated to a department or an external consultant. While this approach may appear efficient, she warned, it is in fact a fundamental strategic error. It explains why many corporate sustainability initiatives remain superficial and ultimately fail. When sustainability is reduced to an auxiliary task, it is often confined to public relations campaigns rather than being translated into operational resilience and long-term competitiveness.

For Viola, sustainability is neither a slogan nor a branding exercise. It is a deep transformation that must be driven and implemented directly by the highest level of leadership. Her words recalibrated the sense of responsibility for the next generation of leaders in attendance, serving as a clear reminder that in this decisive battle for the survival of businesses over the next ten to twenty years, leaders cannot remain on the sidelines.

“Whether we are speaking about technology or sustainability, the ultimate responsibility lies with those who hold decision-making power. If you are truly committed to driving change, the core leadership must be personally engaged and ensure that the idea is firmly embedded in their minds. As the saying goes, ‘A revolution cannot be carried out by proxy.’”

Ken Hsi, Chief Marketing Officer of HSIN CHONG GROUP: A Blueprint Must Come First to Drive Industry Forward Together

If sustainable transformation is a global industrial revolution, then Ken Hsi, Chief Marketing Officer of HSIN CHONG GROUP, is standing on its front line. As a key component supplier to some of the world’s leading automotive brands, what he faces are not aspirational discussions but stringent requirements directly tied to contracts: carbon footprint audits, material traceability reports, and zero-waste commitments, each one linked to the survival of orders.

Hsi’s position reflects the reality for many of Taiwan’s “hidden champions” embedded within global value chains. Yet he does not view these pressures as burdens to be passively shouldered. Instead, he sees them as an opportunity to lead the industry in upgrading. For him, strict standards are not obstacles but the foundations of a competitive moat. He is acutely aware that sustainable transformation is never a task that a single company can accomplish in isolation. Real progress comes only when partners across the value chain move forward together.

“Sustainable business cannot be achieved by one company alone. You must bring together your upstream and downstream partners, your customers, and your suppliers so that genuine transformation can happen across the supply chain. The question is how to shape the supply chain into what you want it to become. In my view, you must begin with a blueprint, and then work collectively on how to reach the destination,” he explained.

Chenwei Huang, General Manager of JAN CHENG LIGHTING CO., LTD.: Finding New Opportunities in the Green Transition

While many companies embark on their sustainability journey under the pressure of supply chain demands, there is another, markedly different path driven by the foresight and decisiveness of leadership itself. This path is often more arduous, as it requires leaders to challenge entrenched habits of success without external compulsion, and to search for second or even third growth curves for businesses that already hold a leading position in the market.

For Chenwei Huang, General Manager of JAN CHENG LIGHTING CO., LTD., sustainability has been less about external pressure and more about proactive exploration from within. She astutely linked the energy-saving essence of lighting products with the emerging opportunities of carbon credits, successfully transforming sustainability from a cost item into a new source of value. This shift not only demonstrated her decisiveness as a leader but also embodied a mindset that turns defensive compliance into proactive strategy.

For Huang, this was more than a business manoeuvre. It was a profound shift in thinking, a redefinition of the company’s core value proposition. Under her vision, the DANCELIGHT brand evolved from being seen merely as a “high-quality, high-efficiency lighting brand” into a provider of “sustainable energy solutions with asset-creating potential”. This repositioning created an additional growth curve for the enterprise and offered a striking example of how leaders can redefine the market by turning potential challenges into opportunities at moments of paradigm shift.

“I see sustainable transformation as an ongoing process. Every strategy, every action, and every reflection along the way eventually accumulates into a larger blueprint. I once studied geopolitics, never expecting that a decade later this knowledge would become directly relevant. Remember, no effort you invest at the time ever goes to waste,” she reflected.

Tzu-Cheng Lin, Special Assistant to the Chairman of Fu Tsu Construction: The Extent of Transformation Depends on the Determination of Leadership

For decades, the construction industry has played a central role in national economies, contributing significantly to GDP. Yet beneath this appearance of stability, structural crises are gradually emerging. An ageing workforce, the difficulty of attracting new talent, and long-standing stagnation in productivity have left this traditional giant under mounting pressure to transform. It is within this context that Tzu-Cheng Lin, Special Assistant to the Chairman of Fu Tsu Construction, sees an opening created by technology.

In Lin’s view, if the construction sector merely seeks to preserve the status quo, decline is inevitable. “Traditional models can no longer respond to the challenges of the era. The adoption of new technologies, particularly artificial intelligence, is not simply a tool for greater efficiency, but a driving force capable of redefining the rules of the industry,” he explained. AI, he argued, is already reshaping how buildings are conceived, managed and constructed, and is fast becoming the engine of future productivity in construction. Faced with such a technological tide, Lin insisted, the only choice is to embrace it fully.

He further underlined that such transformation cannot be confined to the remit of an IT department. Rather, it is a cultural and operational revolution that must permeate the entire organisation, led from the very top. “Echoing the perspectives shared by other speakers, in our company, the changes brought by AI are not projects to be outsourced. They are responsibilities that leadership must personally take on. I believe true transformation can only stay on the right course when leaders themselves step forward and lead it,” Lin concluded.

Only When Individual Efforts Are Channelled into Systemic Impact Can Their Value Be Amplified

Jeff Tsai, Chairman of GTB Group, sponsored the use of the GTB Business Centre as the venue partner for the forum. As an entrepreneur with decades of experience in property development and commercial space, he emphasised that space is more than just a physical structure; it is a stage for advancing industry and fostering talent exchange.

“The design concept of the GTB Business Centre is to integrate international standards of professional planning with the practical needs of local enterprises. Our aim is to create a crossroads where ideas, resources and innovation converge. We are honoured to witness a new generation of leaders engaging in dialogue here and shaping the direction of the future. It is only on such platforms that Taiwanese enterprises can truly realise the resonance of legacy and innovation, while connecting seamlessly with the international stage,” Tsai remarked.

Ali Ying-Che Hsieh, President of the Cambridge University Taiwan Alumni Association and Professor at the Institute of Technology Management, National Tsing Hua University, turned the focus to the inner life of leaders. He argued that even with the most sophisticated platforms and carefully designed systems, the real force driving transformation ultimately depends on the sense of mission within leaders themselves — that unmistakable spark in their eyes. It is this mission that converts strategies into organisational conviction and ideas into concrete action.

“The Cambridge tradition of education often reminds us that leadership is not merely a matter of governance or managerial skill, but of sustained reflection on the question of ‘why’. Many Cambridge alumni who have shaped global affairs did so not because they held the most advanced tools or frameworks, but because they led with firm values and a global perspective, guiding their organisations to find direction in uncertain times. In the same way, only when business leaders internalise their mission as a personal conviction, and use it as the foundation for building consensus, can transformation transcend generations and continue to create international impact,” Hsieh observed.

Harry Hsu, Secretary-General of the Cambridge University Taiwan Alumni Association and CEO of 《The Icons》, set out a strategic framework for the next stage of action. He argued that once the right environment and the right people are gathered, the key is no longer mere exchange, but rather how strategic alliances and effective communication can convert consensus into sustainable impact. In an era of intense global competition, he emphasised, the new generation of entrepreneurs cannot afford to “fight alone”, but must instead integrate their fragmented efforts into narratives that can be recognised and trusted internationally.

“If the concrete practices of business transformation can be effectively amplified through media, forums and cross-border communities, they will not only attract international investment and collaboration, but also enable local cases to become part of the global agenda. When a story can be understood and resonate across cultural contexts, it ceases to be the experience of a single enterprise and becomes a collective asset with the power to generate a chain reaction. This is precisely the value that new-generation entrepreneurs must demonstrate in the face of competition: transforming local practices into international language, and channelling individual efforts into systemic impact. Stories must be carried beyond borders if value is to be magnified,” Hsu concluded.

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“For the past 30 years, Taiwan’s businesses have thrived globally by being ‘faster and cheaper’,” says Bella Wang, CEO of the Taiwan Digital Enterprise Alliance (TDEA). “But now the rules of the game have changed. Carbon regulations have arrived, values are being redefined, and trust must be rebuilt. Upgrading alone is no longer enough—you must also answer the question, ‘Who am I?’”

“Many people treat ESG like homework, but it’s actually the beginning of redefining a company’s reason for being,” Wang explains, her tone urgent. “The Business Transformation Institute 2.0 was born from this context.”

What exactly is the Business Transformation Institute 2.0?

“It’s not just an upgraded MBA program,” Wang clarifies. “It’s an industry logic redesign project.” Transitioning from a simple “learning platform” to an ecosystem that drives “collective action,” companies are no longer just coming to learn, but to act—and to do so together.

She pauses, as if organizing a crucial thought. “True sustainability isn’t just about survival,” she says, her voice firm. “It’s about redefining the roles and influence our generation of entrepreneurs should bear.” She adds: “The future of industry doesn’t belong to those who are merely ‘good at adapting.’ It belongs to those who dare to redesign themselves.”

Not Just Learning, but Redefining “Who Am I”

From the very beginning, the Business Transformation Institute never intended to compromise. It wasn’t designed to solve the immediate operational challenges of a single business, but rather to tackle an entire generation’s anxiety around industrial transformation. Here, there’s no place for “rookie entrepreneurs” or “heirs waiting to take over.” Its true goal is to serve those at the crossroads of continuity and reinvention—some choose to break away and create their own stories, while others choose to stay within family businesses but aim to turn everything upside down.

The former are the “first-generation creators,” and the latter are the “second-generation creators,” but at their core, they share the same drive: an unwillingness to settle for the status quo. Their common thread isn’t age, capital, or industry; it’s a deep restlessness—a dissatisfaction with the present and a vision for the future. That’s why the Alliance is nothing like the “training programs” you might imagine:

“We don’t teach you how to win; we ask you if you’re willing to redefine yourself.” That’s the provocative challenge Bella Wang, Executive Director, delivered during a closed-door discussion. She said, “Learning strategy is easy, but learning to design the right problems is the real skill. Only when the problem is defined by yourself can the solution truly be powerful.”

Then came the Business Transformation Institute 2.0. This wasn’t just an upgrade—it was a complete redesign. The original “mentor accompaniment” model was too gentle; the new model evolved into a “co-learning task force” that transcends generations, disciplines, and hierarchies. Strategy design? Check. Practical simulations? Check. On-site business diagnostics? Check. But even more important are the “off-the-curriculum” elements: deep conversations over private dinners, strategic matchmaking with international alliances. The Alliance is no longer just a training base for corporate transformation; it’s an “action-oriented industrial accelerator” that dives straight into the heart of enterprise operations:

“True sustainability isn’t just about whether you can survive—it’s about whether this era deems you worthy of staying.” Bella Wang sees transformation as a cultural consciousness reshaping, not just a technical maneuver. “When a company can articulate its own sustainability language and make its own value commitments,” she adds, “it’s no longer just ‘continuing’—it’s creating a new meaning for the next decade.”

Bangkok’s Late-Night Business Miracle: When Trust Becomes Collaboration

In early 2025, in Bangkok, a group of teachers and students from the Business Transformation Institute originally just went for a study tour. Unexpectedly, during a few late-night dinners and impromptu discussions, they unintentionally gave birth to an international travel agency called “Accomy.”

This wasn’t a long-planned startup, but a business collaboration sparked by trust. Throne Property’s resources in Thailand and Vietnam, combined with Singapore’s Accomy technology platform, created a disruptive corporate travel solution. From booking flights and hotels to expense management, permission control, and financial settlement, the process became fully cloud-based and intelligent, significantly reducing labor costs and operational friction, enabling even small and medium-sized enterprises to “gracefully” participate in cross-border market operations.

But the highlight wasn’t just another new startup. The key was that its “generative logic” was completely different. In the past, entrepreneurship often centered around “individual heroism,” but now it’s about “collective trust networks,” and that’s exactly what makes the Business Transformation Institute’s platform so unique.

“It wasn’t that some mentor gave an instruction, or that a student came up with a brilliant idea,” Bella Wang recalled those Bangkok nights, her eyes gleaming. “It was just that in the course of chatting, we suddenly realized: we could collaborate, and even create something far greater than what any of us could have achieved on our own.”

The same magic also happened at Wanbao Marketing. Originally a brand planning company focusing on local events and street culture, they saw an opportunity with 3×3 basketball being included in the Olympics. But the key wasn’t just catching the opportunity—it was redefining their role.

From being “event organizers” to becoming “urban culture reshapers,” Wanbao Marketing started collaborating with local governments, using sports to rewrite the brand narrative of city culture and recreate urban identity.

Can traditional consulting firms teach that kind of mindset shift? Can standardized courses produce that? Impossible.

Metastar Airlines is even more audacious. They directly target the private mobility market for Asia’s wealthiest individuals, integrating a network of private airports, high-end customized itineraries, and corporate charter solutions, building an entirely new “aerial lifestyle chain.”

They’re not aiming to challenge traditional airlines, but rather to fill a highly fragmented and underserved regional aviation market, offering a corporate solution from Taiwan. Even more crucially, they have the full support of the Business Transformation Institute ecosystem behind them—from business model analysis, potential user introductions, to holistic strategy mentorship and development. This isn’t a capital-intensive burn battle; it’s a competition of ecosystem integration.

Accomy, Wanbao Marketing, and Metastar Airlines may seem like three separate stories, but they actually share the same logic behind the scenes: they’re not driven by isolated resources but born from a network of trust. “We’re not just helping them start businesses; we’re enabling them to see each other’s value,” said Bella Wang. She firmly believes that real transformation doesn’t rely on systems or technology alone but on turning trust into a manageable asset.

“It’s only when collaboration is built on trust that it won’t devolve into short-term transactions; only business models that emerge from authentic dialogue can survive market trends and policy cycles,” Bella emphasized. “The real value of the Business Transformation Institute is not just in training but in creating consensus—a genuine platform for generating shared understanding.”

Don’t Fight Alone! Let the World Understand Taiwan’s Sustainable Language

“Everyone is talking about technology upgrades and management innovation, but the real challenge is not there; it lies in redefining oneself within the global context.” So what’s TDEA’s solution? A dual-core operating system—one to guide the mind and one to guide the hands.

“Zero⁺ College” handles the strategic foundation: digital optimization, carbon accounting, and decarbonization management; while the “Business Transformation Institute” focuses on practical implementation: organizational restructuring, business model innovation, and cross-sector alliances.

“We want to teach companies how to speak their own sustainability language,” Bella Wang vividly explained. “You need to be able to converse with the supply chain, the international market, and policymakers. Only when others understand your sustainability language can true transformation begin.” She calls this “reconstructing the sustainability context.”

“Sustainability is not just about KPIs or reports—it’s a language,” she emphasized repeatedly, and this has gradually become a collective consensus among all platform members. TDEA’s support ecosystem isn’t meant to stay only in Taiwan; it’s meant to become a globally recognized Taiwanese solution. Under Bella’s leadership, TDEA plans to establish substantive engagement with Japanese local governments, launching hands-on dialogues and exchanges for the new generation of entrepreneurs. At the same time, it’s proactively entering the Dubai, Singapore, and ASEAN markets, laying the groundwork for collaboration with local governments, businesses, and accelerator organizations.

This is not traditional investment promotion or a solo run by individual companies—it’s a conscious collective expansion, aiming to redefine the rules of international collaboration. In this endeavor, Bella calls on companies to stop passively following the supply chain and instead to proactively choose trusted partners and build new regional alliances.

“It’s not just TSMC or Foxconn that can go global—small businesses, if united properly, can be just as influential,” Bella said warmly and firmly. “What we’re doing is making sure that those who are still hesitant know: you are not alone.”

“Not being alone” isn’t just a comforting slogan—it’s a tangible, systematic safety net. Bella believes that in an increasingly volatile and risky global economic order, companies that know they have someone to help design carbon reduction strategies, adjust business models, translate market languages, and even find cross-border counterparts won’t be left at the mercy of reality. Instead, they’ll have the space to redefine their place in the world.

Bella Wang: True Transformation Is Not a Solo Journey, but a Collective Walk

The “Business Transformation Institute 2.0” is not just a course, nor is it merely a matchmaking platform—it is a collective, evolving action design. It tailors a path of co-learning, co-feeling, and co-creating for Taiwan’s industries: companies no longer just see each other; they begin to truly understand one another and choose to move forward together.

Here, companies are no longer passive learners but become co-creators of transformation narratives. Through hands-on learning, resource sharing, cultural dialogues, and trust-building, they transform “sustainability” from a slogan into an internal language; “innovation” is no longer just technological upgrades but is embedded in the DNA of the enterprise.

Behind this transformation stands TDEA as a key driver. Under the leadership of Executive Director Bella Wang, TDEA is building an action-based ecosystem that is both thoughtfully designed and supportive, redefining how enterprises face growth and transformation.

From the institutional strengthening of “Zero⁺ College” to the collaborative learning incubator of the “Business Transformation Institute”; from domestic industry-government-academia partnerships to international expansion in ASEAN, Japan, and Dubai; from internal organizational renewal to rebuilding trust across entire industry value chains—TDEA is mapping out a new, sustainable economic blueprint for Taiwan.

Looking ahead, this action blueprint will become even more multidimensional. Bella Wang put it this way: “Our role is not to act as agents, consultants, or simply answer-givers. What we do is create a space where people can think about the future together, and we’re willing to walk that path with them.” This is not an easy road. It has no standard procedures, no set models, and no one to lead from the front. It requires a group of people who trust one another, who are willing to explore together—making mistakes, learning, and moving forward along the way.

Bella Wang chose to stand on this road not to lead, but to accompany. She never claims to have all the answers, nor does she attempt to design the endpoint. What she does is facilitate conversations, bring people together, and give trust a chance to take root. What TDEA designs is never a shortcut, but a path that can truly be walked—a path that begins in Taiwan, looks to the future, and allows the world to see us as we see ourselves, enabling us to walk our own unique path.

Bella Wang firmly believes: “We don’t provide ready-made answers; we work with businesses to design futures that have not yet been spoken, even those that have yet to be imagined. Because we believe the most important thing is not knowing how to walk the path, but being willing to walk it together. It’s okay to go slowly, and it’s okay if it’s tough—but we can no longer walk alone. That is the reason TDEA exists: to make this path less lonely, so Taiwan’s industries have the chance to walk their own collective journey.”

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Bella Wang, Executive Director of the Taiwan Digital Enterprise Alliance (TDEA), leverages her professional expertise and keen insights to provide comprehensive support for next-generation entrepreneurs. Acting as both a companion and a driver of change, she leads businesses to tackle challenges, overcome bottlenecks, and realize sustainable value creation.

In an interview with《The Icons》, Bella Wang shared, “What I enjoy most is simply being there to support.” She not only helps businesses address the technical challenges of digital transformation but also focuses on creating an ecosystem that connects industries, government, and academia. Her vision ensures that every emerging entrepreneur finds a stage for growth within TDEA.

“Digital transformation and sustainability are not two separate paths but an integrated ecosystem that must advance together.” To Bella Wang, TDEA’s mission is not just about solving technical problems; it is about building a collaborative platform that empowers businesses, integrates resources, and drives innovation. From guiding small and medium-sized enterprises (SMEs) through digital upgrades to helping Taiwanese companies enter international markets, she firmly believes that collaboration is the key for businesses to navigate disruptions and emerge stronger.

Through its partnership with TDEA, many next-generation entrepreneurs have transitioned from traditional models to digitalization and taken on more active roles in sustainability initiatives. Together, they have paved a clear path for Taiwanese enterprises toward globalization and sustainable development:

“Business transformation is like rowing against the current—standing still means falling behind. In this rapidly changing world, digital transformation delivers efficiency and innovation, while sustainability establishes long-term social responsibility and core values for businesses. Only by combining the two can companies break through competition, set benchmarks in the market, and generate lasting growth and impact.”

Solutions to the Challenges of Transformation: Bridging Talent and Funding Gaps

The challenges of digital transformation lie not only in technology but also in integrating internal and external resources to maximize overall effectiveness, a critical issue for SMEs. Bella Wang points out that businesses often face dual bottlenecks of talent and funding, which can only be overcome with tailored solutions.

Mr. Fossil Co., Ltd. serves as a typical example. This traditional fossil restoration team previously relied on manual techniques, limiting efficiency and making market expansion difficult. TDEA’s intervention helped them introduce 3D modeling and printing technologies, significantly enhancing restoration efficiency and digitalizing their data, paving the way for innovation through virtual and physical integration. They further ventured into the new commercial realm by launching dinosaur-related NFT products.

However, beyond technological breakthroughs, funding remained a major challenge. TDEA introduced a “limited partnership model,” releasing partial equity to investors while enabling the team to focus on core operations and achieve flexible capital utilization. “For instance, the triceratops fossil discovered in the United States was successfully acquired and restored through this model, offering investors potential returns of 40% to 60% in the future.”

Additionally, TDEA has focused on talent cultivation, helping businesses establish internal training systems and collaborating with academic institutions to address the shortage of technical talent. “Funding and talent are complementary key factors in the transformation process. Only by integrating external resources can businesses progress steadily,” Wang emphasized.

Innovative Promotion: The Breakthrough Path for Small E-commerce Businesses

Amid the wave of digital transformation, small and medium-sized e-commerce businesses often face challenges such as limited resources and intense competition. For Vege King Co., Ltd., a platform specializing in vegetable and meat sales, these obstacles once hindered its growth. However, with the guidance of mentors from the Business Transformation Institute under TDEA, Vege King made a remarkable breakthrough in 2024, becoming a noteworthy case study.

“Like many small e-commerce businesses in Taiwan, they initially lacked a standout feature,” said Bella Wang. With TDEA’s guidance, Vege King reorganized its entire e-commerce operations, optimizing supply chain management and experimenting with short video marketing tools to increase brand exposure. “These innovative approaches made their sales strategy more agile and aligned with modern consumers’ shopping habits,” Wang explained.

The results of this transformation were impressive. Vege King not only achieved significant business growth but also became a finalist in a prestigious annual e-commerce competition, competing alongside established giants like Yahoo and PChome. “This recognition was not only an honor but also a testament to their hard work and determination,” Wang added.

Behind Vege King’s success lies the comprehensive support of TDEA for emerging entrepreneurs. From technology adoption to operational strategy refinement, the tailored solutions provided by experienced mentors enabled the company to maximize efficiency with limited resources. “This transformation demonstrated the tangible impact of mentorship and revealed the potential and resilience of small e-commerce businesses,” Wang concluded.

Deepening Collaboration to Build a Comprehensive Transformation Ecosystem

When discussing future plans, Bella Wang revealed that TDEA will advance with a dual-brand strategy featuring “Zero⁺ College” and the “Business Transformation Institute” to create a comprehensive transformation ecosystem for enterprises. Zero⁺ College focuses on digital optimization and low-carbon management, while the Business Transformation Institute aids businesses in exploring innovative business models and accelerating growth through capital strategies. “The future ecosystem development will address three major pain points in business transformation—lack of talent, technology, and capital,” she explained. TDEA aims not only to resolve immediate challenges but also to provide long-term support for sustainable growth.

To address talent shortages, TDEA actively collaborates with regional universities, assisting companies in drafting sustainability reports while offering students hands-on platforms. “Many SMEs face challenges in data organization and report writing. These collaborations solve urgent issues for businesses while providing students with practical experience, benefiting both parties.”

For technological advancements, TDEA underscores the importance of resource integration by facilitating partnerships between member companies and academic institutions to develop data analysis models and patented technologies for commercialization. For example, a manufacturing member, through TDEA’s connections, successfully partnered with a renowned technical university to upgrade its factory automation, increasing production efficiency by 30% and significantly reducing carbon emissions. “This model of technological cooperation will continue to evolve, driving innovation within the ecosystem.”

To address funding gaps, TDEA offers diverse solutions, linking businesses to government subsidies, low-interest loans, and capital operation strategies to alleviate financial pressure. For instance, a member company developed an AI supply chain management system with TDEA’s guidance, securing policy funding that greatly enhanced operational efficiency. “TDEA acts as a bridge between businesses and resources, ensuring every dollar maximizes value to support continuous innovation.”

Bella Wang emphasized that the ecosystem’s construction aims not only to help businesses sustain operations but also to drive upgrades across the entire industrial chain. “Through ecosystem collaboration, businesses no longer operate in isolation but join forces with like-minded partners to explore greater possibilities.” This collaborative model not only fosters synergy across industries but also attracts new-generation entrepreneurs to join TDEA’s platform, propelling industries toward higher levels of international competitiveness:

“Digital and sustainable ‘dual-axis transformation’ requires more than individual technologies; it demands an ecosystem of integrated resources and coordinated development. Only by combining talent, technology, and funding can businesses navigate uncertainty and achieve sustainable long-term growth.”

The Next Step in Globalization: The Key Lies in Team Effort

Facing the rapid changes in global markets, Bella Wang pointed out that Taiwanese businesses often miss opportunities on the international stage due to insufficient resource integration. “Korean companies have successfully entered global markets through supply chain integration and a team-based approach, whereas Taiwanese businesses are still accustomed to fighting solo. This is something we must change.”

To address this, TDEA actively connects resources between Taiwan and ASEAN markets to promote the concept of team-based strategies. For example, plans are underway to organize an industry exploration tour in Vietnam. This initiative aims to help member companies gain deeper insights into the local industry and policy environment while facilitating connections with Taiwanese organizations and potential partners in the region. “Vietnam, with its large population, strong consumption potential, and robust manufacturing foundation, is an important market for Taiwanese businesses to explore,” Wang emphasized.

Additionally, TDEA strongly supports the adoption of holding company models to integrate resources, reduce administrative costs, and enhance international competitiveness. “In the past, businesses participated in trade shows individually with limited results. Through holding companies, businesses can share marketing resources, establish a unified brand image, and negotiate with greater leverage,” Wang noted. This approach not only alleviates the burden on SMEs but also significantly enhances the exposure and competitiveness of entire industries in the international market.

Wang stressed that globalization is not just about “going abroad” but about creating value through multi-faceted connections. “We must move past the mindset of fighting alone. By adopting team-based strategies, more Taiwanese businesses can secure a foothold in global markets.” She believes that integrating resources and collaborative strategies are the keys to overcoming existing barriers.

Wang highlighted that by 2022, the GDP of ASEAN countries had reached 4.8 times that of Taiwan and is set to surpass Japan’s within five years. “This wave of industrial relocation is a critical opportunity for Taiwanese businesses. From supply chain collaborations to co-building brands, TDEA will assist companies in seizing this momentum, promoting the export of Taiwan’s manufacturing technologies, and even exploring local M&A opportunities.”

Globalization requires not only professional expertise but also integrated thinking and team strategies. By sharing resources and fostering industry cooperation, Taiwanese businesses can leverage their strengths and establish a strong presence on the international stage.

Looking Ahead to COP30: The Critical Opportunity for Zero-Carbon and Digital Integration

COP30, as a global focal point for climate change, not only represents the international community’s efforts toward carbon neutrality but also offers Taiwanese enterprises a platform for showcasing achievements and exploring collaboration opportunities. Bella Wang emphasizes that this milestone “COP30” conference serves as a pivotal moment for integrating zero-carbon initiatives with digital transformation.

“Carbon reduction and digitalization must be viewed as one cohesive strategy to truly enhance a company’s global competitiveness,” she explained.

Over the past few years, TDEA’s “Zero⁺ College” initiative has supported companies in conducting carbon footprint audits and integrating digital technologies into their processes, ensuring data transparency and systematization. “This not only aligns businesses with international sustainability standards but also empowers them to confidently showcase their achievements on the global stage while unlocking new commercial opportunities.”

With COP30 on the horizon, Bella Wang sees a promising role for Taiwanese enterprises, describing it as a critical juncture for fostering international collaboration. “Taiwanese companies should seize this opportunity to establish partnerships with international organizations and foreign enterprises, exporting technology and expertise to jointly advance carbon reduction goals,” she urged. Businesses must transcend the role of participants to become solution creators, making meaningful contributions to global climate challenges through innovative actions.

The significance of COP30 lies not just in dialogues but in actionable outcomes. “We need to transform the ideas and strategies discussed during the conference into concrete business practices. This is the key to demonstrating a company’s influence in the global market,” Wang stated. TDEA is committed to helping companies identify effective strategies and partners, ensuring that sustainability becomes a cornerstone of their competitive edge.

Co-Creating the Future of Industry to Achieve Greater Impact

In the wave of global economic and technological transformation, every step a business takes resembles a journey upstream—progress is essential, or risk falling behind. Bella Wang firmly believes that only through continuous innovation, upgrading, and transformation can companies not only stand firm in turbulent environments but also lead the change. “Taiwanese companies have unlimited potential. Our responsibility is to help them turn that potential into tangible achievements and amplify their voices on the global stage.”

Looking ahead, TDEA plans to deepen the construction of its ecosystem, from digital transformation to sustainable development, offering businesses a more comprehensive support system. By integrating industrial resources, expert consulting, and innovative capital, TDEA aims to not only help enterprises overcome current challenges but also achieve long-term competitiveness. “We hope every company can become a driving force for changing industry norms—not only succeeding in local markets but also building deep partnerships with international collaborators to expand Taiwan’s influence globally.”

TDEA’s efforts have not only enhanced internal capabilities for businesses but also facilitated the realization of multiple cross-border cooperation models. By sharing resources and co-building brands, TDEA member companies have demonstrated unprecedented competitiveness and synergy in regional markets. In a short time, these companies have not only significantly increased their market share but have also successfully entered international arenas, including ASEAN and emerging markets. “This is not an individual battle but a collective advancement of the industry,” Wang emphasized. Only through unified strength can Taiwanese companies gain greater voice and achieve collective industry upgrades in the global market.

Bella Wang believes that future industry leaders must possess not only an innovative vision but also a collaborative mindset and international ambition. “The global market is filled with opportunities and challenges. Only by co-creating can we find certainty in an uncertain future.” For TDEA, supporting each company in achieving a blend of digitalization and sustainability while helping them shine on the global stage is both a responsibility and a mission:

“The strength of Taiwanese enterprises lies in cooperation and innovation. We must be part of the global solution rather than mere spectators. In the future, only by empowering one another and moving forward together can Taiwan’s influence extend beyond today, shaping future generations and becoming a key driver of global industrial progress.”

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The post Bella Wang, CEO of TDEA: Leading the Dual Transformation of Digitalization and Sustainability to Expand Taiwan’s Global Business Influence first appeared on The Icons.

“TDEA’s goal has always been clear: to help the second generation ‘transform’ and ‘move towards sustainability.'”

Years of accompanying young entrepreneurs and business growth have allowed her to build deep friendships with many business managers and successors. This has also given her various insights into different industries. Bella Wang has come up with the idea of integrating the first and second generations of enterprises to jointly face the intense international competition. Her concept includes assisting companies in planning sustainable “zero-carbon transformation” while undergoing “digital transformation.”

“To help businesses find the most suitable solutions in the dual challenges of ‘digital transformation’ and ‘zero-carbon transformation,’ and to stand out in fierce global competition, we established ‘Zero⁺ College’.” TDEA and Bella Wang, with this goal, lead second-generation business leaders to join the learning team personally and implement the latest management and operation strategies. As a result, “Zero⁺ College” has become an important incubator for business transformation and innovation.

“Dual-Axis Transformation” Has Become a Mandatory Path for Businesses at the Crossroads

For many years, TDEA has been actively promoting “digital transformation” and “zero-carbon transformation,” integrating expertise horizontally and vertically. By the end of 2021, TDEA had established the “Zero⁺ College,” bringing together resources from industry, government, and academia to assist businesses in achieving “dual-axis transformation” and laying a solid foundation for the future competitiveness of various brands. By 2024, nearly 44 companies had been nurtured, and the graduates of “Zero⁺ College” successfully held their graduation ceremony in early May.

The core mission of “Zero⁺ College” includes leading enterprises and supply chains in “business model technology innovation” and “industry transformation and upgrading,” and assisting in the development of enterprise-specific net-zero emission roadmaps. With the integration of over 30 industry mentors, the curriculum covers areas beyond “digital transformation” and “zero-carbon transformation,” including talent management, brand promotion, and corporate leadership strategies, providing comprehensive guidance and support for the students, especially helping young entrepreneurs in global market deployment.

“Sustainability issues are a mandatory course for today’s leaders. When businesses undergo ‘dual-axis transformation,’ they are already enhancing their international competitiveness. Therefore, at ‘Zero⁺ College,’ we emphasize not only how businesses should transform but also how the mindset of business leaders must be renewed and iterated,” said Bella Wang.

TDEA Mentors Empower “Zero⁺ College” Students to Rapidly Upgrade Businesses

In May this year, at the graduation ceremony of the second cohort of “Zero⁺ College,” graduates of “Zero⁺ College” and new students of the Business Transformation Institute gathered together, with media flashlights constantly capturing the moments. Since its establishment, “Zero⁺ College” has nurtured 44 leading companies from various fields. Under the guidance of TDEA mentors, business leaders have achieved new business breakthroughs, showcasing TDEA’s outstanding success in promoting “dual-axis transformation.”

As one of Taiwan’s professional all-terrain vehicle (ATV) manufacturers, Access Motor specializes in the independent development of ATV engines, starting with the 50cc cylinder engine and increasing by two new products each year, continuously improving quality and performance. General Manager Mei-Ching Huang stated, “During the one-year learning journey at ‘Zero⁺ College,’ I learned a lot, from industry integration and international expansion to carbon rights planning. The mentors at TDEA gave me many effective suggestions, and through exchanges with classmates, my perspective has also broadened.”

“Our previous market focus was more on Europe and the Middle East, but we are now looking to expand into the United States,” added Mei-Ching Huang. “The mentor assigned to me by Zero⁺ College is also a veteran in the automotive industry, with extensive experience in this field, greatly helping us in our market layout and strategy formulation for the U.S. market.”

Mei-Ching Huang mentioned that TDEA mentors also provided guidance on Access Motor’s blueprint from ATVs to electric ATVs, analyzing the differences between ATVs and regular cars, summarizing the pros and cons of various solutions, and considering different countries and terrains to assist in formulating consumer strategies for vehicle selection:

“The mentors have a deep understanding of the automotive industry and assist us in adjusting strategies during classes. Since our ATVs usually operate on rough terrains like mountains or riverbeds, unlike regular cars that only run on flat roads, different solutions are needed. Under TDEA’s guidance, we can more clearly understand and amplify our advantages, trying more different possibilities,” shared Mei-Ching Huang, General Manager of Access Motor.

“Zero⁺ College” Fosters Mutual Learning Between Teachers and Students, Accelerating Business Transformation with TDEA

After receiving guidance from the mentors at “Zero⁺ College,” the graduates have achieved fruitful results in their respective fields. In the new year, in addition to welcoming outstanding Zero⁺ College graduates, TDEA is elevating “transformation” to a new height by merging “Digital Transformation University” and “Zero⁺ College” into the “Business Transformation Institute.” Many students and companies are continuing their participation from “Zero⁺ College” to the “Business Transformation Institute,” including COMBIS SPORT Co., Ltd.

“TDEA’s assistance is very specific, such as understanding and executing various project subsidies. What I especially appreciate is how TDEA assigns suitable mentors based on the real situation of each company. Through exchanges with mentors and students, we can learn from the problems our company faces, gaining insights and extracting many ideas and strategies we hadn’t considered before,” shared Cheng-Ying Tsai, General Manager of COMBIS SPORT, about his experience at Zero⁺ College.

“We are dedicated to manufacturing and exporting high-end archery equipment and outdoor sports products. During the mentoring process, I also reinforced the concept of intelligent energy saving, allowing the team to incorporate these ideas and plans into our growth blueprint. Throughout these processes, I also learned how to collect and apply various data, which is very helpful for the company’s next steps.”

Yang Tzu-Yi, Senior Vice President representing COMBIS SPORT at the “Business Transformation Institute,” also shared his insights on interactions with other students: “During the learning journey at TDEA, leaders teach and learn from each other, learning how to become more influential. I like to use the heliotropism of sunflowers to describe the leadership I learned here. Influential leaders will have a large group of sunflowers under them, willing to grow with them. Eventually, the sunflowers will become suns themselves, influencing more sunflowers.”

Yang Tzu-Yi also mentioned that during the pandemic years, their customers faced high inventory pressures, and the company needed to readjust. “We restructured our organization and processes. The mentors were very attentive in their guidance and provided detailed suggestions for our issues. I must say, every company here is valued, which is one of the reasons we are willing to follow TDEA all the way.”

ESG Is Not a Challenge, Businesses Can Still Grow Revenue

Many businesses have achieved revenue growth through the empowerment of “Zero⁺ College.” Kuan-Jung Su, the IT Manager of SAINT PAUL, led the SAINT PAUL stores to a revenue increase of 11.8% and a 16.5% increase in average transaction value in March 2024 compared to the same period last year, thanks to the guidance of the mentors.

“In this year, I learned a lot of business strategies from the mentors, from the logic of retail display, to the nine-grid analysis of product gross profit and sales volume, step-by-step optimization of product structure, and analysis of business district characteristics. Strategies were formulated from multiple dimensions such as product, channel, and price, benefiting greatly in all aspects.” Su further explained that during his learning journey with TDEA, he not only enhanced the company’s operational efficiency but also improved the employees’ sensitivity and response speed to market dynamics.

Additionally, Si-Ke Chen, Chairman of NINGBO EXCELLENCE COMMUNICATED CONNECTOR Co., Ltd., particularly benefited from the carbon reduction topics: “Since the Industrial Revolution, people have realized that the high-carbon, high-pollution economic model has caused problems. The Taiwanese government is also promoting net-zero emission policies to encourage companies to undergo green transformation. Initially, our company only installed solar power and didn’t know other methods of carbon reduction. We wanted to save energy but lacked actual energy consumption data. Now, with the guidance of ‘Zero⁺ College’ mentors, we are continuously optimizing our strategy and becoming more confident in the sustainability path.”

To address the challenges companies face in green transformation, “Zero⁺ College” also provides a series of professional training and support. Pei-Tzu Huang, Executive Vice President of TIENKANG Co., Ltd., shared: “When implementing ESG, employees often resist or reject it, causing delays in our ESG progress. During the ‘Zero⁺ College’ program, I led my colleagues to understand ‘why we need to do ESG,’ deeply exploring the concrete benefits of this initiative for everyone. Despite various challenges, we successfully passed the ISO 14064-1 (greenhouse gas verification and certification for organizations) assessment in the first quarter of this year. At this moment, witnessed by TDEA partners, I also hope our efforts can benefit the whole society.”

In Effective Strategies, Challenges Become the Cornerstones of Transformation

“Zero⁺ College” has successfully played the role of the “best intermediary,” solving problems for businesses and helping leaders formulate long-term strategies for climate change and environmental protection. By achieving carbon neutrality and net-zero emissions, companies can find new business opportunities in the wave of sustainability, reduce their negative environmental impact, and enhance their brand value and market competitiveness.

During transformation, companies inevitably face many challenges, including technical issues such as data analysis, data security, and digital process optimization, which often require various forms of support. Bella Wang pointed out, “How to efficiently manage resources? How to improve productivity and reduce operational costs? How to tackle technical challenges? These are the ‘inner demons’ that many business leaders accumulate. ‘Zero⁺ College’ can help leaders overcome these ‘inner demons,’ address pain points, and assist companies in achieving effective transformation through comprehensive digitalization.”

After receiving training at “Zero⁺ College,” many business owners have learned to view problems more broadly and even turn challenges into cornerstones for revenue growth. Tsung-Yu Hsiao, Chairman of Mr.Fossil Co., Ltd., shared, “After discussing with the mentors at ‘Zero⁺ College,’ I redefined our transformation plan, starting with introducing 3D scanning and printing in the restoration department. We found that 3D scanning technology can preserve fossil textures perfectly, store files on computers without taking up space like molds did, and add more creative ideas to produce more innovative products.”

Chin-Tsan Ho, Associate Manager of OSCARMAX Co., Ltd., who graduated from “Zero⁺ College,” also pointed out that TDEA made him understand that “digital transformation” is no longer just a topic but a rigid demand. After a year of immersion, he reflected that as a business operator, he should have a comprehensive view and invest time and resources in areas with higher leverage:

“I have recently shifted my focus to talent development and training while keeping a close watch on the development of new technologies because I realized at ‘Zero⁺ College’ that there are no sunset industries, only sunset mindsets. It all depends on how we view the world,” said Chin-Tsan Ho. Graduates have not only demonstrated outstanding achievements in their respective industries but also made breakthroughs in “zero-carbon transformation,” setting examples for other businesses.

Bella Wang: Combining “Innovation,” “Upgrading,” and “Transformation” Can Rewrite International Market Rules

Facing fierce international competition, Bella Wang shared her perspective: “As everyone knows, when facing internationalization, topics such as language, cultural adaptation, and talent are essential. However, the most critical success factor is ‘resource integration.’ Leaders must understand that in international competition, you cannot fight alone. Walking together with a group allows you to go further. In other words, various talents and resources must be integrated, and this is precisely what TDEA excels at.”

Bella Wang particularly emphasized that TDEA understands that the relationship between the “first-generation entrepreneurs” and the “second-generation entrepreneurs” should not be competitive, and succession should not become a matter of friction. Successful succession sometimes just lacks a guiding transformation, and TDEA’s “Zero⁺ College” and “Business Transformation Institute,” established for young entrepreneurs, are empowering business leaders to continuously advance in this cycle, keeping them in leading positions in the market:

“From ‘Zero⁺ College’ to the ‘Business Transformation Institute,’ TDEA is integrating the best talents across generations in businesses, gathering collective strength to help business leaders shine on the world stage,” said Bella Wang. She highlighted three key elements: “Innovation” is the core for businesses to maintain competitiveness; “Upgrading” is crucial for businesses to continue progressing amid fierce competition; and “Transformation” is the deciding factor for businesses to adapt to market changes:

“Only by closely combining ‘innovation,’ ‘upgrading,’ and ‘transformation’ can businesses showcase stronger competitiveness on the international stage and even rewrite market rules!”

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It seems that “transformation” is the best solution to sustain the fire of enterprise. In response to the global trend of digital transformation and the change in business operating models, the Taiwan Digital Enterprise Alliance (TDEA) was established in 2020. CEO Bella Wang recalls that this was during the peak of the global digital wave. As a leader well-versed in corporate management and digital technology, she witnessed the difficulties and challenges many traditional enterprises faced during the digital transformation process.

In an interview with 《The Icons》, Bella Wang stated, “The purpose of establishing TDEA is to bring together the strengths of various industries, sharing experiences and integrating resources to help businesses enhance their digital capabilities and thus improve their competitiveness.” Amidst the global wave of digitalization and sustainable development, businesses face unprecedented challenges and opportunities. With her knowledge, energy, and passion, Bella Wang organizes various activities, training sessions, and international exchanges to enhance the digital competitiveness of enterprises. For many resource-limited small and medium-sized enterprises, TDEA provides concrete guidance and support. TDEA promotes the “Business Transformation Institute,” gathering top mentors and experts from various fields for practical teaching and diverse learning, making the transformation of Taiwanese enterprises more outstanding and flexible in devising various strategies.

“Due to recent business restructuring, the organizational structure and talent needed by EVA Air Catering Services have also changed. The Business Transformation Institute can guide the company’s transformation and optimize its operational framework,” shared Hong-Wei Lin, General Manager of EVA Air Catering Services Co., Ltd., and a participant of the Business Transformation Institute. With the rich practical experience of the institute’s mentors, the obstacles faced by enterprises can be resolved.

TDEA Committed to Building a Collaborative and Prosperous Ecosystem

“Give it your all, some things you only have one chance at, and if you miss it, you’ll only have regrets!” In the industry, Bella Wang is called the “Second-Generation Queen.” To many new-generation entrepreneurs, her leadership abilities and unique vision are like a green shade, nurturing many second-generation business leaders. TDEA provides fertile ground for many business seeds to grow, emphasizing corporate collaboration and policy innovation. Bella Wang believes that only through sharing experiences and integrating resources can enterprises enhance their competitiveness. She shared, “We emphasize the spirit of collaboration, hoping to advance businesses through collective wisdom.”

As a leader of a corporate brand, how should one lead the brand forward? When facing brand vision planning and policy formulation, how can one be flexible in adapting to changes and continuously innovate to stand out in the global market? Many new-generation entrepreneurs, when encountering bottlenecks, often think, “I wonder what advice Bella would give me?”

To many new-generation entrepreneurs, Bella Wang is like a confidante and sister, listening to the struggles of running businesses from various industries. She tells business leaders, “I can’t say that I’m an excellent leader because I know there’s still much for me to improve and learn in many areas. But for me, ‘Leadership’ is about influence. I can influence and inspire certain people, guiding them toward common goals and visions! This is very important to me because it also proves the value of my existence. Additionally, as a business, the ideas of ‘mutual assistance’ and ‘prosperity’ are the hardest to replace, and they are at the core of TDEA’s philosophy.”

Bella Wang: We Are the Pioneers of Decision-Making

“The TDEA has always been a ‘First-mover’ on many issues and also a ‘Fast mover.’ Our decisions are made quickly, and our actions are swift, enabling us to provide concrete action plans to assist successors immediately.” During the COVID-19 pandemic, many businesses faced unprecedented challenges. In the market, the Taiwan Digital Enterprise Alliance (TDEA) responded rapidly by launching the “Digital Transformation University” program, helping businesses start with digitalization and digital optimization to gradually achieve comprehensive digital transformation.

Bella Wang recalls, “At that time, many businesses couldn’t adapt to the changes brought by the pandemic. We hoped to help them quickly adapt to digitalization needs and enhance their risk resilience through Digital Transformation University.”

Among these initiatives, the DiGiTalk program launched by TDEA has become an essential platform for business decision-makers to share their digital transformation experiences. The program invites industry leaders to share their successful experiences and lessons learned in digital transformation, inspiring more businesses and promoting knowledge sharing and collaboration within the industry. Chi-Hao Chang, Chairman and CEO of MaiKen Marketing Communications Group and a mentor at the Business Transformation Institute, also stated, “Successful brand transformation requires precise market positioning and continuous brand value delivery. Digital marketing, as a crucial tool in modern communication strategies, has become a bridge between brands and consumers.”

Business Transformation Institute: Building a Bridge for “Collaborative Prosperity” Resource Integration

Taiwanese businesses are entering a peak period of succession. In the process of accompanying second and third-generation entrepreneurs’ growth, Bella Wang has witnessed their visions and dreams. She stated, “Through TDEA’s efforts, we hope to speak up for businesses, ensuring they receive full consideration and protection during digital transformation. We believe that the second and third generations of businesses will face diverse impacts and challenges during succession. TDEA will accompany everyone, breaking through conservative traditional thinking and introducing external innovative elements to create a second and third growth curve for family businesses.”

The Business Transformation Institute not only helps businesses address digitalization and environmental challenges but also promotes collaboration and knowledge sharing among enterprises. It brings together “First-generation Entrepreneurs: Second-generation Entrepreneurs” and “Second-generation Successors,” providing more resources and support to help businesses navigate digital transformation and the ever-changing market.

Che-Wei Yeh, Marketing Director of Precision Inc., said, “Participating in the Business Transformation Institute allows me to exchange ideas with outstanding pioneers, learn from the experiences of different entrepreneurs, expand my thinking horizons, and gain practical transformation guidance and strategies. The professional knowledge and guidance provided by the Business Transformation Institute will help me deeply understand business transformation, including organizational management, international market expansion, and technological innovation.”

Similarly, Hiroshi , founder of Metastar Airlines, shared his thoughts: “The private jet service industry is an emerging and potential field in the country. Yuansing has a team that combines youthful innovation and senior experience, relying not only on internal resources but also needing external support. As the Business Transformation Institute states, ‘By walking with the strong, you have the opportunity to see the upcoming new explosion point.’ Metastar is moving forward steadily, waiting for the opportunity to explode.”

Collaborative Innovation for New Market Transformations

The Business Transformation Institute program aims to help companies address digital and environmental challenges, achieving sustainable growth and development by providing innovation, knowledge, and resources. The experiences shared by the participants further confirm this. Jian-Fu Wang, CEO of Vegetable King Co., Ltd., shared his feedback: “The vast experience and background of the mentors can spark inspiration, allowing our e-commerce platform to expand infinitely.”

Zi-Yi Yang, Deputy General Manager of Latitude Enterprises Co., Ltd., offered his insights: “The market is changing faster and becoming more unpredictable. Through the diverse perspectives of mentors and peers from different industries at the Business Transformation Institute, I can gain a broader vision and higher perspective, leading my company to become a pioneer in the industry.”

“The motivations for joining the Business Transformation Institute include enhancing the company’s development outlook, optimizing business models, expanding networks, learning diverse management knowledge, challenging oneself, and making greater contributions to the company,” said Min-Han Chen, General Manager of Wei Sheng Drying Industry Co., Ltd., supporting the institute’s belief in jointly promoting business progress.

Additionally, Guo-Chang Huang, Business Manager of Yi Dong Industrial Co., Ltd., stated: “My goal is to strengthen organizational maintenance and address my shortcomings through the Business Transformation Institute.”

“In the process of running a business, more external resources are needed to plan the next stage of development optimization and transformation,” said Tong-Chiao Wu, Chairman of Pink Marketing Co., Ltd., expressing his vision and goals, fully embracing the transformation guidelines and valuable guidance from the TDEA Business Transformation Institute.

Top Talent Gather for Shared Insights on “Transformation” Journeys

Bella Wang believes that only through sharing experiences and integrating resources can companies enhance their competitiveness. In response to the increasingly pressing issue of internationalization, TDEA has decided to embrace globalization by addressing issues such as language, cultural adaptation, and talent. This approach involves either horizontal or vertical integration, bringing together the necessary talents and resources for collaboration. These are Bella Wang’s strengths and the key elements in leading business growth.

In an era of fierce competition, if opportunities are not seized, the gap will only widen. How can one bridge the seemingly insurmountable gap with the strong? The best way is to walk alongside them.

Zhong-Yi Zhuang, Deputy General Manager of Taihua Precision Technology Co., Ltd., stated, “Joining the Business Transformation Institute is to seek breakthroughs in organizational transformation, customer matchmaking, independent product development, brand creation, and cross-industry cooperation. I hope to quickly implement and materialize these goals under the guidance of professional mentors and courses, and look forward to growing together with fellow participants. I am grateful for the platform provided by TDEA and the mission entrusted by my parents. I will carry on their legacy, take care of my partners, and create better profits and value, anticipating stable growth for the company.”

Standing on the shoulders of giants offers a broader view. The platform combining first and second-generation entrepreneurs into a three-generation journey is a revolutionary cradle. Wei-Jun Zhang, Manager of Fiber Optic Computer Technology Co., Ltd., shared, “In an era of rapid change, I hope to break through the existing industry, lead my colleagues in pioneering new directions, and use digital marketing to increase exposure and revenue. At the same time, I aim to develop new products based on our existing customer base. The guidance is aligned with my needs, and I am eager to break through the current digital marketing deadlock, find new sales channels, and, after establishing a new company, receive strategic guidance from mentors to get the new company on track quickly.”

“One-on-one dedicated mentor guidance” and “connecting with potential customers and capital” are practical strategies for expanding and implementing company strategies. TDEA invites companies to transform and upgrade together. Chen Fu-Yu, founder of ShuoSheng International Real Estate, shared his experience from participating in the Business Transformation Institute: “Being able to learn and exchange with different industries and mentors, and absorb knowledge in management, marketing, business, HR, and finance, has made me feel more fulfilled and enriched with valuable gains.”

Future Rapid Convergence: Team Battles Are Global Battles

In late March 2020, Ouyang Zhicheng, General Manager of Ankou Food Machinery Company, the largest stuffed food machine equipment manufacturer in Taiwan, sent messages and made calls to second-generation friends from different industries to form the “Second-Generation Anti-Pandemic Team.” Together, they successfully launched a fully automated precision rapid screening machine, entirely “Made in Taiwan,” to the frontline of pandemic prevention in Taiwan and globally. From initial skepticism to the current large-scale collaboration involving 33 second-generation communities, Bella Wang’s transformation strategy has gained widespread resonance and ripples of impact.

“I want to emphasize once again that the future belongs to strategic alliances formed through collective efforts. Successors must learn to collaborate with others, especially in unfamiliar territories,” said Bella Wang. She hopes that through more cooperation and exchanges, Taiwanese businesses can secure a place in the international market.

In the era of globalization, business leaders must have a strong desire to learn and a team-oriented mindset to connect with the international market, expand global vision, and seize business opportunities. Remember, individual efforts and stubbornness will not lead to success.

Yufang Lin, Executive Vice General Manager of Shang Kai Steel Co., Ltd., shared his motivation for participating in the Business Transformation Institute: “With the guidance of mentors, I can accelerate my learning and growth. While self-learning can also lead to rapid progress and achieving goals, mentor guidance from a professional perspective helps me analyze various market needs and identify potential challenges and strategies from different angles. This comprehensive learning approach has greatly enhanced my understanding of different target markets. The collaborative efforts and group guidance of the mentors make the learning process more efficient and dynamic. I also hope that by interacting with mentors and classmates from different backgrounds, I can expand my horizons and network, bringing more innovation and breakthrough possibilities to my career.”

Integrating Internal and External Expertise to Forge New Paths for Business Transformation

Based in Taiwan, with a global vision, the Business Transformation Institute encourages new-generation entrepreneurs to leverage both internal and external experiences and resources. Supported by funding and resource integration, it fosters the growth and synergy of first-generation and second-generation entrepreneurs. Through this model, the institute not only serves as a growth platform for new-generation entrepreneurs but also amplifies innovative thinking, guiding businesses to find their unique paths to transformation amid change.

Wen-Hsin Wang, General Manager of REX Industries Co., Ltd., said, “Enabling continuous business improvement, with the strong lineup of mentors facilitating rapid transformation, brings significant changes to the company’s innovation, strategy transformation, and management optimization!” The Business Transformation Institute will collaborate with businesses to create win-win situations, with every step here becoming nourishment and a cornerstone for achieving milestones, allowing Taiwanese companies to exert greater influence in the global market and achieve higher development goals.

Hung Rong-Te, Chairman of Cheng Fong Enterprise Co., Ltd., as a mentor, used the metaphor “How to draw a circle?” to vividly explain the mindset second-generation entrepreneurs should have when making transformation decisions. He said, “First set the center, then determine the radius based on the arm’s length, and then execute.” Chairman Hung emphasized that before making any transformation decisions or actions, entrepreneurs should first clearly identify their core competencies and key organizational resources. He stressed that only by understanding their resources, manpower, and capabilities can they formulate practical plans.

In the future, Bella Wang hopes to lead the members and students of the Taiwan Digital Enterprise Alliance to become pioneers in their respective industries, “We aim to be a benchmark in the industry, providing reference and guidance for other businesses, driving the entire industry forward. The Business Transformation Institute can only create its golden chapter with everyone’s participation!”

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Professor Jenny Su, former president of National Cheng Kung University (NCKU), affirmed the significance of this forum in her opening remarks, especially highlighting the sustained support and involvement of NCKU alumni in sustainability issues over the years. “NCKU alumni in various countries and fields have consistently paid attention to and participated in related issues. These efforts have a profound impact on both academia and practice,” Su stated. She also mentioned that Taiwan has welcomed a new president and a new Minister of Environment, both of whom are long-time advocates for environmental protection. Su noted that the new policies and measures introduced by these leaders will have a significant impact on Taiwan’s contributions within the global framework.

Jenny Su: Interdisciplinary Understanding and Collaboration Are Essential to Addressing Sustainability Challenges

Professor Jenny Su particularly pointed out the transnational and interdisciplinary nature of environmental risks, emphasizing that only through interdisciplinary understanding and cooperation can these challenges be effectively addressed. “ESG and the United Nations Sustainable Development Goals (SDGs) not only relate to environmental risks but also involve social risks and governance challenges. We need to enhance our understanding of these issues, continuously update our knowledge, and engage in extensive communication with people from different fields to better prepare response measures. This is true from a corporate perspective and even more so from a human survival perspective,” Su stated.

She further emphasized that achieving sustainable development relies not only on technological innovation and policy promotion but also on the joint participation of leaders from all sectors, as well as fostering a sense of sustainability awareness and responsibility in the next generation. “In this era of globalization, we need to pay more attention to the power of education. From schools to businesses, from governments to non-profit organizations, we all need to work together to promote sustainable education and the widespread adoption of sustainable development concepts,” Su said.

Additionally, Su mentioned that while pursuing sustainability goals, companies should pay more attention to employee well-being and social equity, as these are crucial components of achieving sustainable development. “Only when our businesses and society achieve true equity and well-being can we say that we are on the right path to sustainable development,” Su added.

Dorothy Denis: Businesses Must Take Concrete Actions and Investments Towards Sustainability, Not Just Make Verbal Commitments

Dr. Dorothy Denis, Chairperson of the ESG Committee of the World Taiwanese Chambers of Commerce, outlined the committee’s vision and mission in her speech. She pointed out that since the committee’s establishment in 2022, it has been dedicated to promoting sustainable development among its members across six continents and assisting Taiwanese businesses worldwide in implementing ESG principles and the United Nations Sustainable Development Goals (SDGs). She emphasized the importance of concrete actions, stating that companies should not stop at verbal commitments when pursuing sustainability goals but should engage in tangible actions and investments.

“I also want to emphasize the crucial role of digital transformation in achieving sustainability goals for businesses. Digitization can not only improve operational efficiency but also play a significant role in monitoring and reporting carbon emissions,” Denis said. She noted that in the face of digital disruption, with the right strategy, digital transformation is the shortcut for businesses to achieve sustainability. Therefore, companies should take a comprehensive approach, integrating various resources and strategies to genuinely achieve sustainability rather than making short-lived efforts. For example, collaborating with other companies and organizations within the supply chain can help address challenges by combining their expertise.

Denis also highlighted another important issue: combating “greenwashing.” She explained that greenwashing refers to companies misleading stakeholders by manipulating or deceiving them about their ESG efforts without genuinely investing resources to achieve these goals. “We hope to advocate and guide people to think about these issues and implement sustainability in the process of digital transformation. As we have now entered the AI era, without digital transformation, sustainability goals will become too complex or overly cumbersome in monitoring and reporting,” Denis stated.

Jin Hooi Chan: Businesses Need to Bear Social and Environmental Responsibilities

In his keynote speech, Professor Jin Hooi Chan of Greenwich University discussed the increasingly severe global warming issue since the 1980s, primarily due to rising greenhouse gas emissions. He explained that without effective measures, global temperatures will continue to rise. The academic consensus is that to limit temperature increases to 1.5 to 2 degrees Celsius, urgent implementation of emission reduction policies is needed.

However, current policies are far from sufficient to meet this target. While some countries have voluntarily taken action, more countries need to intensify their efforts. “The impacts of climate change include sea level rise, coastal erosion, and extreme weather events, which not only affect the environment but also threaten political and social stability, potentially leading to refugee crises caused by climate disasters. Yet, international law still lacks adequate protection for climate refugees.”

Chan also emphasized that businesses must not only pursue economic interests but also bear social and environmental responsibilities. Green marketing and sustainability-related reports are becoming increasingly important. Companies that fail to fulfill their sustainability commitments may face lawsuits and loss of investor trust. “The concept of sustainable development stems from the need to meet contemporary demands with limited resources while ensuring future needs are safeguarded. This concept encompasses two key aspects: the finiteness of resources and the destruction of non-renewable resources. Business leaders need to understand the importance of sustainability, acquire the necessary skills and technologies, and build support networks. Knowledge and financial resources are certainly important, but so are compassion and commitment to future generations. Our actions today will determine the future of our planet,” Chan concluded.

Bella Wang: Sustainable Development Requires New Generation Entrepreneurs to Collaborate Across the Entire Ecosystem

Bella Wang, CEO of the Taiwan Digital Enterprise Alliance (TDEA), presented several cases of enabling second- and third-generation entrepreneurs to achieve sustainable transformation in her keynote speech. The TDEA, founded by a new generation of entrepreneurs, aims to promote digital transformation and sustainable development through collaboration and innovation. In her speech at the forum, Wang shared the story of how they collectively increased the production of nucleic acid testing equipment during the pandemic, showcasing the cooperative spirit of second-generation entrepreneurs and their adaptability in crisis situations.

“We are committed to driving innovation and upgrading for small and medium-sized enterprises (SMEs). From addressing the challenges entrepreneurs face in succession processes to assisting them with digital transformation and achieving carbon neutrality, we have witnessed the power of collaboration and trust along the way. This has reinforced our belief in the importance of cross-industry cooperation. Recently, we established the ‘Business Transformation Institute’ for new generation entrepreneurs, aiming to enhance their leadership through professional courses and practical opportunities while helping family businesses remain competitive in the global market. Sustainable development is not only the responsibility of individual enterprises but requires collaboration across the entire industry chain and ecosystem.”

Wang also pointed out that businesses should actively adopt innovative technologies and data-driven approaches to improve environmental performance and reduce carbon footprints. She mentioned that TDEA is launching a series of new initiatives, including the establishment of a data-driven decision support system and encouraging more companies to join the carbon neutrality effort. These measures will help enhance the competitiveness and sustainable development capabilities of the new generation of entrepreneurs.

Harry Hsu: The Influence of Business Leaders is the Key to Success in the Sustainability Race

Harry Hsu, CEO of 《The Icons》 and an NCKU alumnus, emphasized in his keynote speech that in the process of promoting sustainability, businesses must ensure that external stakeholders see the determination and practical abilities of business owners and companies in implementing ESG and the United Nations Sustainable Development Goals (SDGs). “It all comes down to visibility, which involves the personal brand communication of leaders and the sustainable image communication of the company itself. It ultimately depends on the leaders themselves—where do they want to take the company? Do stakeholders know this? The key to personal brand communication for business leaders lies in showcasing integrity and action to stakeholders. However, in the capital market, this is not enough. Business owners who proactively create their own influence will be the winners in the sustainability race,” Hsu stated.

Hsu also mentioned that according to the EY Global Institutional Investor Survey, over 90% of global investors use ESG criteria to evaluate corporate performance. Traditional financial reporting alone no longer satisfies investors, who also require high-quality and transparent non-financial ESG information. Many companies quietly contribute to environmental and social causes but are reluctant to engage with the media or wait passively for inquiries after taking action. From certain perspectives, this approach is disadvantageous. With the rise of stakeholder capitalism, proactive disclosure and communication with stakeholders have become crucial for establishing long-term trust.

“Instead of merely publishing reports and waiting for others to read them, companies should proactively release important information to stakeholders, leverage partnerships, and utilize digital communication tools so that all stakeholders, including supply chains, governments, media, investors, consumers, and employees, can clearly see and feel the company’s efforts. In other words, a company’s performance in ESG and SDGs should be loudly communicated, allowing influence to speak for business leaders. This influence can attract more resources, enabling both the company and its leaders to achieve greater longevity. This is why representative companies worldwide regard marketing and brand communication in the realm of sustainability as critical,” Hsu explained.

Business Leaders’ Willingness to Lead Together Ensures Ecosystem-Wide Success

Shane Day, President of the UK Taiwanese Chamber of Commerce – Junior Chapter, as one of the forum organizers, emphasized the importance of communicating ESG and SDG issues from the perspectives of education and communication in his speech. “This time, we specifically explored how to achieve sustainability from the perspective of business leaders to highlight the ‘G’ in ESG, which stands for Governance. From this critical perspective, whether in academia, industry, or government, if leaders are conscious and willing to put actions into practice, everyone can win together on this matter. Leaders with resources can certainly play a leading role.”

Sandra Cho, President of the NCKU Alumni Association in the UK, echoed President Jenny Su’s comments on the importance of interdisciplinary understanding and collaboration to effectively address sustainability challenges. She stated, “Overseas opinion leaders have the responsibility and obligation to connect resources from various countries, ensuring that sustainability issues can prepare everyone for the future. Academia has its role, businesses have their visions and goals, and governments have their duties. The most important thing is to maintain continuous dialogue. Therefore, we will continue to hold such transnational and cross-sector forums.”

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The post NCKU Overseas Alumni Lead Green Economy: Chinese and Taiwanese Business Associations in the UK Host Leaders’ Sustainability Forum first appeared on The Icons.

“In truth, what I enjoy the most and excel at is companionship,” Bella Wang shared in an interview with《The Icons》. She elaborated on how she professionally assists new-generation entrepreneurs and their companies in “innovation,” “upgrading,” and “transformation.” Explaining how, in the space-time continuum filled with opportunities and challenges, she helps individuals find their positioning. She also highlighted how, on the platform of TDEA, she discovers like-minded partners, fostering collective creation, contemplation, and the practical realization of greater influence.

“This is what the association should do, and it’s what I want to do. We see many new-generation entrepreneurs who are very willing to put in the effort, but succession is no longer a new issue. Everyone knows that the real challenges begin after succession. The association’s platform is here, and as long as you are willing to join the effort to turn this positive cycle, the doors here will always be open for you!”

Taiwan Digital Enterprise Alliance (TDEA) Provides A fertile Ground for the New Generation of Entrepreneurs

The industry refers to Bella Wang as the “Second Generation Queen,” but in her own heart, there may be another interpretation not known to everyone. In the minds of many new-generation entrepreneurs, whether in her professional capacity or personal life, Bella Wang is more like a continuously empowering good friend or sister:

“If we must use the term ‘queen,’ I personally prefer to liken myself to the Queen of England and her relationship with her country and affiliated enterprises. Queen Elizabeth II may not directly involve herself in every detail within the territory, but she is a crucial part of every English person’s growing-up memories. She serves as a lighthouse in the entire national and corporate ecosystem, providing various assistance to ensure that individuals, farmers, workers, businesses large and small, all have access to good resources to prepare for present and future development.”

Bella Wang emphasizes that fertile soil allows seeds to grow and bear better results. Positioned at the strategic international crossroads, Taiwan, TDEA is exerting its maximum capacity, providing such fertile ground for new-generation entrepreneurs. This enables them to prepare for succession, engage in “digital transformation,” “zero-carbon transformation,” and collaborate internationally:

“The association has a team of top-notch professionals and consultants, diverse industry partner companies, and every member of the new generation of entrepreneurs is highly motivated. If you are willing to come, I am willing to wholeheartedly guide you in utilizing these resources and grow together with us. However, the prerequisite is that you must be very serious.” Bella Wang adds that the association has gathered so many dedicated individuals, and everyone is willing to turn back and empower this ecosystem. That’s why, since its establishment in 2020, it has grown rapidly, now entering its fourth year.”

Bella Wang: The Shortcut to ‘Transformation’ is to Do It Together!

“Ask Bella!” This is a phrase that often comes to mind for many new-generation entrepreneurs when facing challenges. “If there are matters I cannot directly help resolve, I will accompany them in finding solutions or relevant resources. It is because of this that many second-generation individuals and the association have a deep sense of camaraderie.”

Since 2016, when Bella Wang was still serving in a large public association, she was entrusted with the responsibility of assisting second-generation entrepreneurs and guiding startups. She embarked on a journey to delve into various industries, unearth, and connect outstanding second-generation entrepreneurs. Her mission is not only to assist businesses in their development but also to help them respond to international trends, including the European Union’s announcement of the Carbon Border Adjustment Mechanism (CBAM) draft in July 2021. In the ongoing process of “digital transformation,” everyone is simultaneously contemplating sustainability and engaging in “zero-carbon transformation.”

It is evident that Bella Wang’s path was not easy from the beginning. Bella Wang jokingly said that when she first started integrating the work of second-generation entrepreneurs and initiating the “Zero University” in its inaugural and first sessions, her actions sometimes seemed “unbelievable” to many older-generation entrepreneurs:

“The previous generation was still managing business affairs, and suddenly there were people actively advocating for their next generation to take over. They always talked about things that they might not fully understand, such as ‘zero-carbon transformation,’ and even asked them to pay for their children to attend classes. How would these older generations view us? However, over time, they will also understand,” Bella Wang said:

“What we are doing is meaningful and can practically help everyone solve problems. Especially in the matter of ‘transformation,’ when regulations, supply chains, and even consumers begin to demand it, you have to start thinking about and implementing ESG. Even the external image of the company needs to be reshaped because the era of making profits by maintaining the status quo is long gone. But can this be decided by the father alone? Or does the son or daughter have a say?”

Certainly, such decisions cannot be made by one person but involve the entire company, from top to bottom. For example, setting up IOT involves countless communication matters, and merely bringing a young digital team into the company and communicating with older colleagues who may not understand new technologies is a colossal task.

TDEA has industry experts, methodologies, abundant industry resources, and a continuous supply of experiences from senior colleagues. These bits and pieces are the nutrients helping new-generation entrepreneurs overcome milestones.

Time will prove everything. Gradually, more and more new-generation entrepreneurs on the path of succession are gathering at the association to learn and create together. Under the active promotion of Bella Wang and the board of directors, more proactive second-generation and new-generation entrepreneur organizations with a desire for progress are connecting with the association. They are creating possibilities that were unimaginable before, from initially being questioned to now having a massive scale of over 30 second-generation communities working together. Bella Wang pointed out the key to the association’s rapid growth:

“Everyone here is very selfless, deeply believing that for the industry to develop, we must take the same path. This includes ‘transformation.’ Therefore, individuals like our chairman, Catherine Huang of Victor Taichung, and our vice chairman, Mr. Richard, the general manager of Anko Food Machine Corporation, along with several directors, are very proactive in sharing experiences and resources on various occasions, even driving transformation.”

Bella Wang emphasizes that the shortcut to ‘transformation’ is for everyone to join hands and do it together. These backbone partners of the association have become a paradigm, attracting similarly proactive, dedicated, and friendly entrepreneurs to create a complementary and symbiotic close-knit ecosystem.

Fighting as A Team and Engaging in International Battles are the Same Thing

“Whether assisting new-generation entrepreneurs in ‘digital transformation,’ ‘zero-carbon transformation,’ or establishing new brands, what I often emphasize to everyone is the importance of fighting as a team,” playing the role of a platform, TDEA, actively assists young leaders in forming alliances for international ventures.

In Bella Wang’s eyes, fighting as a team and engaging in international battles are two different paths leading to the same destination. She frankly points out that from earlier years until now, many Taiwanese companies are accustomed to going solo, both domestically and on the world stage, often even competing against each other:

“More and more foreign agents are reluctant to purchase Taiwanese products. Besides technical reasons, it is also because Taiwan cannot provide internationally integrated resources. Take South Korea as an example; their entire ecosystem collaborates globally. Every industry chain internationally offers integrated solutions.”

Bella Wang emphasizes that without a change in mindset, even grabbing a small piece of the pie can be challenging. In the international market, apart from breaking through in professionalism and competitiveness, companies need to innovate and understand how to collaborate and integrate with other enterprises to stand firm on the international stage. For example, establishing a holding company can reduce administrative costs and provide more negotiating leverage in international negotiations.

Recently, TDEA has been actively connecting resources between Taiwan’s second-generation entrepreneurs and ASEAN countries. Before 2000, Taiwan’s GDP was approximately half of the combined GDP of the ten ASEAN countries. However, in the financial year ending 2022, the GDP of the ten ASEAN countries has reached 4.8 times that of Taiwan, expected to surpass Japan in five years and reach USD 5.2 trillion by 2027. In Bella Wang’s view, many enterprises must collaborate to participate effectively in this lucrative opportunity.

Bella Wang states that the shift of manufacturing from China, coupled with gradually improved infrastructure and business conditions, including the consumption potential brought by a large population base, provides many opportunities for Taiwan’s new-generation entrepreneurs in the ASEAN region:

“Domestic enterprises cannot solely rely on natural growth anymore. What the association is doing now is encouraging upstream and downstream industries to form alliances and follow the lead of large enterprises in ASEAN and other countries. This is one of the shortcuts to internationalization. For example, during this period, we have had close interactions with several large enterprises in Thailand.”

Bella Wang also cites Japan as an example, illustrating the TDEA‘s ambition to lead the international expansion: “Many Japanese companies have the characteristic of not passing down wisdom to their descendants, providing opportunities for Taiwanese companies to acquire Japanese companies. Through acquisitions, you can quickly achieve internationalization, own a Japanese brand, and gain the trust of local Japanese enterprises and consumers. Simultaneously, through acquisitions, you can upgrade directly. If you have ambition, why not?”

Supporting New-generation Entrepreneurs to Stand on the Shoulders of Giants

“Grounded in Taiwan, with a global perspective, the confidence of Bella Wang and the TDEA largely stems from the mentorship network behind TDEA. These mentors are adept at addressing specific issues, providing varying degrees of support, and assisting businesses in resolving a myriad of challenges. Bella Wang metaphorically describes the mentors’ guidance as a blessing, positioning the new-generation entrepreneurs as ‘standing on the shoulders of giants.’

For instance, Dr. Fan Xin, the General Manager of TECO Electric & Machinery, holds a Ph.D. in Mechanical Engineering from the University of Michigan. With over 20 years of immersion in the automotive industry, including roles as the CEO of Jiangling Motors (a Shenzhen-listed company and one of China’s top 300 listed companies) and the CEO of Ford Lio Ho Motor Company (Taiwan), Dr. Fan possesses deep insights into finance, procurement, engineering, and management. He has also served as the President of The American Chamber of Commerce in Taiwan.

Dr. Fan is a mentor who has transformed the thinking of many participants, not only changed their mindset and enhanced their decision-making effectiveness but also altered the perspectives of the previous generation. For example, if you plan to enter the German market, Dr. Fan will advise you that specific think tank reports can be immensely helpful, potentially saving you millions in the long run. The older generation did business through travel, but the new generation needs to learn to use tools.

Another stalwart mentor is Mr. Hsieh, the Vice Chairman of Chuan Lian Enterprise (PX Mart) and one of TDEA‘s strong mentors. He is one of the few veterans in Taiwan with expertise in both logistics distribution and e-commerce. Previously serving as the Chief Operating Officer and Chief Strategy Officer at 7-ELEVEN, alongside Hsu Chung-Jen, they turned it into a dominant force in Taiwan’s circulation and retail industry. Later, Mr. Hsieh joined 85°C Bakery Cafe and, with Chairman Wu Cheng-Hsueh’s trust, propelled the brand internationally. Recently, with Mr. With Hsieh’s assistance, Saint Paul has redefined its business approach, including optimizing its product structure and innovating its business model, resulting in a 12.5% growth in revenue in 2023.

“I often share with everyone the phrase, ‘Learn from TDEA, apply for the next generation.’ Mentors are giants, and TDEA is a closely-knit ecosystem created by everyone together. New-generation entrepreneurs, as long as they are part of it, have the opportunity to become giants themselves and, alongside TDEA, empower more new-generation leaders.”

Bella Wang emphasizes that TDEA carries many aspirations, containing the expectations of the previous generation and seeing the vision and mission of the new generation. She has always believed in the law of attraction, where in every meaningful endeavor, every person willing to believe and put in effort can achieve each other’s breakthroughs:

“Many people often tell me, ‘Bella, without your empowerment, Taiwan’s second-generation circle would be very different.’ I say, it’s definitely not like that. I am happy to play the role of empowering, allowing capable and willing individuals to have a greater impact, but this is certainly not a one-person task but a ‘collective effort’!”

Pragmatically returning to the new-generation entrepreneurs, Bella Wang concludes by reminding them that business development, especially in the current era of ‘transformation,’ is like rowing against the current, and thus, they can only move forward continuously:

“Facing ‘transformation,’ the mission of young leaders is to continuously explore new business models and iteratively improve themselves in the three key terms of ‘innovation,’ ‘upgrading,’ and ‘transformation.’ We also welcome everyone to continue paying attention to TDEA as our long-prepared ‘Business Transformation Institute’ is set to launch later this year! In this shared learning journey, you will become a more influential leader through the exploration and practice of these three key terms!”

Business Transformation Institute is Now Enrolling

Business Transformation Institute, a transformation amplifier designed for Taiwanese enterprises, aims to integrate tradition and innovation to help businesses find new growth dynamics at critical moments of succession and transformation.

This place encourages new-generation entrepreneurs to accumulate experience and resources through internal and external entrepreneurship, while also facilitating the introduction of funds and resources to support the fusion and vigorous development of “first-generation” and “second-generation” entrepreneurs. Through this model, the institute not only serves as a growth platform for new-generation entrepreneurs but also acts as an amplifier for innovative thinking, guiding businesses to find their unique path of transformation amid change.

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The post “Second Generation Queen” TDEA CEO Bella Wang Advises: If You Aim to “Transform” and Enter the International Arena, Don’t Go It Alone! first appeared on The Icons.