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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In 2007, the International Basketball Federation (FIBA) established a dedicated department to promote 3×3 basketball, officially including it in the Olympics in 2020, drawing worldwide attention. With its fast-paced, compact matches and its roots in street culture, 3×3 basketball quickly gained traction as a new force in global sports, even being hailed as a modern innovator in the game of basketball. The impact of 3×3 has grown beyond the confines of street sports, becoming a global phenomenon that not only advances sports culture but also fosters commercial opportunities. Taiwan, in particular, has seen unprecedented prospects at the crossroads of culture, sports, and business as part of this global trend.

Against this backdrop, Michael Wu, Chairman of Wanbao Marketing, has partnered with Cheng Chih-Lung, known as the “Doctor of Basketball,” to propel Taiwan’s 3×3 basketball onto the international stage. In an interview with《The Icons》, Michael Wu shared:

“Our goal is to raise awareness of 3×3 basketball in Taiwan. While 5-on-5  basketball has its place, 3×3 is better suited for Taiwan to shine in international competitions. Beyond our efforts, we hope to inspire more entrepreneurs to join us in changing public perceptions of basketball, encouraging greater participation in the sport.”

Michael Wu’s Basketball Dream: From Business Tycoon to 3×3 Basketball Champion

As a rising force in Taiwan’s basketball culture, Michael Wu comes from an unconventional background. Raised abroad, he holds multiple degrees and has amassed extensive experience in management within his family’s diverse business empire, which spans industries from infant products to vehicle parts and healthcare, with significant influence in international markets. Yet, Wu wasn’t content to rest on his laurels. Driven by a personal mission, he aims to introduce more diverse cultural and commercial elements to Taiwan, accelerating its path to internationalisation.

“We chose 3×3 basketball because it not only embodies the freedom and innovation of street culture but also has the potential to shine on the global stage,” Wu explained. “3×3 basketball appeals to people of all ages. Compared to traditional 5×5 basketball, it requires fewer resources, yet its impact is undeniable.” Wu has long been devoted to promoting 3×3 basketball, not only because of its rapid global rise but also due to its unique format and strategic advantages, which align closely with the strengths of Taiwan’s basketball scene.

Unlike 5-on-5 basketball, 3×3 places greater emphasis on speed, flexibility, and versatility – attributes in which Taiwanese players excel, making it easier for them to stand out in international competitions. “The pace of a 3×3 match is incredibly fast – a game can be decided in just over ten minutes. This high-intensity format gives us more opportunities. Unlike 5-on-5, 3×3 doesn’t require towering players; it’s about being well-rounded and quick to react, which gives Taiwanese players a competitive edge on the global stage,” Wu noted.

To push 3×3 basketball onto the international platform, Wu has teamed up with Cheng Chih-Lung, known as the “Doctor of Basketball.” Together, they are committed to elevating Taiwan’s international standing in the sport:

“Partnering with Cheng Chih-Lung to promote 3×3 basketball is a critical step in our international ambitions, significantly boosting Taiwan’s position in the sport. Through this collaboration, we not only hope to bring Taiwan’s 3×3 basketball to the global arena but also to change public perceptions of the game, inspiring more young people to get involved and making the sport more widespread in Taiwan.”

Wu emphasises that Taiwan already has a solid foundation in 3×3 basketball, making it well-positioned to quickly integrate into international competitions and enhance its exposure and opportunities. “3×3 basketball is highly unpredictable and entertaining, making it a perfect fit for the Taiwanese market. With minimal investment, we can achieve substantial international influence through this sport,” he said. Wu also sees great commercial potential in 3×3 basketball, viewing it not just as a sport, but as a platform for promoting Taiwan’s basketball culture and facilitating international exchange.

Olympic Dreams: The Dual Challenges of the Ranking System and International Competition

Michael Wu understands that achieving the goal of competing in the Olympics is no easy feat. The Olympic ranking system requires teams to participate in enough international events to accumulate points, posing a significant challenge for the team’s preparation and strategy.

“We need to carefully select tournaments, not just based on their quality but also on how they maximise our points. That’s why our strategy focuses on high-point events such as the FIBA 3×3 World Tour and the FIBA 3×3 World Cup, ensuring we perform well in each competition,” Wu explained. He emphasised that this strategy requires not only consistent team performance but also meticulous planning and execution.

Formed in 2024, Taiwan’s first international 3×3 professional team, 3X3 Taipei Wanbao, currently ranks 38th globally. Wu views this as just the beginning of a much larger goal:

“Our international performance has already gained some recognition, which motivates us to move forward. But we also know that this ranking is not enough to meet Olympic standards. We need to continue improving our points in upcoming tournaments to ensure a smooth path to the Olympics,” Wu said, remaining cautious with each decision.

“Every game is an opportunity. We’re not just participating for the sake of it—we’re making sure that each match contributes towards our Olympic dream.”

Strategic Planning for the 2028 Los Angeles Olympics

In the process of promoting the development of 3×3 basketball, Michael Wu has consistently regarded the 2028 Los Angeles Olympics as the ultimate goal, striving to bring Taiwan’s 3×3 basketball team to the Olympic stage. This journey is not only a test for the players but also a comprehensive examination of the team and strategic planning:

“Competing in the 2028 Los Angeles Olympics is our long-term goal, and for that, we’ve developed a comprehensive strategy. From player selection and training to ranking improvement, every aspect is carefully planned.”

When it comes to training, Wu emphasises the importance of technical refinement, physical management, and medical support. He notes that the team has already designed a customised training plan to ensure the players’ physical condition is well-maintained during high-intensity matches, minimising the risk of injury. In addition, Wu mentioned that they plan to integrate their own medical expertise to conduct professional medical assessments, addressing nutritional deficiencies or other health issues early on:

“Through medical testing, we can strengthen the players’ physical condition. If they’re lacking any nutrients, we’ll supplement them immediately, preventing problems before they arise. This ensures better health and performance, enhancing muscle endurance and even growth.”

In terms of strategy, Wu places great emphasis on nurturing young talent. He believes that the Olympics is a long-term strategic goal rather than a short-term competition, and thus, it is crucial to continually recruit and develop promising young players to prepare for the Olympics. These young athletes will become the core of the team over the next four years, raising the team’s competitive level and laying the foundation for achieving their Olympic dreams. Wu is confident that the development of this new generation of talent will be the key to Taiwan’s breakthrough on the international 3×3 basketball stage.

Wu firmly believes that with continuous effort and by staying on the right path, Taiwan’s 3×3 basketball team is destined to shine at the Los Angeles Olympics. “Our goal is not just to participate in the Olympics, but to showcase Taiwan’s basketball prowess on the Olympic stage, letting the world see our potential and determination. This is not only the players’ dream but the mission of our entire team.” These precise strategic deployments and comprehensive support systems demonstrate Wu’s passion and vision for Taiwan basketball, paving the way for Taiwan’s 3×3 team to achieve their Olympic dream.

Businesses and Government Join Forces to Elevate Taiwan’s Basketball Culture

In the process of promoting 3×3 basketball, Michael Wu has faced challenges from both the government and businesses. Some government officials and corporate leaders have questioned the connection between the team’s name and the city it represents. In response, Wu argued that the team’s performance on the international stage draws far more global attention, helping to elevate Taipei’s international profile. This kind of exposure, he noted, has a far greater impact than local competitions, effectively putting Taipei on the world map:

“Our team isn’t just competing; every appearance is an opportunity to showcase Taiwan to the world. It’s a unique chance to raise Taiwan’s global visibility, and this is far more valuable than mere sponsorships or advertising. We participate in international competitions not only to compete but to promote Taiwan’s image through action. This cultural export grabs international attention in a way that local games simply can’t, truly allowing the world to understand Taiwan.”

Wu believes that for Taiwanese basketball to achieve greater success internationally, the support of both businesses and the government is crucial. Sports, he stressed, are an essential part of a nation’s overall strength, beyond just economics and military power. Businesses can enhance the influence of basketball through branding partnerships and creative marketing, while also encouraging more young people to get involved in the sport. The government, on the other hand, should provide institutional support, such as considering the elevation of the Sports Administration to a Ministry of Sport, to further prioritise and support athletic development.

To drive the future growth of Taiwanese basketball, Wu calls for collaboration between businesses and the government. Such partnerships, he explained, would not only strengthen athletic prowess but also help create a cultural emblem that represents the spirit of Taiwan, with 3×3 basketball becoming a key voice for Taiwan on the global stage. “The influence of sports goes far beyond the games themselves; it’s a vital tool for showcasing a country’s soft power.” He is confident that with collective efforts, Taiwan’s 3×3 basketball can not only achieve great results in competitions but also demonstrate Taiwan’s innovation and vitality in international cultural exchanges:

“I hope businesses and the government recognise the potential and value of 3×3 basketball and take tangible actions to support the growth of this sport. Through this cooperation, Taiwan’s 3×3 basketball can become a shining card on the international stage, not just for the sake of competition but to tell Taiwan’s story to the world.”

From Transformation to Leadership: TDEA’s Business Transformation Institute Paves the Way for a New Future for Enterprises

In the process of promoting 3×3 basketball on the international stage, Michael Wu emphasises that beyond the team’s strength and strategic planning, support from various sectors is crucial. Wu has been involved with the Taiwan Digital Enterprise Alliance (TDEA) and its “Business Transformation Institute,” which serves as a transformative amplifier that blends tradition with innovation, helping businesses find new growth momentum during key moments of succession and transformation. This has significantly contributed to the development of 3×3 basketball.

“The Business Transformation Institute has played a vital role in our efforts to promote 3×3 basketball. Not only has it provided resources and professional advice, but it has also helped us discover more collaboration opportunities by integrating resources from various fields,” Wu explained. He pointed out that the institute’s support in resource integration has given the team greater confidence in facing challenges.

TDEA’s Business Transformation Institute encourages next-generation entrepreneurs to leverage internal and external entrepreneurial experiences and resources, fostering the integration and development of “first-generation” and “second-generation” entrepreneurs. This model not only offers businesses a growth platform but also acts as an innovation amplifier, guiding companies to find their unique path of transformation amidst change.

As a second-generation entrepreneur himself, Wu also calls on other second-generation business leaders to join this transformative movement. He believes this is not just his individual effort but one that requires collective action:

“I hope other second-generation entrepreneurs can use their influence and join us. This isn’t just about promoting 3×3 basketball—it’s about empowering Taiwanese businesses to unite on the international stage, rallying more support for Taiwan’s basketball and showing the world our strength.”

Wu further emphasised that true leadership lies in resource integration, inspiring teams, and guiding everyone towards a common goal. “Leadership is not just about management and decision-making, but about unleashing the potential of every team member, making them feel like part of a greater vision.” This is precisely the effect Wu hopes to achieve through collaboration with the Business Transformation Institute, attracting more partners to drive the growth of Taiwan’s 3×3 basketball on the global stage:

“We are not just aiming to win every game, but to showcase Taiwan’s strength and spirit to the world. Through the internationalisation of 3×3 basketball, we want to prove that Taiwan not only has a place in global competition but can also become a leader. This is not just a victory for sports, but a victory for Taiwan.”

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The post From the Streets to the Olympics! Michael Wu, Chairman of Wanbao Marketing: Champions 3×3 Basketball to Propel Taiwan onto the International Stage 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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The post Bella Wang, CEO of Taiwan Digital Enterprise Alliance: The Business Transformation Institute is not only a pioneer but also a swift mover! first appeared on The Icons.