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 an exclusive interview with 《The Icons》, Kova Kao, Chairman of TRUEDAN, Andy Chen, Chief Strategy Officer of PROMATE Corp., and Ivan Wei, Chief Operating Officer of DAWUSHAN EGG FARM, shared insights on why the journey toward net zero is a long-term challenge but also a valuable opportunity. By leveraging digital technologies, fostering cross-industry collaborations, and staying committed to sustainability, businesses can drive growth while advancing societal and environmental progress.

As participants in the Taiwan Digital Enterprise Alliance (TDEA)’s Net Zero Academy, these leaders have successfully integrated TDEA’s resources and learning into their operations. Whether through precise carbon emissions management, supply chain integration, or industry-wide sustainable initiatives, their experiences serve as case studies for industries tackling net zero transformation. They also provided in-depth analysis of how digital transformation facilitates industrial change, highlighting the growing significance of green fashion and how net zero thinking can be embedded into corporate values to unlock new business opportunities.

TRUEDAN: Bridging Tradition and Sustainability Through Tea

As a market leader in Taiwan’s tea beverage industry, TRUEDAN faces not only fierce competition but also the challenge of integrating sustainability into its supply chain and operations. Chairman Kova Kao acknowledges that carbon emissions in the tea industry primarily stem from raw material sourcing, such as tea leaves and milk production, as well as energy consumption during processing and transportation:

“These factors place pressure on the environment, making it clear that net zero cannot be achieved by brands alone—it requires collaboration across the supply chain and support from the government.”

Understanding that net zero transformation demands fundamental supply chain restructuring, TRUEDAN prioritizes partnerships with suppliers who adhere to sustainable production standards. The company ensures that every cup of tea—from sourcing to the final product—minimizes carbon emissions. Additionally, it actively promotes government-led initiatives, such as reducing plastic use and encouraging customers to bring reusable cups. “While these measures increase costs, they align with our brand values and raise consumer awareness of sustainability.”

Digital transformation has also been a breakthrough for TRUEDAN. Through TDEA’s Net Zero Academy, Kao gained insights into digital tools and industry best practices, leading to a significant upgrade in operational efficiency. “Participating in TDEA helped us realize that digitalization not only improves audit efficiency and data accuracy but also reduces paper waste.” The company has since implemented paperless auditing and digital management systems, greatly reducing its reliance on natural resources.

With TDEA’s support, Kao is more confident in TRUEDAN’s sustainability journey: “We aim to offer not just great tea but also make a tangible positive impact on society and the environment.” TRUEDAN’s approach showcases how sustainability can be integrated into the beverage industry and serves as a valuable reference for other companies.

PROMATE Corp.: Enabling Net Zero Innovation Through Technology

The electronics industry, known for its resource-intensive nature and high carbon emissions, faces the challenge of balancing product innovation with sustainability. Andy Chen, Chief Strategy Officer of PROMATE Corp., acknowledges that PROMATE SOLUTIONS, a subsidiary specializing in electronic manufacturing, operates with limited resources yet must navigate supply chain pressures:

“Many of our upstream suppliers are small and medium-sized enterprises (SMEs) that lack the resources and technical support to engage in carbon auditing or reduction initiatives.”

To address this challenge, Chen applied his learning from TDEA’s Net Zero Academy to develop a carbon auditing tool tailored for SMEs. This tool, first implemented internally, is now being extended to other industries. “Our goal is to provide an affordable and accessible solution, allowing more businesses to participate in sustainable transformation.” The tool not only streamlines carbon data collection and management but also integrates cloud-based analytics for real-time emissions monitoring and optimization.

This innovation has led to cross-industry collaborations. Chen revealed that PROMATE Corp. has partnered with various industries, including DAWUSHAN EGG FARM, to introduce digital energy monitoring and carbon auditing solutions. “For instance, we helped DAWUSHAN EGG FARM implement smart meters for energy monitoring and used our carbon auditing tool to optimize energy efficiency in their production facilities.” These collaborations have expanded the application of PROMATE’s solutions while offering new insights into internal technological advancements.

As a participant in TDEA’s Net Zero Academy, Chen emphasized the role of TDEA in facilitating resource-sharing and knowledge exchange: “TDEA connected us with experts across industries and inspired the development of our carbon auditing tool.” By staying informed on the latest sustainability trends and practical applications, PROMATE Corp. has strengthened its market competitiveness.”Achieving net zero is a long-term journey, but one worth pursuing.” Chen believes that by leveraging digital technology, companies can not only meet sustainability goals but also unlock greater market potential. He hopes that PROMATE Corp.’s efforts will serve as an industry benchmark, encouraging more businesses to embark on the path toward net zero.

DAWUSHAN EGG FARM: Redefining Sustainability in Livestock Farming

For the livestock industry, net zero transformation presents unique challenges. Ivan Wei, COO of DAWUSHAN EGG FARM, acknowledges the industry’s inherent limitations: “Our biggest challenge is how to reduce carbon emissions while maintaining animal health and production efficiency.” For example, essential feed ingredients such as corn and soybeans are sourced from the US and Europe, and long-distance transportation significantly contributes to carbon emissions—an issue beyond the control of local farms.

To address these challenges, DAWUSHAN EGG FARM has implemented a range of innovative measures. First, it has adopted recyclable packaging materials, replacing conventional plastic with FSC-certified eco-friendly alternatives. Second, it focuses on precision nutrition, optimizing feed formulas to ensure maximum output with minimal resource consumption. “This is a long-term process, but every small step helps reduce our carbon footprint.”

Additionally, DAWUSHAN EGG FARM has embraced digital solutions to enhance energy management and production efficiency. By integrating smart meters, the company can monitor energy consumption in real time and identify inefficiencies. “With data-driven monitoring, we can optimize energy usage and minimize waste.” Moreover, the farm has collaborated with AI technology firms to enhance production forecasting, achieving 96% accuracy in supply planning—significantly improving resource allocation and sustainability.”Net zero is not just an environmental necessity; it is a key strategy for staying competitive.” Wei believes that through data-driven solutions and industry collaboration, DAWUSHAN EGG FARM is redefining the possibilities of sustainable livestock farming. He hopes that more industry players will join the net zero movement to drive Taiwan’s agricultural sector toward a more sustainable future.

Net Zero: A Path to Business Growth and Sustainability

Net zero has evolved from an environmental initiative into a driving force for global industry transformation and lifestyle innovation. On the path to a sustainable future, TDEA plays a crucial role in providing business leaders with opportunities for in-depth learning, cross-industry collaboration, and resource integration. Through its Net Zero Academy, entrepreneurs from various industries are pioneering innovative approaches to accelerate the transition toward net zero.

Kova Kao, Chairman of TRUEDAN, emphasizes that achieving net zero requires not only internal corporate reforms but also strong policy support. Government subsidies for eco-friendly packaging and plastic reduction initiatives could help businesses ease cost pressures while making net zero a more accessible goal for consumers. “Our aim is to ensure that every cup of tea embodies sustainability while encouraging more consumers to take part in this green revolution.” Kao believes net zero is not just an environmental commitment but a reflection of brand innovation and future competitiveness.

Andy Chen, Chief Strategy Officer of PROMATE Corp., approaches net zero transformation from within the company, integrating digital technology with sustainability reporting to attract young talent. He believes making sustainability engaging and meaningful is key to both internal cultural transformation and external market influence. “We want our employees to recognize the value of sustainability while using tangible results to convince more industries to join the net zero movement.” Through the cross-industry insights gained at TDEA, PROMATE Corp. successfully expanded its carbon auditing tool beyond the electronics sector, achieving a win-win for sustainability and business growth.

For Ivan Wei, COO of DAWUSHAN EGG FARM, education and advocacy are essential in advancing the net zero agenda. He notes that many SMEs still misunderstand ESG, but knowledge-sharing and cross-industry exchanges at TDEA are helping break down these barriers. By adopting smart meters and energy monitoring systems, DAWUSHAN EGG FARM has significantly reduced operational costs while making sustainability a practical reality. “Net zero transformation requires attention to every detail, and by leveraging innovation and data, we can drive industry progress while delivering long-term benefits to both consumers and the environment.”

Looking ahead, as net zero principles become deeply embedded in corporate operations and everyday life, TDEA will continue serving as a bridge between businesses, knowledge, technology, and real-world application. The three business leaders unanimously agree:

“Net zero is not just an environmental goal—it is an exceptional opportunity for companies to unlock new business prospects and enhance global competitiveness.”

With the support of TDEA, they are leading their industries into a new era where net zero is the foundation and sustainability is the future. They look forward to more businesses joining the movement to create a future that balances environmental responsibility with economic value.

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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.

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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“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.

At the beginning of 2024, the global situation continues to be fluid and unpredictable, with market fluctuations caused by economic changes, as well as various risks and opportunities brought about by technological innovation and political uncertainty. This has caused many next-generation entrepreneurs and startup leaders, who are facing succession issues, to furrow their brows deeply when thinking about their next steps.

“Stop overthinking! Just go for it,” said Tsai I-Chien, the former Deputy Executive Secretary of Taiwan’s National Development Fund, in an interview with 《The Icons》:

“Walk with your eyes open! Better to take small steps than to stop.” Tsai I-Chien, affectionately known as “Director” by young entrepreneurs, said with a smile.

Tsai I-Chien’s nickname “Director” originates from the “Director of S.H.I.E.L.D.” in Marvel movies, a well-known figure around the world who leads and inspires heroes from various fields in films and television series. This includes the Norse god of thunder, a genius billionaire, the king of Wakanda, the Sorcerer Supreme, and others, working together to eliminate all elements that destabilize the world, ensuring peace on Earth and a future for humanity.

For decades, Tsai I-Chien, the “Director”, has been dedicated to integrating resources both domestically and internationally. Using his influence, he has also assembled young entrepreneurs into a formidable “superhero team” to collectively address the challenges of the era, enabling numerous businesses to evolve and turn the page through successive challenges.

Eight Generations Unite to Face Transformation: Everyone Must Join Forces

“The political and economic landscape is constantly shifting, making it increasingly difficult to establish new factories, and family businesses can no longer rely solely on the traditions of the past 50 years to sustain themselves. What businesses need is continuous innovation; ‘transformation’ is the key to survival,” Tsai I-Chien emphasizes, pointing out that we are in a unique era requiring extensive cross-generational communication:

“This moment in time is truly special. You can see people from eight different generations participating in the corporate ecosystem at the same time. These individuals are inevitably faced with the challenge of ‘transformation’ and even joining in this revolution together. If these people do not become ‘one team’, it will undoubtedly be more difficult.”

Tsai I-Chien particularly points out that entrepreneurs need to understand how to integrate resources with one another, while also keeping a keen eye on technological advancements to innovate and adapt at all times. He uses the United States as an analogy: “The reason the United States has been able to create a successful economy is because of its continuous cultivation of new industries, creating and developing new opportunities. From the internet to electric vehicles, it’s impossible for a single company or industry to succeed on its own. This must include the entire industrial chain, from top to bottom and bottom to top, embracing an open and innovative mindset. By fostering a mindset of investing in the future to drive the entire ecosystem, everyone can succeed in transformation together, and the era can turn the page beautifully.”

Tsai I-Chien: “Steady Small Steps Forward” – The Indisputable Path to Sustainable Transformation

When discussing transformation, Tsai I-Chien specifically reminds businesses to recall the “Who Cares Wins” report jointly released by the United Nations and the Swiss Government in 2004. The report advocates for capital markets to incorporate environmental protection, social responsibility, and corporate governance (ESG) into their investment criteria, thereby pushing companies towards sustainable development. However, while simplifying complex issues into scores or ratings can indeed accelerate the promotion of these ideals, without robust policies and strategic corporate actions, it may merely end up as a comforting slogan:

“Businesses that excel in ESG can not only win the favor of current consumers but also become a source of strength for each other in the collective revolution towards ‘transformation’. And when it comes to taking concrete steps, the concept I often share with everyone is ‘steady small steps forward’.”

Tsai I-Chien says that choosing to take one large step at a time may not effectively break through the “generational threshold”. Therefore, whether it’s succession issues, transformation challenges, or young entrepreneurship, it is not advisable to act hastily when facing challenges, but rather to first determine the direction. He uses a famous quote from Einstein to metaphorize the wisdom of “steady small steps forward”:

“If I had an hour to solve a problem, I would spend 59 minutes defining the problem and one minute solving it.”

He emphasizes that although it involves “steady small steps forward”, it still starts with setting a clear overarching goal, then gradually adjusting and achieving it, and continuously exploring the correctness of the direction through the process. In other words, the first step in solving a problem is to identify the essence of the problem, rather than rushing to find a solution.

“I also want to remind you not to think that simply moving forward is enough. As you progress, you must continuously learn and arm yourself with new weapons, including finance, law, and merger tools. Always think about how to expand into new markets. Never let yourself stop, keep yourself in a flexible state, embracing constantly updated knowledge and skills. This way, your progress is genuine!”

Aligning Corporate and National Goals: A Shortcut to Sustainable Transformation

Tsai I-Chien also reminds us that when talking about transformation, or facing any unknown challenges or opportunities, one key to a company’s longevity is aligning with national goals, while also focusing on both the present and future.

“Companies have their own perspectives, and policies have their own scopes. Entrepreneurs must have a keen sense of current affairs, not only to be clear about their immediate steps but also to understand and predict future development trends, thus allowing for early planning and flexible response. In this regard, the Taiwan Digital Enterprises Association provides a great support platform, enabling the new generation of entrepreneurs to bolster each other in their journey towards the future.”

Tsai I-Chien likens the Taiwan Digital Enterprises Association to a catalyst, not only fostering co-creation, co-learning, and co-winning among businesses and entrepreneurs but also making commitments to the next generation and creating international connections. This enables businesses undergoing transformation, like the well-known TSMC and, in recent years, industries such as biotech and green energy, to develop rapidly by following major trends.

“If the previous generation has achieved results, then it is time to wholeheartedly empower the next generation with opportunities and stages!” What new chapters will Tsai I-Chien, the “Director” in everyone’s hearts, and his “superhero team” write? Let’s wait and see.

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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“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.

Kevin Wu, CEO of Nice Garden Industrial and director of the Taiwan Digital Enterprise Association (TDEA), discussed the challenges of the livestock industry in sustainable transformation during an interview with《The Icons》. He first pointed out the difficulties, including increased environmental costs, continuous market contraction, and factors such as a shortage of manpower. Inheritability in this industry is not easy, especially when the outlook for the livestock industry in Taiwan is generally pessimistic. Even with government subsidies and the willingness of operators to change, they still face various problems.”

“Despite the numerous challenges facing the livestock industry, Kevin Wu believes that crises can also be opportunities. In 2010, he firmly decided that his company must take a different path, moving towards branding and digitization, to create new value to counteract the gloomy prospects of the livestock industry.”

“Kevin Wu’s unconventional thinking at that time seemed ‘strange’ to his peers in the livestock industry. Looking back, his ‘out-of-the-box’ ideas demonstrated forward-thinking. Digital transformation is now a prevalent trend in various industries, and Kevin Wu’s team has long been taking careful and practical steps, becoming pioneers in the industry.”

“I often ask the team, and even myself, ‘Is this the only way?’ and ‘What else can be done?’ Our company started as an agent for animal nutrition products, mainly for domestic consumption. Still, it became the first to achieve EU standards for a nutrition product processing plant. We also plan to submit a sustainability report soon. Even though we are not a publicly traded company and currently mainly focus on domestic sales, I believe these efforts are worthwhile. It’s not just about fostering corporate culture but also adapting to future trends, allowing us to pave a longer path forward.”

“Kevin Wu said that since he took over, he has believed in one thing – whether it’s ‘digital transformation’ or ‘zero-carbon transformation,’ as long as he believes in something and puts in full effort to move forward in various ways, it can be achieved: ‘Because innovation and change are the only survival rules!”

Love for Food and Innovation Leading Nice Garden’s Transformation

Founded in 1984, Nice Garden Industrial has been in operation for precisely forty years, primarily focusing on the sale of animal nutrition products such as vitamins, organic minerals, and probiotics. Kevin Wu recalled that, starting from his academic pursuits, he experienced life in various places such as Canada, the United States, and Japan. He cultivated habits of observing different dietary cultures and related industries. After obtaining a dual bachelor’s degree in Economics and International Relations from The Johns Hopkins University in the United States and a master’s degree in International Business Management from Waseda University in Japan, he returned to Taiwan to take over the family business.

Upon taking the reins, Kevin Wu began advocating for supply chain integration, establishing meat cutting factories and breeding facilities. He also founded the collaborative craftsman brand “CHOHO” (Chinese: 究好豬).

“In fact, there was no specific grooming of a successor in the family, but I always had a passion for biology from a young age. I was also very interested in ‘eating,’ and coincidentally, I combined my interests with my profession, thinking about whether I could cultivate the livestock industry in a different way.” Kevin Wu, who loves exploring different culinary cultures worldwide, experiencing diverse eating habits and styles, and befriending chefs from various countries, integrated his interests into the management of the livestock industry. His team’s creativity ultimately led to the development of innovative ways of consuming pork, such as “Oyster Meat,” “Secerto,” and “Ribeye Strip,” providing consumers with a richer dining experience and catching the attention of various sectors.

In addition to innovating in management methods, Kevin Wu brought innovative thinking to Nice Garden Industrial, initiating internal digital transformation. “Compared to industrial products, biological products are more challenging to observe. For example, in pig farming, determining whether pigs are growing well can be subjective. Through digitized records, we can provide management with objective data.”

Especially under the threats of diseases such as swine fever or avian influenza, maintaining biosecurity measures has become more critical. To reduce contact between humans and animals, many farms have transitioned to enclosed spaces to prevent disease spread, making it challenging to observe the animals’ growth process.

“With the assistance of digital tools, we can collect data such as body size, sound, body temperature, or provide early notifications when risks arise.” Despite the evident benefits of digital tools in measurement, Kevin Wu emphasized the importance of extensive communication within the company. “When it comes to digitization, simpler approaches include implementing ERP systems in pig farms, which many operators have begun to do. The more complex ones may require a complete redesign of the entire field, along with training related personnel. I need to make everyone understand from the perspective of efficiency and performance improvement that without significant investment, it is challenging to achieve these new changes.”

Since the initial determination to undergo transformation, Kevin Wu has considered communication as one of the most crucial tasks. Starting with communication with his father, Chairman Kunmin Wu, who is a passionate livestock farmer, he gradually gained an understanding of why the transformation was imperative. Through communication with his father, he also realized the importance of conveying values. Subsequent communication with directors and internal partners went smoothly. “I consider myself relatively fortunate because most of the company’s shareholders have a background in the livestock industry, share consensus on the prospects of market contraction, and thus ultimately understand the necessity of transformation.”

“However, this may not be the case for other industries. Even with government subsidies, when they need to invest millions, they may not know how long it will take to recoup the investment. Most individual households are hesitant. Although digital transformation is evident now, many in the livestock industry are still observing.” As a director of the Taiwan Digital Enterprise Association, Kevin Wu emphasized that this is where the association can exert influence. By gathering collective efforts and facing various challenges in transformation together, everyone can join hands to unlock the obstacles.

The Sustainable Paradigm of Taiwanese Meat: “CHOHO”

“While I may not be considered a second-generation pig farmer, I still closely monitor the related industries within this sector,” said Kevin Wu, as he confidently shared the founding purpose of the “CHOHO” brand. He believed that he could integrate the pork-related supply chain and even expand into other meat products, transforming “CHOHO” into an overall concept of excellence, becoming Taiwan’s premium meat brand, and providing consumers with high-quality and diverse CHOHOs.

“With the trend of rising costs in various aspects, seeking profits at the expense of everything else is ultimately a dead end. I believe that Taiwan’s food industry must rely on brand strength and fight collectively to ensure long-term success,” said Kevin Wu. He chose to start with pork, even though it has the most complex production and distribution chain and is challenging to trace, because it is the meat that Taiwanese people consume the most.

“Given that the short-term trend in Taiwan is still primarily focused on domestic consumption of pork, maintaining competitiveness and ensuring sustainable development are vital issues,” explained Kevin Wu. Rather than simply cutting costs, he wanted to take a different approach. He believed that the competitiveness of individual pig farmers was limited, given the predominance of small-scale operations in the swine industry. However, by bringing together a group of pig farmers, they could collectively negotiate better terms for sourcing raw materials upstream and pricing negotiations downstream, thereby gaining a competitive edge.

Kevin Wu emphasized that especially after Taiwan experienced food safety crises like the importation of U.S. pork containing ractopamine, traceability of pork has become crucial for consumers. “CHOHO,” as a collaborative brand of artisans, not only provides a complete production and distribution history but also ensures quality control over pork. This includes a comprehensive grading mechanism and scientific farming practices, establishing standardized norms for pork. This guarantees that regardless of the source of the pork, as long as it carries the “CHOHO” label, consumers can enjoy a sense of security and satisfaction.

Kevin Wu: Transformation Is More Effective When Done Together

Kevin Wu is currently a director of the Taiwan Digital Enterprise Association. His most significant takeaway from participating in “Zero Carbon University” was the journey from “digital transformation” to “zero carbon transformation.” Through a series of courses, he learned to establish and implement a comprehensive value system, allowing his company to continually upgrade and iterate.

“Transformation is definitely more effective when done together as a group. Even after graduating from Zero Carbon University, participants and mentors continue to interact actively. Many mentors, specializing in various fields, have become key communication bridges within the company. The mentors in the Taiwan Digital Enterprise Association are individuals with extensive practical experience in specific industries and significant social influence. For the next generation of business leaders, they often play a crucial role in facilitating communication with senior management or shareholders.”

Bringing back the innovative thinking learned through the Taiwan Digital Enterprise Association’s collaborative learning, Kevin Wu continues to cultivate his company on the path of transformation. “With 40 years of experience, we can provide consulting services for pig farmers, which is relatively uncommon in the livestock industry. This includes addressing nutrition, management, and even digital transformation issues. In other words, we are no longer just product-oriented but also offer knowledge services.”

Simultaneously, the data collected through digital tools has laid a strong foundation for Nice Garden’s sustainable transformation. This also includes Kevin Wu’s hope that, through the brand influence of “CHOHO,” they can assist pig farmers in enhancing pork quality, contributing to the discussion of sustainable development.

Lastly, Kevin Wu touches upon the topic of fresh companion animal food. “Nowadays, companion animal ownership is becoming increasingly common, and we want to take care of companion animals as well. In addition to the commonly known pet food and canned food, we also plan to provide top-quality meat options for companion animals.”

Kevin Wu, who enjoys seeking novelty and change, is currently writing his own sustainability story at the forefront of the industry. In his view, the concept of sustainability also includes working together with consumers for mutual benefit.

“In the past, we primarily collaborated with restaurants. From now on, I hope to communicate more with consumers. For example, our products are not only available at Sainte Co. and Mia C’ Bon but also through e-commerce, especially during the pandemic. We aim to expand the ‘CHOHO Lifestyle Circle,’ providing more content and interaction related to agriculture and food to engage consumers.” In addition to this, under Kevin Wu’s leadership, Nice Garden Industrial even tried to partner with GQ to organize camping events.

“Isn’t it a bit surprising?” Kevin Wu chuckled. “And camping won’t be a one-time event. I welcome everyone to follow Nice Garden. Next time, we’ll have the opportunity to sit by the campfire, share stories, and enjoy pork together. I’ll show you that we are not just ‘selling pork.’ We hope to create a healthier and more tasteful lifestyle through ‘eating’ together with you. Of course, I’ll let you experience the delicious taste of Taiwan’s top-quality meat selection, ‘CHOHO,’ first!”

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 Advancing Sustainable Transformation in Livestock Farming Ahead of Time! CEO of Nice Garden Industrial and Director of Taiwan Digital Enterprise Association, Kevin Wu: Innovation and Adaptation Are the Only Survival Rules! first appeared on The Icons.