6th NexTech Academy Cohort – Kaohsiung

Overview

Starting from business diagnosis and value-chain analysis, the course helps owners pinpoint transformation pain points. With OKR and OGSM tools, a vision becomes a measurable digital strategy map, teams build smart thinking, and every transformation decision is backed by data.

Syllabus

L1 Digital transformation strategy: reviewing the current state and defining issues; L2 Trend insight: setting goals and a vision; L3 The SEO traffic battle: mastering the key to digital marketing; L4 Integrating digital transformation solutions: technology assessment in practice; L5 Digital intelligence applications: information extraction and better decisions; L6 Benchmark company visit: on-site insight into implementation; L7 Digital transformation roadmap (1): strategy framework and action plan; L8 Digital transformation roadmap (2): operating plan and showcase.

Instructor

簡龍政, Supervisor of the Taiwan AI Thinking Association; former General Manager of Digiwin; now chief mentor of the NexTech Academy. Specializes in data-driven strategic planning, value-chain analysis and business management. Draws on extensive hands-on experience to help companies map out their business, carry out digital and smart transformation and grow.

Who it is for

SME owners who want precise management through digitization and a breakthrough in transformation; second-generation successors and professional managers building a new management system, with data-driven transformation and succession; mid- and senior managers and core staff who drive organizational transformation and need cross-department collaboration; company teams that want to introduce AI tools, tune digital marketing processes and produce a concrete action blueprint.

Character and audience

The Kaohsiung class is based at the Asia New Bay Area start-up hub in Qianzhen District. It begins with a business diagnosis and value-chain analysis to help owners identify transformation pain points. It is for owners of small and medium-sized companies, second-generation successors and professional managers, senior staff who lead change, and teams preparing to adopt AI tools.

Where the Tainan class stresses team consensus, Kaohsiung centres on data-backed decisions. Management vision is turned into a quantified digital strategy map through OKR and OGSM, so that each step has evidence behind it and the plan does not become a string of unrelated projects.

A value-chain perspective

The instructor, Chien Lung-cheng, is a supervisor of the Taiwan AI Mindset Association and a former general manager of Digiwin. He is head mentor at the N-Generation Academy, with expertise in data-driven strategic planning, value-chain analysis and business management.

Value-chain analysis shows which stage, from purchasing and production to sales and service, creates most of the profit and which carries most cost, before deciding the order of digital investment. When resources are limited, deciding where to start matters more than deciding how.

OKR and OGSM are used in the course to break a vision into goals and strategies that can be checked. For example, a goal of raising enquiry conversion is broken down into traffic sources, content and tracking indicators, so that each line of the action table maps to a number.

How eight sessions build a strategy map

Sessions 1 and 2 take stock of the present and set goals. Session 3 on SEO focuses on digital marketing, and Sessions 4 and 5 assess technical options and integrate information to give a basis for judgement. These five sessions supply the inputs for the map: position, goals, traffic and technical conditions.

Session 6 visits a benchmark company so participants see digital work in operation. Sessions 7 and 8 are the blueprint: first the strategic framework and action plan, then the operating plan and presentation. In Kaohsiung the blueprint is checked against the Session 1 value-chain review, to test whether each action lands at a high-value stage.

Schedule, venue and preparation

The class runs from May to October, with one or two sessions a month, 13:00 to 17:00, on the 3rd floor of 25 Chenggong 2nd Road, Qianzhen District, Kaohsiung. The source gives no itinerary or dates for the company visit, so these follow the organiser's announcements.

Participants should gather three items beforehand: revenue and gross margin of the main products or services over the past three years, the main flow from purchasing to delivery, and existing sales and customer data. With these, the value-chain review rests on figures instead of impressions.

The benchmark visit is a key element of the Kaohsiung class. Participants observe how peers fit digital tools into real processes, then compare their own blueprints: which steps can be borrowed directly and which must be scaled to their size. This discussion tends to be the most concrete, and it often changes the order of actions in the final plan.

Link to TINAI resources

The Taiwan Industrial Network of Alliances for Investment (TINAI) was initiated by the National Innovation and Entrepreneurship Association, R.O.C. Once the blueprint is complete, participants who need outside technology or services can read the digital alliance page for partners and list their prioritised needs on the opportunities page.

The Tainan and central classes use the same syllabus. Kaohsiung differs in instructor, venue and its value-chain and data-led facilitation. Choose by company location and preferred method.

The Kaohsiung class belongs to the same regional group as Tainan and the central classes, with an identical syllabus. If a company already suspects its bottleneck lies in cost structure or sources of profit, the value-chain starting point in Kaohsiung usually locates the issue in a specific stage faster.