6th NexTech Academy Cohort – North, Class A

Overview

Growth depends less on market opportunity than on a stable operating and management system. The course brings in AI tools and management methods to turn experience into systems and lift team and organizational performance.

Syllabus

L1 Finding the bottlenecks; L2 AI-driven decisions and operating dashboards; L3 Recruitment and organizational systems; L4 Knowledge management and process standards; L5 A sales conversion model; L6 Brand strategy and marketing systems; L7 Transformation showcase.

Instructor

The instructor has long worked in management consulting and talent development, focusing on organizational development, team leadership and business management, using real cases and coaching to improve how companies operate.

Who it is for

SME owners, second-generation successors, managers and core staff, and company teams that want to build management and operating systems.

Who it is for, and the problem it addresses

Northern Class A is the operations-and-management strand of the sixth N-Generation Co-learning Programme. It is written for owners of small and medium-sized companies, second-generation successors, managers and core staff. The situation it addresses is common: the company has customers and a market, but order handling, hand-overs and decisions depend on a few experienced people, and growth exposes the gaps.

The course does not start from a single tool. It begins with a diagnosis of where growth is actually constrained, then adds operating indicators, talent systems, standard processes and a sales model in turn. The aim is a company whose operation no longer depends on individuals, and can be recorded, taught and repeated.

How the seven sessions fit together

The seven sessions fall into three parts. Sessions 1 and 2 establish the current position: find the management bottlenecks, then use AI and data to build an operating dashboard so that indicators replace impressions. Sessions 3 and 4 build internal systems: recruitment, organisation, knowledge management and process standardisation. In practice this means turning the owner's habits into documents a team can follow.

Sessions 5 and 6 look outwards, at a closing model for sales and at brand and marketing systems. Session 7 is a presentation of each company's transformation results. The order is deliberate. Internal systems come before outward marketing, because more customers will only magnify confusion if processes are not yet standard.

The outputs also feed forward. The bottlenecks found in Session 1 decide which indicators the dashboard in Session 2 should track, and the roles and rules defined in Session 3 decide which processes to standardise first in Session 4. A participant who skips sessions will lack inputs for later exercises, which is worth weighing before registering.

What participants should prepare

The course meets once a month from April to October, from 10:00 to 15:00, at the Soaring Humanities Hall in Zhongzheng District, Taipei. Because sessions are about a month apart, participants should bring their organisation chart, main business processes and current revenue and headcount figures, so that each session can work on real data.

Owners are encouraged to bring a core manager. Systems only take hold if someone inside the company drives them, and an owner who attends alone often cannot do so. The source gives no figures for places or attendance rules, so these follow the registration page.

What participants take away

By the end, a company should have a set of operating indicators it can keep tracking, an initial set of standard procedures and a knowledge-management structure, adjustments to recruitment and responsibilities, and the results it presents in the final session. All of these are built from the participant's own data. The course supplies method and peer review.

The instructor, Chang Chih-cheng, is general manager of Chicheng Management Consulting (啟程管理顧問有限公司). He has worked for many years in management consulting and training, and leads discussion through case studies and coaching. The emphasis is on helping a team develop its own way of working, not on handing over a ready-made template.

The monthly rhythm leaves time between sessions for real trials. Back at work, a participant can pick one department or one process, try the new indicators and standards, and bring the problems that arise to the next session. This tends to work better than hearing everything in one block.

How it connects to other TINAI resources

The Taiwan Industrial Network of Alliances for Investment (TINAI) was initiated by the National Innovation and Entrepreneurship Association, R.O.C. The N-Generation programme is one of its development offerings. A company that finds during the course that it needs outside technology, systems or advisers can look at the digital alliance page for partners, or describe the situation on the opportunities page.

The same series includes Northern Class B, the workplace AI class and classes in the south, centre and Kaohsiung. Topics differ. Class A concentrates on operating systems and Class B on customer management and CRM, so a company can choose by its most pressing problem.