Week 1–2 · Current-state cartography
We shadow two live exceptions from request to close. Participants map the unofficial chat groups that actually move work. The official RACI is treated as a hypothesis, not a source of truth.
Flagship program
Enterprise Operating Model for Digital Transformation
Twelve weeks, one leadership cohort, three artifacts that survive contact with a live quarter. Informational fee: TWD 740,000 for a cohort of up to eight named participants.
What you leave holding
- ADecision Rights Map. Every recurring digital decision has a single accountable role, a forum, and a time-box. Ambiguous “shared ownership” is written out.
- BFunding Rule. A one-page test for starting, pausing, or stopping work that your finance partner initials. Not a 40-page PMO manual.
- CEvidence Pack. Cycle time, exception volume, and rework on one named process — measured with systems you already run.
Modules
Week 3–4 · Decision Rights Map
Each digital decision is classified: decide, advise, execute, informed. We pressure-test the map against last quarter’s escalations. If a VP still needs to be in every thread, the map is not done.
Week 5–6 · Work systems and forums
We redesign the meeting that currently exists only as a calendar placeholder. Attendance rules, kill-authority, and a written “what we will not discuss here” list.
Week 7–8 · Funding Rule Lab
Finance and delivery sit in the same studio. You write the smallest possible rule that would have stopped a zombie project last year. We run it against two live candidates.
Week 9–10 · Evidence Pack
Pick one process. Pull timestamps from ticketing, ERP, or plant systems. No new dashboard product is required. If the data is rotten, that finding is the deliverable.
Week 11–12 · Cadence lock and board read-out
Two live forums under observation. A 20-minute read-out for the sponsor that does not recycle the vendor’s roadmap language.
Instructor
Hui-Min Tang
Former transformation lead inside a Taipei electronics group, now principal at PageFlow Core. Hui-Min teaches the Decision Rights Map and sits in the Funding Rule Lab. She does not teach slide craft.
Fees (informational)
TWD 740,000 per cohort, invoiced in two instalments. Travel inside Taiwan is included; plant visits outside the Taipei–Taoyuan corridor are quoted separately. This page does not process payment.
Questions we actually get
Can we run this while a systems integrator is still on site?
Yes, and that is the usual case. The studio does not replace the integrator’s build plan. It decides who may change scope when the build plan slips. If your integrator owns the steering pack, expect friction in weeks 3–4; we name that in the kickoff.
Do you certify participants?
No. You receive the three artifacts and a letter describing attendance. We will not issue a badge that implies competence the artifacts do not show.
What is a real limitation of this studio?
It will not fix a sponsor who will not attend the decision forum. If the accountable executive delegates the entire twelve weeks to a PMO analyst, the Decision Rights Map becomes another unread file. We stop the engagement at week 4 in that case and refund according to the refund page.
Is the material in English or Mandarin?
Studio conversation is bilingual as the room needs. Artifacts are written in the language the board already uses for capital requests. We do not translate a 60-page English playbook into Mandarin as a substitute for decisions.
Reviews of this studio
Week 7’s Funding Rule Lab was the first time our controller and the SAP lead used the same words for “pause.” I still think twelve weeks is long for a plant that runs three shifts — we had to protect Friday mornings like a capital outage.
★★★★★Evidence Pack used our existing MES timestamps. No new licence. That alone justified the calendar time.