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主旨：欲由XXX品牌大使推薦參與 RSG Taipei 2026
Roger Chou
Let the World See Taiwan: This Time, the World Said It for Us
A regional Scrum gathering earned itself a global case study — written not by us, but by Scrum Alliance's own official account, followed by 440,000 people. 221 attendees, a full day of hands-on work, a 9.27 satisfaction score, an NPS of 71 (on a -100 to +100 scale), and 70% of the room at management level or above — the group that gave the highest marks of all. This wasn't the size of the event. It was seven months of preparation, a team of volunteers who were trusted to lead, and the nerve to put "Let the World See Taiwan" on the closing video's opening title. Real scale is never something you claim for yourself — it's something other people choose to say about you.
2026現場即時圖解卡(英文)
RSG Taipei 2026: When Scrum Walks Into the CEO’s Decision Room
Most agile conferences end with a photo album and a vague feeling that "it went well." RSG Taipei 2026 ended with 174 independent surveys and an NPS of 71, with 51.7% of respondents at management level or above — not a coincidence, but the scorecard from the only Regional Scrum Gathering in the world built entirely around “CEO decision-making” as its core positioning. This gathering replaced lectures with facilitation, ticket sales with referrals, and scale with decision-making depth, raising agile’s ceiling from the team to the boardroom. What actually stalls a company was never a shortage of method — it’s whether the decision-maker is willing to lay judgment calls out for the team to see. This article records how the gathering was designed, how far the volunteers pushed self-organization, and the one question behind 174 surveys that every company should be asking itself.
111位主管，一套共同語言：中華電信可能締造全球最大規模的高階主管CSPO紀錄
多數企業推動敏捷，推到團隊那層就停下來，中華電信沒有停。2026年7月，中華電信完成第四梯高階主管CSPO培訓，四梯次、111位總經理、副總與接班梯隊取得國際認證，全程由台灣唯一CST Roger老師（周龍鴻博士）親自授課。這有機會是全球規模最大的企業高階主管CSPO計畫之一。比111更值得關注的是：中華電信正把Product Ownership，變成總經理與接班梯隊共同的領導語言。
3,000 Votes Against 1.5 Million: Taiwan Wins the Only Member-Elected Seat, and Gives the Salary Back
Out of a global electorate of 1.5 million, one Taiwanese candidate won the single member-elected seat on the Scrum Alliance Board of Directors. Taiwan holds roughly 3,000 of those votes — two in a thousand. The interesting part is not the win. It is what the win came with: a seat that expires on December 31, and a full director's salary donated back to the organization on day ten. That was not modesty. It was a control mechanism.
台灣第一班 CAF 敏捷引導師誕生：14 位高階主管同時坐進教室，組織決策能力的新起點
24 位額滿、23 位完訓、14 位高階主管。CAF 在亞洲仍是一門新引進、相對稀缺的引導力認證——台灣第一班 Certified Agile Facilitator（CAF）敏捷引導師，就以這樣的組成在 2026 年 5 月正式結業。這不只是「多了一張認證」。當高階主管願意花兩天坐進教室，重新學習怎麼設計決策、怎麼讓真話進到會議桌上，背後的訊號是：台灣企業正在重新定義領導力。而這正是 RSG Taipei 多年來推動的方向——CAF 第一班，是這條路上的下一個里程碑。
從懂 Scrum 到做得出來——我為何啟動 CAF 培育 CEO 志業
理解 Scrum 是旅程的起點，而非終點。許多 CEO 懂框架卻讓不了組織動起來，根本卡點在於缺乏「引導力」——讓集體思考、共同承諾、相互當責的能力。CAF 補的正是這一層：把高階決策從「我說你做」轉成「集體承諾」。作為台灣唯一、全球第 21 位 CAF 認證講師，我啟動第三個無償志業——一年培育 100 位 CEO 成為引導型領袖，讓策略真的能落地。
讓會議產生行動的力量：Facilitation 引導力的真正價值
在許多企業裡，會議常常變成主管主導、團隊沉默的場景。表面上決策很快，但真正的問題是——決策往往難以落地。這並不只是溝通技巧不足，而是缺乏一種關鍵能力：引導（Facilitation）。
引導的核心，不是主持或控場，而是設計一個讓群體智慧能夠浮現的對話過程。當不同觀點被安全地表達，團隊就能形成真正的共識，並將討論轉化為行動。
在 AI 與高度不確定的時代，組織決策正變得更加複雜。企業競爭力不再只來自技術或速度，而來自團隊是否能快速對齊、共同思考並做出有效決策。越來越多組織開始意識到：Facilitation 正在成為新世代領導者的重要能力。
本文將從組織協作與敏捷實務的角度出發，分享 Google、LEGO、Samsung 等企業如何透過引導設計激發創新，並介紹四種經典的 Facilitation 方法——決策鑽石、1-2-4-All、Open Space 與 Fist of Five。當會議不再只是討論，而是能夠產生行動時，引導的價值就真正出現了。