文章中首先指出大環境的快速變遷，一個全國性的企業贊助型基金會如何在有限的生命週期內，發揮自身的優勢條件，採取最適當的策略，精確的在公益領域中找到最適合自己條件的「定位」。定位是組織核心的工作，決定組織未來發展方向，基金會歷經八年的海外義診過程，組織的發展遇到了瓶頸，為了永續的發展，無論是組織的型態，運作模式，規模經濟，範疇經濟都需要重新的調整「定位」。本章從研究背景，動機，目的探討都是繞著找出一個永續發展的新定位主題在論述。
第二章是討論義診的現況與在柬埔寨從事義診所遇到的困難，解決方案，與適應性的評估等，其中的重點是在反思的部份，這是八年來經驗的心得檢討，也說明了我們為何要調整定位的原因，2006年諾貝爾和平獎得主尤努斯說 :「慈善事業無法解決貧窮問題，卻讓我們逃避去擔心窮人的責任，它有時會蒙蔽我們的良知。」這段話很值得我們深自檢討，也充分的表達了作者寫此章節時的心有戚戚焉。
第三章是一個轉折的章節，組織發展自此由現在式進入將來式，策略議題的分析開始加入，首先陳述組織的發展歷程，從永續經營的多元化發展主題延伸到垂直整合與水平整合二個子策略的運用。在國內、國外不同的時空環境下進行變革來調整組織的定位，改變組織的結構，開拓組織發展的前景。
第四章開始詳述垂直整合策略的內容，將第二章中所提到的義診遇到的問題，用SWOT 分析的方法與BSC的四大構面交叉比對，採用SO, WO, ST策略模式分析出訂定具體需要執行的工作，透過分析，找到關鍵議題與研擬有效對策，應用在日後緬甸的義診中避免重蹈柬埔寨義診的覆轍。
第五章多角化的經營是組織全球化佈局的前奏，以五力分析與Canvas 模式分析法探索這個新興行業的優勢競爭條件為何，找出可行的對策方針。至於在財源的募集策略上，基金會將反守為攻，引進企業的營利模式，抓緊大健康產業的龐大商機，以母集團的財力後盾，加速設置大型長照老人照顧機構，從資本市場上募集財源，以提供基金會永續發展的資金需求。
最終第六章是從一個第三部門的角色對組織的使命做一個全面的檢視，是否基金會有扮演好第三部門的角色，協助政府在經濟，社會，環境三者之間平衡發展上貢獻，創造永續的價值，讓「共好社會」的願景得以早日實現。

The article points out how a national corporate-sponsored foundation exerts its own advantages, adopts the most appropriate strategies, and accurately finds the “position” that is the most suitable for its own conditions within a limited life cycle under the rapid change of the general environment. Positioning is the task of the core organization, determining the future development of the organization. Through eight years of overseas free clinic events, the development of the organization has encountered a bottleneck. For the sake of sustainable development, the formation, operating model, economies of scale, and economies of scope of the foundation require a re-adjusted “position.” The chapter aims at finding a new position for sustainable development, regardless of studying background, motives, or purposes.
Chapter two discusses the current conditions of free clinic events as well as the difficulties that occurred, solutions, and adaptability assessment when providing free clinic events in Cambodia. The reflection part thereof shall serve as the emphasis; as the review and reflection for the eight-year experiences, which also explains the reason that we have to adjust our position. “But charity is no solution to poverty. Charity only perpetuates poverty by taking the initiative away from the poor. Charity allows us to go ahead with our own lives without worrying about the lives of the poor. Charity appeases our consciences,” said Yunus, the Nobel Peace Prize Laureate for 2006. These words are worthy of our deep reflections, and they also fully expressed how the author resonated when writing this chapter.
Chapter three is a turning point; the organization's development enters into the future tense from the present tense with the introduction of analysis for strategic issues. It starts with the description of the organizational development and extends to the utilization of two sub-strategies, vertical integration and horizontal integration, from the diverse development of sustainable operations. It aims to carry out reformation under the different environments at home and abroad to adjust the organization's position, transform the structure of the organization, and expand the outlook of the organizational development.
Chapter four begins to detail the content of the vertical integration strategy, which utilizes SWOT analysis and cross-comparison of the four aspects under BSC for the problems encountered for volunteer medical consultation mentioned in chapter two, adopts SO, WO, and ST strategic models of analysis, and establishes the tasks to be performed. Through analysis, it finds the critical issues and prepares effective counter plans to be applied during the free clinic events in Myanmar, so as to avoid the same problems encountered during the free clinic events in Cambodia.
Chapter five signals that the diversified operation is the prelude to the global layout of the organization. It utilizes the Porter five forces analysis and Canvas model analysis to explore the competitive advantages of the emerging industry and arrives at feasible countermeasures. Regarding fundraising strategies, the foundation will turn the tables on the attackers to introduce the profit-making model of corporates and grasp the enormous business opportunities of the Big Health industry. It will accelerate the setup of long-term care facilities with the funding of its parent company and raises funds from the capital market to provide for the capital needs of the foundation’s sustainable development.
Chapter six presents a comprehensive inspection of the organization’s missions concerning its role as the third sector. It assesses whether the foundation plays its part as a third sector, assists the government in making contributions to the balanced development of the economy, society, and environment, creates sustainable values, and allows the early realization of the “shared community” prospect.

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