企業追求永續經營、追求持續成長，改革、創新是必須經過的歷程。無論傳統產業或高科技產業，能持續具備競爭力就是好的產業。而具備競爭力，就必須與時俱進”轉型”。傳統化工業正面臨 : 服務客製化，重視客戶需求，持續創新並創造下一個明星產品、注重全球氣候暖化與變遷環保的議題(ESG)、注重RBA，Labor（人權）、商業道德、E化的管理系統、供應鏈管理等等，這一切更包括思想、文化、流程的變革。所有的改變，人都是關鍵，我們看到：傳統產業師徒制度(如何系統化複製技術人才)、出生率持續低迷，生不如死(人少將走向精兵化、自動化)、地緣政治下，企業被迫全球設廠，外移後全球人才布局培養(國際化人才)等等，人的轉動是成功與否的關鍵重要角色。本研究探討台灣傳統產業如何以獨特的運作模式，配合公司經營管理策略，協助公司維持競爭力並能達到永續經營的目標。傳統化工工廠的轉型，如何從組織策略到執行運作，從企業的角度，看其中窒礙難行的地方與最終如何解決，及未來的轉型方向建議。並建立能讓企業永續發展的制度。而在運作這些計畫下，其發現
 技術起家，並專注在本業設備與技術的投資，而發展與壯大，大都是從產品、市場，帶動內部轉動，轉型。
 與時俱進，靈活調整的組織。領導者能隨時依據公司策略、市場需求等等，最適化與快速的調整組織團隊，讓企業能跟上市場需求速度的轉型。
 在轉型過程中，領導者佔有關鍵角色，轉動是最困難的，領導者必須要以身作則，帶頭做，並要有持之以恆的決心。團隊成員也相當重要，當有人往後拉扯，負面能量將會讓轉型效率大幅降低。
 代工到創立自有品牌，等同組織變革，觀念需重整。這些問題並非無法解決，除了要內部充分溝通，亦可以透過外部專業顧問或業界人才導入，將品牌化的目標傳達到各個部門。
 轉型的過程，充分的溝通，讓所有員工清楚明瞭公司未來發展、策略及執行方式。同心、共同理念，將會讓轉型更加順利。
 人力資源管理與發展，轉型過程應協助員工成長(培訓)成為公司需要的人才，並協助其生涯規劃，給予願意跟隨的員工機會、也必須調整或汰除不願意跟隨的員工。
 傳統產業&家族企業，常常會是一言堂，老闆說的”算”，是否也養成了找聽話的人，相對養成大家不說話，凡事問老闆。造成老闆大事小事都要處理，造成員工是否承擔責任的問題。
 傳統產業的特色，多為師徒制，SOP撰寫、知識管理的觀念較薄弱，呈現出組織必須依賴有經驗的員工，若有經驗的員工未有效傳承，即會產生更多不必要的嘗試出錯成本。

Companies strive for sustainable operation and continuous growth, and reform and innovation are necessary processes. Whether it’s traditional industries or high-tech industries, those that can maintain competitiveness are good industries. To be competitive, it is necessary to “transform” with the times. The traditional chemical industry is facing: service customization, paying attention to customer needs, continuous innovation and creating the next star product, focusing on global climate warming and environmental protection issues (ESG), focusing on RBA, Labor (human rights), business ethics, E-management system, supply chain management, etc., all of which include changes in thought, culture, and process. All changes, people are the key, we see: the traditional industry apprenticeship system (how to systematically replicate technical talents), the birth rate continues to be low, it is better to die than to live (few people will move towards elite soldiers, automation), under geopolitics, companies are forced to set up factories globally, After moving out, the global talent layout and cultivation (international talents), etc., the rotation of people is a key important role for success or failure. This study explores how Taiwan’s traditional industries can use unique operating models, cooperate with corporate management strategies, assist companies in maintaining competitiveness and achieve the goal of sustainable operation. The transformation of traditional chemical plants, how to go from organizational strategy to execution, from the perspective of the enterprise, look at the difficult places and how to finally solve it, and suggestions for future transformation directions. And establish a system that allows companies to develop sustainably. And in the operation of these plans, it was found
 Start with technology and focus on investment in own equipment and technology, and develop and grow, mostly from products, markets, drive internal rotation, and transform.
 Keep up with the times, flexible organization. Leaders can optimize and quickly adjust the organization team at any time according to company strategy, market demand, etc., so that the company can keep up with the speed of market demand transformation.
 During the transformation process, leaders play a key role, and rotation is the most difficult. Leaders must lead by example, take the lead, and have perseverance. Team members are also very important. When someone pulls back, negative energy will greatly reduce the efficiency of transformation.
 From OEM to creating its own brand; equivalent to organizational change, the concept needs to be reorganized. These problems are not insoluble. In addition to full internal communication, external professional consultants or industry talents can be introduced to convey the goal of branding to various departments.
 During the transformation process, full communication, so that all employees clearly understand the company’s future development, strategy and execution methods. Unity and common ideals will make the transformation smoother.
 Human resource management and development, the transformation process should help employees grow (training) into the talents needed by the company, and assist in their career planning, give opportunities to employees who are willing to follow, and must adjust or eliminate employees who are unwilling to follow.
 Traditional + family business, often a one-man show, the boss has the final say, whether it also raises obedient people, relatively raises everyone not to speak, ask the boss everything. Causing the boss to deal with big and small things, causing the problem of whether employees take responsibility.
 The characteristics of traditional industries, mostly apprenticeships, SOP writing, knowledge management concepts are weaker, showing that the organization must rely on experienced employees, if experienced employees have not effectively inherited, they will produce more unnecessary trial and error costs.

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