本論文C銀行於銀行業深耕五十年，是國內民營銀行系統性重要銀行（D-SIBs）之一，在台灣金融市場佔有一席之地。在數位金融科技浪潮下，許多金融業務將被自動化、網路化取代，銀行的型態也跟以往有所不同，分行的經營型態出現轉變，不再只是以全客群為導向，被動等待顧客上門的據點，而分行人員將由房貸放款AO轉為客戶服務專員與諮詢協助專員。C銀行面臨金管會對國銀資本適足率的監理及《銀行法》第72-2條不動產放款限額的困境，訂定單一RM戰略目標，積極採取人員轉型，將放款業務人員轉型為全方位理財(單一RM)業務及行銷人員(PS)，重新建立KPI辦法並重視階段式績效獎酬制度，讓員工更有適應期間及目標分段落實達成，並將分行業務銷售模式改變為以增加VIP客群、商品持有數往來及增加手續費為主的業務。變革過程中數度遭遇行員不認同及抗拒，經由主管單位不斷舉行溝通協調說明會及更改KPI考核辦法，員工逐漸凝聚向心力，最終創造高績效表現及有效利用不動產放款限額。本個案以哈佛式個案撰寫，論文包括個案內容和教師教學指引手冊兩部分，透過教師引導以個案為實例探討，透過本論文可了解π型人才的特質及員工專業能力的調整、關鍵性指標的特點及原則、績效薪酬的設計並如何與關鍵性指標連結、敏捷型組織的特徵及企業如應用敏捷管理四大原則與五大做法。

This thesis presents a Harvard-style case study of a Taiwanese private bank that has been deeply rooted in the banking industry for fifty years and is designated as one of the domestic systemically important banks (D-SIBs). The bank holds a notable position in Taiwan’s financial market. Amid the wave of digital fintech, many banking services are being automated and moved online, reshaping the traditional banking model. Branch operations have shifted away from a broad, walk-in customer orientation; instead, branch staff are transitioning from mortgage lending account officers (AOs) to customer service specialists and advisory support specialists.
Facing supervisory requirements from the Financial Supervisory Commission (FSC) on capital adequacy for domestic banks and constraints under Article 72-2 of the Banking Act on real-estate lending quotas, the bank set a strategic goal to adopt a “single RM” model. It proactively pursued workforce transformation by converting lending personnel into holistic wealth-management relationship managers (single RM) and sales/marketing personnel (PS). The bank rebuilt its KPI system and emphasized a phased performance-based compensation scheme, allowing employees a period of adaptation and staged goal attainment. It also revamped the branch sales model to focus on expanding the VIP customer base, increasing the number of products held per customer and overall relationship depth, and boosting fee income.
During the transformation, employees initially showed disagreement and resistance. Through repeated communication and coordination meetings led by the competent units, as well as adjustments to the KPI evaluation methods, staff gradually developed a shared sense of purpose. Ultimately, the bank achieved high performance and made effective use of the real-estate lending quota.
This case study is written in Harvard case format and comprises two parts: the case narrative and an instructor’s teaching note. Guided by instructors using the case as a real-world example, readers can understand the characteristics of π-shaped talent and the adjustment of employees’ professional capabilities; the features and principles of key performance indicators; the design of performance-based compensation and how to link it to KPIs; the traits of agile organizations; and how firms can apply the four principles and five practices of agile management.

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