在過去的幾十年中，管理方式並未發生重大變化。但是，外部環境、相關利害關係人、企業競爭和用戶需求在不斷變化。企業面對的是一個不穩定（Volatile）、不確定（Uncertain）、複雜（Complex）且模糊（Ambiguous）的外部環境，許多企業過往所設想不到的生活與工作方式都成為新常態（The New Normal）。為此，一些台灣公司正嘗試於非研發部門導入敏捷管理模式，以提高他們的競爭力並為他們的客戶和自己增加附加值。
本文研究了台灣企業非研發功能導入敏捷管理辦法的施行。在進行案例研究時，涉及以下問題：探討敏捷管理（agile management）之管理精神與管理框架的運作流程。個案公司如何導入敏捷管理於組織團隊中？可能面臨哪些管理上的問題？
研究結果表明，敏捷管理在行銷、企劃部門中應用具有巨大的潛力。綜合幾個案例的應用訪談以及訪問敏捷相關專家意見，同步也了解導入時可能遇到的問題。最後，本文提供了有關非研發功能採用敏捷管理的建議，並提出了在非研發功能導入敏捷管理相關的後續研究建議。

Management methods have few critical changes in the past few decades. However, the external environment, such as relevant stakeholders, competition between enterprises, and the needs of users have changed constantly. Companies face a volatile, uncertain, complex, and ambiguous external environment. This environment has turned living and working styles into a new normal. Therefore, to expand companies’ customers and own additional value, some Taiwanese companies try to adopt “Agile Management” to their non-research and developing departments. Furthermore, to improve companies’ competitiveness by employing this method in the long term.
This study investigates the implementation of agile management in non-research and developing department in Taiwan.
These following issues are answered by the case study: Discussing about the mindset of agile management and the operation procedure of the management framework. Exploring how did case companies introduce agile management into their organizations and teams? What management problems might they encounter?
According to the research, agile management has a great potential in the departments of marketing and planning. Base on expert's opinions and interviews of several cases, we also realize that potential problems may happen during the adoption. Finally, this research provides suggestions upon non-research and developing department adopting agile management, and proposes follow-up research suggestions on the adoption of agile management into non-R&D functions.

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