隨著科技的興起，金融服務變得更加多元及觸手可及，消費者也對於金融業者所提供之服務有更高的期待，冀望能以更便捷的數位科技工具進享受金融服務。有鑒於此，金融業者對於創新科技的需求也隨之上升。除了自行由內部培育相關人才及技術外，金融業者也嘗試以不同之管道進行外部創新資源的獲取。

鑒於過去與新創企業合作達成目標之企業多為跨國公司，個案部門為台灣企業採用之先驅，因此，本研究期望透過個案部門，深入了解台灣本土金融業者與新創企業合作之原因與目標、運行方式以、困難與成效。

個案部門目標為協助內部業務單位進行數位轉型，相較於財務目標的追求，更專注於達成策略目標，且更偏好選擇風險較低之新創企業。另外，本研究也探討個案部門與新創企業合作之整體流程，從內部需求之釐清、外部企業之找尋及最後的雙邊串接。而串接業務單位與新創企業時，責任歸屬的移轉為目前個案部門所遭遇最急迫之困難，也預計於未來盡快進行修正與調整。

Modern technologies have made financial services more diverse and accessible. Consumers now have higher expectations for these services and hope to access them through more digital means. As a result, there is an increased demand for new financial technologies. While financial institutions are cultivating new technologies and talents internally, they are also seeking external sources of innovation by collaborating with startups.

The anonymous case department in this study is a pioneering example among Taiwanese companies in adopting this practice, as most of the companies that have previously worked with startups are multinational or foreign. This study selects this case department to gain insights into why and how the department chooses to partner with startups, the challenges it faces along the way, and the outcomes it achieves.

The case department helps business units to digitally transform. It prioritizes strategic goals over financial ones, and prefers to work with lower-risk startups. This study also examines the department's operational procedures, from identifying internal requirements to partnering with external startups. Currently, a significant challenge that requires immediate attention is the transfer of accountability when connecting startups to business units.

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