隨著國內銀行業完成機器人流程自動化（Robotic Process Automation, RPA）之初期導入，自動化推動重心逐漸由技術可行性轉向治理模式與組織能力建構，惟國內相關實證研究仍有限。本研究以H 銀行為個案，採個案研究法，透過內部文件與成效資料分析，並結合卓越中心（Center of Excellence, CoE）成員與流程使用者之深度訪談，探討銀行於RPA 導入不同階段之挑戰、治理策略與推動機制。研究結果顯示，銀行於顧問退場後若缺乏跨部門治理與角色分工，RPA 推動動能易趨緩；透過成立卓越中心（CoE）以敏捷模式運作加速推動RPA，並導入制度化的需求管理與流程治理機制，可有效強化跨部門協作與自動化成效。研究指出，RPA 成功關鍵不僅在於技術導入，而在於治理與組織機制的成熟度，CoE為銀行由專案型自動化邁向制度化與智慧流程自動化（IPA）的重要管理途徑。

As the domestic banking industry completes the initial implementation of Robotic Process Automation (RPA), the strategic focus of automation initiatives has gradually shifted from technical feasibility to the construction of governance models and organizational capabilities. However, domestic empirical research in this field remains limited. This research adopts a case study methodology, focusing on Bank H as the subject. By analyzing internal documents and performance data, and conducting in-depth interviews with members of the Center of Excellence (CoE) and process users, the study explores the challenges, governance strategies and implementation mechanisms across different stages of RPA adoption. The findings indicate that following the exit of external consultants, the momentum of RPA implementation tends to decelerate if there is a lack of cross-departmental governance and clearly defined roles. The establishment of a CoE, coupled with the introduction of institutionalized demand management and process governance mechanisms, can effectively strengthen cross-departmental collaboration and automation performance. The study concludes that the key to RPA success lies not merely in technical implementation but in the maturity of governance and organizational mechanisms. The CoE serves as a vital management pathway for banks transitioning from project-based automation toward institutionalized and Intelligent Process Automation (IPA).

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