全球壽險業正從以保險產品為核心的線性開發模式，轉向強調「保險即服務」（Insurance-as-a-Service, IaaS）的新型態商業模式，保險科技與生成式人工智慧將服務嵌入客戶的日常數位生活，並貫穿核保、保全、理賠與客服等整個保險價值鏈，使競爭核心由保單銷售規模轉向保戶全生命週期的數位體驗。然而，肩負此一轉型重任的內部資訊單位，長期受制於科層體制與遺留系統的維運負擔，並須同時滿足金融監理對職能分離、審核軌跡與上線簽署的要求，致使職能孤島林立、線性交付積重難返。現有研究多聚焦於保險即服務的技術與應用層面，較少從組織行為視角，探討壽險業資訊部門應如何化解科層體制與大規模應用敏捷管理之間的結構性抗性。
本研究採質性個案研究法，以K人壽為主要對象，並輔以多家金融機構之半結構式訪談，提出一套混合式大規模多團隊敏捷框架，針對高風險核心系統維運與高變動性保險科技專案並存的現實，設計雙軌分治的組織重組方案：核心穩定域以大規模敏捷統籌維運，創新敏捷域以跨職能小隊聚焦客戶旅程，並藉由治理層、交付列車與功能開關達成跨軌對齊。研究發現，敏捷縮短保險科技專案上市時間的關鍵並非加快程式撰寫，而是透過問題透明化加速障礙清除；同時亦揭示人才斷層、協作文化不足與高層支持不可或缺等三項結構性限制。據此，本研究進一步以沙盒概念驗證、輕量級文件化、知識移轉衝刺、協作導向招募與跨部門績效評量補強框架，期能為受監理金融機構兼顧核心穩定與持續創新的組織設計提供參照。

The global life insurance industry is shifting from a product-centric, linear development model toward Insurance-as-a-Service (IaaS), in which Insurtech and generative artificial intelligence embed services across the insurance value chain. The IT units carrying this transformation, however, remain constrained by bureaucratic structures and legacy systems, while having to satisfy regulatory requirements on segregation of duties, audit trails, and pre-launch compliance sign-off. Existing research has seldom examined how they can resolve this tension.
Drawing on a qualitative case study of K Life Insurance and interviews with several financial institutions, this study proposes a hybrid, large-scale, multi-team agile framework built on dual-track governance: a core stability domain coordinating maintenance through large-scale Scrum, and an innovation domain organizing cross-functional squads around customer journeys, aligned by a governance layer, a delivery train, and feature toggles. Agility is found to shorten time-to-market less by accelerating coding than by removing impediments through transparency; scarce technical talent, weak collaborative culture, and reliance on senior-leadership commitment persist as constraints, which the framework addresses through sandboxed proofs of concept, lightweight documentation, and knowledge-transfer sprints.

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