在數位轉型與金融科技迅速發展的背景下，金融服務業正面臨著客戶期望升高和營運挑戰的雙重壓力。本研究針對台灣某商業銀行的客服中心，深入探討引入敏捷方法（Agile）後，對於營運效率、內部流程及客戶體驗的多方面影響。研究採用了質性個案研究方法，結合該行內部推動的EdgE（End-to-End Digitalization）執行方法論和設計思考（Design Thinking），對三個具體專案進行分析：客服等候旅程改善、客服人員訓練週期縮短、以及消費優惠旅程的重新設計。
研究結果顯示，透過引入敏捷方法，客服中心不僅在營運效率和流程彈性上取得顯著提升，還促進了組織文化的轉型，從以往的「任務導向」轉向「價值導向」，形成以客戶旅程為核心的跨部門合作模式。具體而言，跨職能團隊協作與短週期驗證（Sprint）使客服中心能迅速回應客戶的痛點和營運瓶頸，實現了平均服務等待時間下降18%和接通率提高12%的成效。內部訓練流程的數位化和模組化重構，將新進人員上線時間從90天縮短至30天，顯著提高了學習成效和滿意度。在消費優惠旅程專案中，流程再設計有效降低了查詢來電量21%，顯示敏捷方法在提升客戶體驗的同時，亦能減輕營運負載。
此外，研究指出，EdgE方法論結合設計思考與雙鑽模型（Double Diamond）的框架，能夠在問題定義與方案發展階段保持外部視角和即時回饋，進一步提升創新成效與落地可行性。
本研究不僅填補關於金融客服中心導入敏捷方法的本土實證研究缺口，也為金融機構在推動營運轉型時提供了具體的參考。最終，研究證實敏捷方法的導入能夠協助客服中心在「效率」、「合規」和「體驗」三者間取得動態平衡，成為金融服務業永續創新的重要驅動力。

Against the backdrop of rapid digital transformation and the rise of financial technology, the financial services industry faces dual pressures of heightened customer expectations and operational challenges. This study investigates the multifaceted impacts of implementing Agile methodology on operational efficiency, internal processes, and customer experience within the customer service center of a Taiwanese commercial bank. Employing a qualitative case study approach, the research integrates the bank’s in-house EdgE (End-to-End Digitalization) execution framework with Design Thinking and analyzes three specific projects: improvement of the customer waiting journey, shortening of staff training cycles, and redesign of the customer rewards journey.

The findings reveal that the adoption of Agile methodology significantly enhanced operational efficiency and process flexibility while facilitating an organizational cultural shift from a “task-oriented” mindset to a “value-oriented” one. A customer-journey-centered model of cross-departmental collaboration was established. Specifically, cross-functional teamwork and short-cycle validation (Sprints) enabled the service center to respond rapidly to customer pain points and operational bottlenecks, resulting in an 18% reduction in average service waiting time (ASA) and a 12% increase in call connection rate. The digitalization and modular redesign of the training process reduced onboarding time for new employees from 90 days to 30 days, substantially improving learning outcomes and satisfaction. In the customer rewards journey project, process redesign reduced inquiry call volume by 21%, demonstrating that Agile practices can simultaneously enhance customer experience and reduce operational load.

Additionally, the study highlights that the EdgE methodology, which integrates Design Thinking with the Double Diamond framework, maintains an external perspective and enables real-time feedback throughout the problem definition and solution development stages. This integration further enhances innovation effectiveness and implementation feasibility.

By filling a local empirical research gap on the adoption of Agile methodologies in financial customer service centers, this study provides actionable insights for financial institutions pursuing operational transformation. Ultimately, the findings confirm that Agile implementation enables customer service centers to achieve a dynamic balance among efficiency, compliance, and customer experience, positioning Agile as a vital driver of sustainable innovation within the financial services sector.

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