本文以某集團電動車能源事業群分割之Z公司為案例，其切入EV充電設備市場為個案探討，以第二曲線(The Second Curve)思維出發，解析傳統電源供應商跨入電子—軟體—平台融合的電動車輛供電設備(Electric Vehicle Supply Equipment, EVSE)領域，其子公司在組織整合策略與管理轉型之相關議題。研究發現：一、能力鄰近性與動態能力使得從電力電子到EVSE之「鄰近多角化」經營，可促使子公司在轉型過程中，透過S型學習曲線甜蜜點(sweet spot)的延伸效用，持續帶動整體組織績效成長；二、透過分割事業體，以及品牌獨立的治理設計與跨國控股架構來運作，有助於支撐集團整體國際品牌擴張與全球佈局；三、在商業營運策略上，子公司透過差異化開發產品策略，結合B2B場域策略—如配合歐美法規與認證路線等，成為進入軟體驅動、平台競逐及驅避競爭對手正面對決風險之成功關鍵；四、在組織及管理策略上，面對產業轉型的新興挑戰，在結構與資源的兩難與雙融共創上，如何透過組織變革、資源共享及管理轉型（包括海外擴張、組織架構、人才培育等），在平衡既有核心能力與新創動能的前提下，以打造高績效組織。本文期能透過上述相關的研究，洞見新事業體透過動態能力的關鍵流程及組織管理變革，以理解製造服務化(servitization)落地的創新運營模式，藉由子公司運營的成效推升整體業績，再創營運高峰。

This paper presents a case study of Company Z, a spin-off from the electric vehicle energy business group of a certain conglomerate, exploring its entry into the electric vehicle charging equipment market. Based on the "Second Curve" theory, this study analyzes how a traditional power supply provider transitions into the field of Electric Vehicle Supply Equipment (EVSE), which integrates electronics, software, and platforms, and examines the related issues of organizational integration strategy and management transformation within the subsidiary.
The research findings are as follows:
1. Capability Proximity and Dynamic Capabilities: The "proximate diversification" from power electronics to EVSE enables the subsidiary to leverage the extension effect of the "sweet spot" on the S-shaped learning curve during the transformation process, thereby continuously driving overall organizational performance growth.
2. Spin-off and Governance: Operating through a spin-off structure, along with independent brand governance and a multinational holding framework, helps support the group's overall international brand expansion and global layout.
3. Business Operation Strategy: The subsidiary’s success is keyed to a differentiated product development strategy combined with a B2B field strategy—such as alignment with European and American regulations and certification routes. This approach allows it to successfully enter a software-driven, platform-competitive market while avoiding the risks of direct confrontation with competitors.
4. Organizational and Management Strategy: Facing the emerging challenges of industrial transformation and the dilemma of structure versus resources, the organization achieves "dual integration and co-creation." By implementing organizational change, resource sharing, and management transformation (including overseas expansion, organizational structure, and talent cultivation), the company balances existing core capabilities with new venture momentum to build a high-performance organization.
Through the aforementioned research, this paper aims to provide insights into the key processes of dynamic capabilities and organizational management changes within new business entities. It seeks to facilitate an understanding of the innovative operational model of "servitization" implementation, demonstrating how the subsidiary’s operational effectiveness can elevate the group’s overall performance and reach new operational peaks.

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