今明兩天，是紐約今年第一場暴風雪。我有出門，耳朵快凍掉（班長現在都叫我「阿莓」，🍓 的莓）。
　
某前客戶在大病一場後決定提前退休加入了一家社福機構，服務賓州的聽障者（他本人也有一隻耳朵失聰）。兩天前傳來簡訊請我緊急協助英翻中，他們要廣發問卷予服務對象，方便統計家中缺少物資者人數。
　　
統計完他好奇問我：「我們有 15% 服務對象是華裔，但是只有 2 人表示缺物資。妳是不是沒有翻譯正確...」
　
「偶不僅翻譯正確還有附上小圖示！水、電、麵包、蘋果。華裔普遍有積草囤糧的習慣，不會等到下雪天才開始煩惱家裡缺這少那。且你沒有給對物資啊，可以試看看在問卷裡問大家缺不缺火鍋湯底料理包，你將收到熱烈回應。」
　
昨天我娘來我家送炸雞，我叮囑她沒事待在家注意保暖。她問我下雪天打算做點什麼正經事，與班長口吻一模模一樣樣。這個嘛～ 我只聽梅宗主的！下雪了，最適合殺人了（locate 老公 I-N-G）。
　
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今天我出門的時候，聽見地鐵站裡的工作人員在討論這兩日如果看到街友睡在車廂裡該不該把他叫醒請走或叫警察來處理。其實這題，我一直無法堅定立場。
　
紐約地鐵坐過的人都知道，一到冬天街友很多。我身邊許多人會說車廂給他們睡沒關係呀，但他們身體很誠實地移到下一節車廂。多移幾次，他們就開始飆髒話了。基於保障乘客權益，我是傾向於請走街友去收容所，那裡更安全也更適合睡覺。
　
但我應該比任何人都清楚紐約收容所的居住環境有多糟，我在其中兩間服務過，還是有被市長點名表揚過的兩間。但基本上都一樣，各家收容所長期缺錢缺人力，要管理一群不受控的人類，是很困難的。
　
當中不乏精障者、毒癮者、更生人，並不是他們有多可怕，而是貧窮養成了諸多「習慣」，其中包括了偷竊。我遇過一個人，他被隔壁床的指控偷鞋子和襪子。他坦承那陣子所內丟失的鞋子都是他偷走的，他不缺鞋子，另一家機構月初才給他送過兩雙鞋子。但他之前流浪久了每天很擔心沒有鞋子穿會凍死，養成了愛偷鞋子的癖好，看到鞋子就要拿走囤起來。
　
被偷鞋子的那位受害者一直嚷嚷著要我們報警把竊賊抓起來，我身旁站著一人說：「警察和牢房才不可能改變我們的習慣呢。不然，how did we end up here?」
　
唉，收容所的故事集我可以講個大半年。我只想讓大家知道，收容所的環境短期內很難改善、未來也不可能有大轉變。但至少，大家都在努力著。
　
疫情期間，如果你在地鐵看到街友請注意幾件事：
　
1. 不要辱罵他。他如果有更好的選擇，相信我，他會跟你一樣，洗個熱水澡睡在溫暖的床鋪上。但他沒有這樣的選擇，他只能睡在車廂的硬椅子上，等到脊椎出了問題一直呻吟被挪去其他地方繼續呻吟，直到某年某月某日的寒冬凍死在街頭成為 John Doe。
　
2. 如果沒有發生疫情，我自己會上前詢問是否需要麵包或水。但現在，我建議每個人不要跟陌生人正面接觸，保護好自己。若你見到他身邊有紙杯或帽子，請在裡面給點零錢讓他買杯熱茶。
　
3. 年底到了要報稅的要節稅的要當聖誕老公公廣發禮物的，我想向大家募個款。以下幾家紐約街友服務機構真的很棒，也很缺錢缺物資。如果住美國的你有多餘的錢財或物資，請考慮捐給他們：
　
- Coalition for the Homeless
- Bowery Mission
- Housing Works（他們的慈善二手店很好逛）
　
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有粉絲私訊跟我說本宮是她見過唯一在社福工作的右派，我說其實社福界右派比例不低只是都很安靜。右派我實在是做不到跟著左派群眾一起喊「街友有權睡車廂、睡銀行、睡哪裡都行」。這不僅損害他人權益，也對公共衛生和他們自身安全造成隱憂。
　　
問題的根源，是街友們沒有更適合的去處。我能做的，是協助比我更有經驗的前輩們打造一個更好的環境。讓他們不需要每天早上四點排隊領床位牌、隨身物品被偷光光、被跳蚤咬、浴室噁到不敢進。短期內我們做不到這些，疫情更是令情況雪上加霜，但至少有很多人在 doing something。
　
祝雪花飄飄的今天，我們都能平安渡過。

昨天台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任 AppWorks 創辦合夥人 Jamie 林之晨為總經理，長期關心 AppWorks 的朋友，或許會有些疑惑。其實不是 Jamie 換工作，而是 AppWorks 將與台灣大一起，挑戰一個放大 10 倍的計畫。在此跟大家分享 Jamie 的聲明，有更完整的敘述。

#以下是_Jamie_聲明全文

稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。
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#EnglishBelow 稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。

首先，我不是接下了台灣大總經理的職位，而是接下了整合市值美金 120 億、營收美金 38 億的台灣大與市值美金 36 億、營收美金 25 億的 AppWorks Ecosystem，放大出 10 倍成果的任務。

這得從我的故事說起，如果您還沒聽過的話，我原本已經移民美國，和老婆小孩開心的住在紐約，2008 年，我在美看到 iPhone、Android 相繼問世，Facebook、Twitter 等社群媒體成為主流，意識到軟體的力量將越來越大，而硬體將越來越沒有價值，換言之，台灣的國際經濟地位將受到極大挑戰，因此決定舉家搬遷回台，推動台灣的轉型升級，以免我熱愛的福爾摩沙從世界經濟奇蹟變成失落的遺跡。

這是一個很大的決定，不僅我要放棄自己的美國夢，老婆、小孩都得跟著改變職涯、學涯，因此既然要做，就得發揮最大的 Impact。所以回台之後，我每天思考、決定、努力的，都是最大化我對台灣的貢獻。

因此這些年來我戴了很多帽子，表面看起來沒什麼相關性，但背後都有一個共同的目的，那就是推動台灣的改變。首先，我長期寫網誌、經營 Facebook 等網路社群、在《天下》等期刊寫專欄、出書、演講、接受採訪，心想的是分享新知、新觀念，散播進步需要的養分。

我與夥伴們成立 AppWorks，有系統的幫助年輕人創業，為的是培養千千萬萬帶領台灣前進的下一代生力軍。這也是為什麼 AppWorks 從 2010 年啟動半年一期的創業加速器，至今一直堅持免費提供。目前 AppWorks Accelerator 共畢業的 17 屆、925 位創業者，由他們成立的活躍企業高達 328 家，2018 年產值 760 億，提供 9,500 個工作機會，非常確切的為台灣貢獻一股向上動能。更重要的是，這些創業者們因 AppWorks 而相識相惜，形成一個緊密互助的網路，更是社會的長期資產。

當 AppWorks 在台灣站穩腳步，2014 年我們開始積極走訪東南亞，邀請優秀的東協創業者前來加入，希望透過串連跨國創業者網路，促進台灣的區域化，同時貢獻東協的數位發展。經過 5 年的推動，這個工作也有大幅進展，即將在 3 月進駐 AppWorks 的 33 組 AW#18 團隊，將有高達 19 組來自東南亞，包含他們在內，AppWorks 有 160 家企業在台灣以外的大東南亞市場有據點，形成一個真正區域化的網路。現在，來自台灣、香港、新加坡的 AppWorks 創業者要前往印尼、越南發展，可以很容易的找到 AppWorks 校友帶路，大大降低了區域化的門檻。

除了創業加速器，透過 AppWorks，我們同時努力創造更多台灣改變需要的新典範。以創業投資為例，我們 2012 年成功募集 3.2 億 Fund I，2014 年募得 15 億 Fund II，在 AppWorks 團隊的努力經營下，目前兩支基金的投資績效都是水準以上，其中 Fund II 至今的年化內部報酬率 (IRR) 達 29%，遠高於歐美同期創投基金的 Top Quartile (前四分之一) 指標。透過追求與國際一流基金同等的表現，我們希望促進台灣 LP (創投投資人的簡稱) 更有信心支持本土新興 GP (創投管理公司的簡稱)，進而推動台灣創投業的復甦。

2016 年，我們出資成立 AppWorks School，每 4 個月一期，免費幫助年輕人透過實作學習程式、轉職工程師、加入成長中的數位行業，提升他們的職涯的同時，也為台灣貢獻人才。目前 School 已畢業 106 位學生，其中 85% 成功轉職，第一年起薪中位數達 67 萬。雖然杯水車薪，但我們希望拋磚引玉，刺激台灣教育的現代化，幫助年輕人準備好面對 AI 時代。

此外，AppWorks 雖然仍是中小企業，但受到的關注較多，因此也經常以身作則，為台灣業界示範新時代企業可以有的新思維。除了看齊國際優質創投的薪資獎金水準、年假無上限、自由選擇工作時間地點、新年假期長達三、四週外，我們更在日前啟動交棒計畫，讓年僅 30 歲的 Jessica 劉侊縈、40 歲的 Andy 蔡欣翰升任合夥人，希望激發台灣企業勇敢讓年輕人當家。

私部門之外，有機會推動台灣轉型的公領域活動，我也積極參與。2016 年，我從詹宏志先生手上接下 TiEA (台灣網際網路暨電子商務產業發展協會) 理事長，上任後便努力推動網路電商正名運動，成功說服了櫃買中心創立電子商務分類；2017 年起我開始擔任亞洲·矽谷民諮委共同召集人、數位國家諮詢委員、代表台灣參加每年四次的 ABAC (APEC Business Advisory Council) 會議，2018 年又奉總統之命擔任 APEC Vision Group 代表，與其他 20 會員國派出的先進，一起定義 APEC 未來的 20 年願景。這些雖然都是義務工作，但我都當作正職全力以赴，因為都有機會大大影響台灣的命運，以及在經濟領域的國際能見度。

最後，我去年決定再次舉家，準備遷往雅加達，同樣還是以為台灣貢獻出發。我觀察到 2.6 億人口的印尼正在快速崛起，短短 5 年內從有限的新創活動，到 4 隻本土獨角獸加 3 隻外來獨角獸的蓬勃景況，必須要幫助台灣抓住這個成長機會，但印尼商業生態與台灣大不相同，所以我決定進駐雅加達、深耕當地，希望能因此扮演帶領 AppWorks 新創進入印尼的嚮導，縮短我們與世界第四大國、東南亞第一大國的距離。這麼做得犧牲一些我在台灣的工作，但這些工作多半我的夥伴們可以承接，因此我便毅然開始行動。

講了這麼多，我其實只是希望您能了解，我大老遠從紐約搬回來的目的就是改變台灣，所以這些年來我做決定沒什麼懸念，因為不需要考慮自己的利益，只需要考慮在這個時間點，我做這件事情，是不是最能貢獻台灣。

如此我們便可以回到正題，這次的「台灣大 + AppWorks」專案。

不久前，蔡明忠董事長約我談話，詢問我有沒有興趣接下台灣大總經理的職位，一開始我其實是無法答應的，首先我已經決定搬去印尼，再來我也不確定接這個位子，跟貢獻台灣的關係。回去想了兩整天後，我有了答案，我跟蔡董事長說，必須有四個先決條件：

第一，結合台灣大和 AppWorks，用 AppWorks 生態系去幫助台灣大轉型為科技企業，同時以台灣大為平台去加速 AppWorks 新創的成長，因此創造更多成功的企業，為台灣示範成熟企業如何與新創實際合作；

第二，由 AppWorks 帶路，推動台灣大 + AppWorks 走出台灣，成為一個大東南亞科技集團，為台灣企業的區域化寫下典範，同時也成為能加速 AppWorks 新創區域化的大平台；

第三，以建立一個市值 1,000 億美金 (US$ 100B) 的科技集團為目標，創造第一個由台灣出發、真正達到國際級的非代工企業；

第四，所有因為台灣大 + AppWorks 集團未來的價值成長，公司依規定希望給予我個人的獎勵，要能全數由集團捐為公益使用，且專注在推動台灣的教育改革與電影工業上。

我跟蔡董事長說，如果以這四個目標為前提，那就值得我花 10 到 15 年的生命去推動。這基本上是我的夢幻清單，如果這麼做的話，能為台灣創造的貢獻，比 AppWorks 繼續獨立營運還會巨大許多，想不到蔡董事長毫不猶豫的答應。也因此，我回頭與 AppWorks 的夥伴們溝通，得到大家的支持後，我們決定一起接受這個挑戰。所以開頭我說，我不是接下了台灣大總經理的職位，而是接下了整合台灣大與 AppWorks，放大出 10 倍成果的任務。

當然，這不是一件容易的工作，發展新的商業模式，我或許有 20 年的創業、工作經驗作為後盾，但對於管理電信事業，對於領導一個 7,000 人的大集團，我有太多需要學習的地方，所以，我請蔡董事長務必持續扮演我的 Partner，在這個過程中一起確保電信本業的營運，好讓我們有最大的空間與時間，去爭取新事業的發展，為所有「台灣大 + AppWorks」的 Stakeholders，爭取最佳的長期利益。

未來幾年，將是電信業轉型的關鍵時期，去年 499 之亂加速電信用戶 ARPU (平均每戶營收) 的下滑，消費者換機時間拉長導致手機營收停滯，接下來資本支出是 4G 近 4 倍的 5G 即將到來，更讓電信長達 20 年紅利時代難以延續，AI、IoT、Blockchain、Cloud 等巨型典範轉移接連的到來，進一步逼迫電信業者不能繼續防守。

另一方面，電信業已經建立的品牌、長期客戶關係、大量用戶數據，卻是極有價值，可以更全面應用的資產。透過台灣大 + AppWorks 的結合，目前已經產生 760 億年營收的 AppWorks 的 328 家新創，以及未來將持續培養的更多新興企業，都有機會透過與台灣大的合作加速成長，而台灣大也能因此取得新的營收引擎，創造雙贏的局面。

所以，在可預見的未來，AppWorks 的方向不會改變，我們將持續邀請優秀的創業者加入，透過 AppWorks 原有的能量，以及新增的台灣大平台幫助他們。AppWorks 基金的營運也不會改變，事實上，加入了台灣大的能量，我們有信心能為 LP 們創造更好的財務、策略報酬。我的角色，除了新增台灣大總經理以外，也沒有改變，將持續擔任 AppWorks 的董事長、合夥人，戮力確保台灣大 + AppWorks 的整合能順利成功、長長久久，創造多贏。唯一改變的，大概是我的工作時間將會增加，因此要犧牲與家人的相處，在此先跟偉大的老婆、兩個可愛的兒子道歉，感謝他們對這個決定的支持與諒解。

至於搬遷至雅加達、引導更多 AppWorks 新創進軍印尼的計畫，很遺憾必須暫緩，所幸 AppWorks 的新任合夥人 Jessica (劉侊縈)，已經承諾會扛起這個責任，相信在她的帶領下，AppWorks 的印尼計畫還是能夠大鳴大放、開花結果。

以上，就是針對此次台灣大 + AppWorks 的重大發展，向各位好友、媒體朋友的報告，懇求你們的支持。無論如何，我會持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮。

最後，預祝 您

新年快樂 諸凡順遂
助君張目 豬滿福保

Earlier today, Taiwan Mobile published an announcement communicating their intention to appoint me as the company’s general manager as of 4/1/2019. I’m sure this announcement may come as a surprise to many of my friends in the startup community, likely leaving you all with ample questions, concerns, and potentially even doubt. Let me take the opportunity to clarify the situation and explain the reasonings behind my decision for everyone.

Firstly, I must clarify that I am not merely taking over as GM of Taiwan Mobile, but taking on the bigger job of integrating Taiwan Mobile, a $12B market cap & $3.8B revenue company, and AppWorks, a $3.6B valuation & $2.5B revenue ecosystem, to amplify our impact by 10x.

But to adequately understand where we’re going, I think it’s important for everyone to know where we’ve come from. This begins with my story—for those of you that haven’t heard it before—which dates back to my time living in New York. It was around 2008 when I saw the launch of iPhone and Android, as well as the advent of Facebook, Twitter, etc, collectively catapulting social media into mainstream use. It was clear that software was increasingly taking over the world while the value of hardware was becoming more and more commoditized. This posed a dire existential threat to Taiwan, whose global economic contributions had been primarily driven by hardware and semiconductor manufacturing. This eventually prompted my resolve to move back to Taiwan and prevent our country from becoming a relic of the past.

This was by no means an easy decision. Not only did I have to give up my American dream, but my wife and child would have to completely uproot their lives, changing jobs and schools. It was a huge sacrifice on their end, so after moving back I dedicated myself to working hard every day to maximize my contribution to Taiwan and exert the greatest impact possible.

I have worn a lot of hats since, and it may seem that there is no correlation on the surface. But, there is indeed a common purpose behind them, which is to promote change in Taiwan. First of all, I have long written posts and columns in online communities such as my own blog, Facebook, and journals like “The Commonwealth Magazine,” while also giving speeches and interviews for a variety of outlets whenever possible. I see these activities as a way to share new knowledge, new ideas, and disseminate the nutrients needed for progress.

I set up AppWorks with my partners to systematically help young people start their own businesses and cultivate the next generation of business leaders that will steer Taiwan forward. That's why AppWorks started its semi-annual startup accelerator in 2010, and has been offering it for free ever since. With the addition of the latest batch AW#17, the AppWorks Ecosystem encompasses 328 active startups and 925 founders, having collectively generated US$ 2.5 billion in revenues and created 9,586 jobs—not an immaterial contribution to Taiwan’s economy needless to say. More importantly, we’ve created a tight-knit community where founders can form lifelong relationships, while seeking advice from both peers and mentors in good times and bad. I see that as a long-term value to society.

Once AppWorks took a firm foothold in Taiwan, we began targeting Southeast Asia in 2014 to invite outstanding ASEAN entrepreneurs to join us. We hope to promote Taiwan's regionalization through a network of international founders, and in turn, facilitate the development of SEA’s digital economy. We've made significant strides these past five years. AW#18 will kick off in March 2019, and consists of 33 teams, 19 of which hailing from countries across SEA and beyond. Spanning our entire ecosystem, AppWorks encompasses 160 companies currently operating in Southeast Asia, forming a truly regional network. Now, AppWorks founders from Taiwan, Hong Kong, and Singapore are expanding to Indonesia and Vietnam, and it is easy to find local AppWorks alumni to lead the way, greatly reducing the barriers for international expansion.

In addition to AppWorks Accelerator, we have been working hard to create more examples for a modern Taiwan. Taking venture capital as an example, we successfully raised US$ 11 million for Fund I in 2012 and US$ 50 million for Fund II in 2014. Under the efforts of the AppWorks team, the investment performance of the two funds is currently above the industry average, of which Fund II has achieved an annualized internal rate of return (IRR) of 29%. This is much higher than the top quartile of VCs in both Europe and the United States. By pursuing the same performance as international first-class funds, we hope to encourage Taiwanese LPs (short for venture capital investors) to be more confident in supporting local emerging GPs (short for venture capital management companies) and to promote the recovery and ultimate longevity of Taiwan's VC industry.

In 2016, we created AppWorks School with the aim of helping the younger generation pick up new skill sets, enhance their careers, and join the growing tech industry. The school offers four-month free programs and has now graduated 106 students, 85% of whom have secured jobs as software engineers, with a median starting salary of US$ 21,833. Although our scale is still tiny compared to larger institutes, we hope our efforts have inspired others to promote the modernization of Taiwan’s education system and equip young people with the necessary skills to thrive in the AI ​​era.

In addition, although AppWorks is still a small to medium-sized enterprise, it has received a lot of attention. Therefore, it often leads by example and demonstrates how to apply new thinkings to modern corporate management. In addition to internationally-competitive salaries, our colleagues enjoy flexible working hours and locations, unlimited vacation days, and several weeks off around Chinese New Year. AppWorks also recently launched an internal promotion track, promoting two of our very own staff to partners, Jessica Liu (30) and Andy Tsai (40). We hope that this move will also create a ripple effect across traditional Taiwanese industries, inspiring more local enterprises to put their faith in younger leaders.

Alongside the private sector, I am also actively involved in promoting Taiwan’s transformation through public sector activities. In 2016, I took over as chairman of TiEA (Taiwan Internet and E-Commerce Association) from Mr. Hung-Tze Jan (詹宏志). After taking office, I have worked hard to promote our industry and successfully convinced government cabinet members to create a separate category for e-commerce companies, which didn’t previously exist in Taiwan’s stock market. Since 2017, I have been the co-convenor of the Asia-Silicon Valley Development Agency Advisory Committee, advisor of DIGI+ Taiwan, and the country’s member in ABAC (APEC Business Advisory Council). Most recently in 2018, I was appointed by the President to represent Taiwan in the APEC Vision Group, where 21 member states come together to define APEC's vision for the next 20 years. Although these are all voluntary work, I have treated them as full-time jobs because they produce opportunities that can greatly influence Taiwan’s future.

Finally, last year I was prepared to uproot my family again and move to Jakarta. With a population of 260 million people, I observed that Indonesia was a rapidly emerging economy, producing many areas where Taiwan and Taiwanese companies can contribute. In the span of just five years, Indonesia went from a barren startup landscape to producing four local unicorns and attracting the presence of three international unicorns. Although the opportunities are abundant, Indonesia’s ecosystem was much different from Taiwan’s, creating immense cultural, regulatory, and competitive barriers for Taiwanese companies. I had thus planned on relocating to Jakarta in hopes of better leading AppWorks startups into Indonesia and shortening our distance from the world’s fourth most populous country and GSEA’s biggest economy. I would have had to sacrifice some of my roles and responsibilities in my Taiwan, but I put faith in my partners and co-workers to fill the void.

With all that said, I want you to understand that the underlying mission to change Taiwan has never faltered. With this mission in mind, I’ve never hesitated in making decisions over the years because I’ve never needed to consider my own interests—but only the things I can do at the moment to best contribute to Taiwan and generate the most impact. It’s what prompted my resolution to move back from New York, my intent to move to Jakarta, and now my decision to take on this new opportunity with “Taiwan Mobile + AppWorks.”

Not long ago, the Chairman of Taiwan Mobile Daniel Tsai reached out and asked if I was interested in taking over as General Manager of Taiwan Mobile. At first, I was unable to take his offer because I was getting ready to move to Indonesia and I didn’t know how this would contribute to making Taiwan better. After allowing myself a few days to contemplate, I found an answer. I told Chairman Tsai that I would take on the position, but only if I can pursue these 4 ambitions:

First, leverage the AppWorks ecosystem to help transform Taiwan Mobile into a true technology company. At the same time, leverage Taiwan Mobile as a platform to accelerate the growth of AppWorks startups, thereby creating a successful collaboration template for other Taiwan & SEA large corporations to work with startups.

Second, with AppWorks leading the way, establish Taiwan Mobile + AppWorks into a regional technology group across Greater Southeast Asia, in turn, inspiring other Taiwanese companies to explore Southeast Asia as well as becoming a platform for startups to go regional.

Third, build Taiwan Mobile + AppWorks group to a market cap of US$ 100 billion and create the first non-OEM company that originates from Taiwan and truly reaches a global scale.

Fourth, throughout the process, all the bonuses I am entitled to shall be donated by the group to public welfare, focusing specifically on promoting education reform and the film industry in Taiwan.

I told Chairman Tsai if these are the goals, it’s worth dedicating the next 10 - 15 years of my life to achieve. This is basically my dream list. If I do this, the contribution to Taiwan and the GSEA region as a whole from the combined entity will be much greater than the continued independent operation of AppWorks. Chairman Tsai agreed on these four goals and gave me his promise, but it was still not a decision that I could make on my own--after all building AppWorks into what is it today was not something I did alone. Therefore, I went back to communicate with the AppWorks partners and team, and with everyone's support, we decided to accept this challenge together.

Thus, at the beginning of the post, I said, that I am not only taking over the position of Taiwan Mobile’s GM, but undertaking the task of integrating Taiwan Mobile and AppWorks to amplify our impact by 10x. Of course, developing a completely new business model is not an easy job. I may have 20 years of entrepreneurship and work experience under my belt, but I still have much to learn when it comes to managing a massive telecoms operation with over 7,000 people, most of whom are much more familiar with the industry than me. Therefore, I asked Chairman Tsai to act as my partner through the process to ensure the continued operations of the telecoms unit. This will enable more time and space to develop new businesses, benefiting all “Taiwan Mobile + AppWorks” stakeholders in the long run.

The telecoms industry will likely undergo a crucial transformation in the next few years. Last year’s “NT$499 war” accelerated the decline of telecom subscribers’ ARPU (average revenue per household). Longer replacement periods for smartphones have led to the stagnation of mobile phone revenues and the rollout of 5G will cost four times the capex as 4G. These factors all threaten the industry’s ability to maintain the fluid growth it’s experienced for the past 20 years. Furthermore, the arrival of paradigm shifting technologies such as AI, IoT, Blockchain, and Cloud have put all telecom operators on the defensive.

On the other hand, the telecoms industry has established brands, long-term customer relationships, and a massive amount of user data—all valuable assets that can be better maximized. Through the combination of Taiwan Mobile + AppWorks and the 328 startups that AppWorks has cultivated, all emerging startups will be able to look to the combined platform as a strategic engine for cooperation and growth. This is will also enable Taiwan to develop new sources of value creation--a win-win for both sides.

Therefore, in the foreseeable future, AppWorks will not change direction. We will continue to invite outstanding entrepreneurs to join our accelerator, staying true to the original ethos of AppWorks, while leveraging the new Taiwan Mobile platform to help them. The operation of AppWorks Funds will not change. In fact, with the backing of Taiwan Mobile’s resources, we are confident that we can create better financial and strategic rewards for LPs. My role at AppWorks will not change. I will continue to serve as a partner of AppWorks. I will ensure that the integration of Taiwan Mobile + AppWorks will be a successful, long-lasting win-win situation for all stakeholders involved. The only change is probably that my working hours will increase, effectively cutting into my family time. So first, I must apologize to my great wife and two lovely sons, and thank them for their continued support and understanding of this decision.

As for the plan to move to Jakarta and guide more AppWorks startups to enter Indonesia, regrettably it must be suspended. Fortunately, Jessica Liu, AppWorks’ newest partner, has promised to take up this responsibility. I believe that under her leadership, AppWorks' Indonesia initiative will still be able to make a big splash and develop fruitfully.

Hopefully, this post has provided you with all the relevant details regarding the Taiwan Mobile + AppWorks announcement. To friends and media, I sincerely appreciate your continued support. At any rate, I will continue to work hard to contribute to Taiwan. I hope that the children of our generation will grow up and be proud of being Taiwanese.

Finally, I wish everyone all the best. Have a wonderful and prosperous pig year!

「持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮」

#EnglishBelow 稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。

首先，我不是接下了台灣大總經理的職位，而是接下了整合市值美金 120 億、營收美金 38 億的台灣大與市值美金 36 億、營收美金 25 億的 AppWorks Ecosystem，放大出 10 倍成果的任務。

這得從我的故事說起，如果您還沒聽過的話，我原本已經移民美國，和老婆小孩開心的住在紐約，2008 年，我在美看到 iPhone、Android 相繼問世，Facebook、Twitter 等社群媒體成為主流，意識到軟體的力量將越來越大，而硬體將越來越沒有價值，換言之，台灣的國際經濟地位將受到極大挑戰，因此決定舉家搬遷回台，推動台灣的轉型升級，以免我熱愛的福爾摩沙從世界經濟奇蹟變成失落的遺跡。

這是一個很大的決定，不僅我要放棄自己的美國夢，老婆、小孩都得跟著改變職涯、學涯，因此既然要做，就得發揮最大的 Impact。所以回台之後，我每天思考、決定、努力的，都是最大化我對台灣的貢獻。

因此這些年來我戴了很多帽子，表面看起來沒什麼相關性，但背後都有一個共同的目的，那就是推動台灣的改變。首先，我長期寫網誌、經營 Facebook 等網路社群、在《天下》等期刊寫專欄、出書、演講、接受採訪，心想的是分享新知、新觀念，散播進步需要的養分。

我與夥伴們成立 AppWorks，有系統的幫助年輕人創業，為的是培養千千萬萬帶領台灣前進的下一代生力軍。這也是為什麼 AppWorks 從 2010 年啟動半年一期的創業加速器，至今一直堅持免費提供。目前 AppWorks Accelerator 共畢業的 17 屆、925 位創業者，由他們成立的活躍企業高達 328 家，2018 年產值 760 億，提供 9,500 個工作機會，非常確切的為台灣貢獻一股向上動能。更重要的是，這些創業者們因 AppWorks 而相識相惜，形成一個緊密互助的網路，更是社會的長期資產。

當 AppWorks 在台灣站穩腳步，2014 年我們開始積極走訪東南亞，邀請優秀的東協創業者前來加入，希望透過串連跨國創業者網路，促進台灣的區域化，同時貢獻東協的數位發展。經過 5 年的推動，這個工作也有大幅進展，即將在 3 月進駐 AppWorks 的 33 組 AW#18 團隊，將有高達 19 組來自東南亞，包含他們在內，AppWorks 有 160 家企業在台灣以外的大東南亞市場有據點，形成一個真正區域化的網路。現在，來自台灣、香港、新加坡的 AppWorks 創業者要前往印尼、越南發展，可以很容易的找到 AppWorks 校友帶路，大大降低了區域化的門檻。

除了創業加速器，透過 AppWorks，我們同時努力創造更多台灣改變需要的新典範。以創業投資為例，我們 2012 年成功募集 3.2 億 Fund I，2014 年募得 15 億 Fund II，在 AppWorks 團隊的努力經營下，目前兩支基金的投資績效都是水準以上，其中 Fund II 至今的年化內部報酬率 (IRR) 達 29%，遠高於歐美同期創投基金的 Top Quartile (前四分之一) 指標。透過追求與國際一流基金同等的表現，我們希望促進台灣 LP (創投投資人的簡稱) 更有信心支持本土新興 GP (創投管理公司的簡稱)，進而推動台灣創投業的復甦。

2016 年，我們出資成立 AppWorks School，每 4 個月一期，免費幫助年輕人透過實作學習程式、轉職工程師、加入成長中的數位行業，提升他們的職涯的同時，也為台灣貢獻人才。目前 School 已畢業 106 位學生，其中 85% 成功轉職，第一年起薪中位數達 67 萬。雖然杯水車薪，但我們希望拋磚引玉，刺激台灣教育的現代化，幫助年輕人準備好面對 AI 時代。

此外，AppWorks 雖然仍是中小企業，但受到的關注較多，因此也經常以身作則，為台灣業界示範新時代企業可以有的新思維。除了看齊國際優質創投的薪資獎金水準、年假無上限、自由選擇工作時間地點、新年假期長達三、四週外，我們更在日前啟動交棒計畫，讓年僅 30 歲的 Jessica 劉侊縈、40 歲的 Andy 蔡欣翰升任合夥人，希望激發台灣企業勇敢讓年輕人當家。

私部門之外，有機會推動台灣轉型的公領域活動，我也積極參與。2016 年，我從詹宏志先生手上接下 TiEA (台灣網際網路暨電子商務產業發展協會) 理事長，上任後便努力推動網路電商正名運動，成功說服了櫃買中心創立電子商務分類；2017 年起我開始擔任亞洲·矽谷民諮委共同召集人、數位國家諮詢委員、代表台灣參加每年四次的 ABAC (APEC Business Advisory Council) 會議，2018 年又奉總統之命擔任 APEC Vision Group 代表，與其他 20 會員國派出的先進，一起定義 APEC 未來的 20 年願景。這些雖然都是義務工作，但我都當作正職全力以赴，因為都有機會大大影響台灣的命運，以及在經濟領域的國際能見度。

最後，我去年決定再次舉家，準備遷往雅加達，同樣還是以為台灣貢獻出發。我觀察到 2.6 億人口的印尼正在快速崛起，短短 5 年內從有限的新創活動，到 4 隻本土獨角獸加 3 隻外來獨角獸的蓬勃景況，必須要幫助台灣抓住這個成長機會，但印尼商業生態與台灣大不相同，所以我決定進駐雅加達、深耕當地，希望能因此扮演帶領 AppWorks 新創進入印尼的嚮導，縮短我們與世界第四大國、東南亞第一大國的距離。這麼做得犧牲一些我在台灣的工作，但這些工作多半我的夥伴們可以承接，因此我便毅然開始行動。

講了這麼多，我其實只是希望您能了解，我大老遠從紐約搬回來的目的就是改變台灣，所以這些年來我做決定沒什麼懸念，因為不需要考慮自己的利益，只需要考慮在這個時間點，我做這件事情，是不是最能貢獻台灣。

如此我們便可以回到正題，這次的「台灣大 + AppWorks」專案。

不久前，蔡明忠董事長約我談話，詢問我有沒有興趣接下台灣大總經理的職位，一開始我其實是無法答應的，首先我已經決定搬去印尼，再來我也不確定接這個位子，跟貢獻台灣的關係。回去想了兩整天後，我有了答案，我跟蔡董事長說，必須有四個先決條件：

第一，結合台灣大和 AppWorks，用 AppWorks 生態系去幫助台灣大轉型為科技企業，同時以台灣大為平台去加速 AppWorks 新創的成長，因此創造更多成功的企業，為台灣示範成熟企業如何與新創實際合作；

第二，由 AppWorks 帶路，推動台灣大 + AppWorks 走出台灣，成為一個大東南亞科技集團，為台灣企業的區域化寫下典範，同時也成為能加速 AppWorks 新創區域化的大平台；

第三，以建立一個市值 1,000 億美金 (US$ 100B) 的科技集團為目標，創造第一個由台灣出發、真正達到國際級的非代工企業；

第四，所有因為台灣大 + AppWorks 集團未來的價值成長，公司依規定希望給予我個人的獎勵，要能全數由集團捐為公益使用，且專注在推動台灣的教育改革與電影工業上。

我跟蔡董事長說，如果以這四個目標為前提，那就值得我花 10 到 15 年的生命去推動。這基本上是我的夢幻清單，如果這麼做的話，能為台灣創造的貢獻，比 AppWorks 繼續獨立營運還會巨大許多，想不到蔡董事長毫不猶豫的答應。也因此，我回頭與 AppWorks 的夥伴們溝通，得到大家的支持後，我們決定一起接受這個挑戰。所以開頭我說，我不是接下了台灣大總經理的職位，而是接下了整合台灣大與 AppWorks，放大出 10 倍成果的任務。

當然，這不是一件容易的工作，發展新的商業模式，我或許有 20 年的創業、工作經驗作為後盾，但對於管理電信事業，對於領導一個 7,000 人的大集團，我有太多需要學習的地方，所以，我請蔡董事長務必持續扮演我的 Partner，在這個過程中一起確保電信本業的營運，好讓我們有最大的空間與時間，去爭取新事業的發展，為所有「台灣大 + AppWorks」的 Stakeholders，爭取最佳的長期利益。

未來幾年，將是電信業轉型的關鍵時期，去年 499 之亂加速電信用戶 ARPU (平均每戶營收) 的下滑，消費者換機時間拉長導致手機營收停滯，接下來資本支出是 4G 近 4 倍的 5G 即將到來，更讓電信長達 20 年紅利時代難以延續，AI、IoT、Blockchain、Cloud 等巨型典範轉移接連的到來，進一步逼迫電信業者不能繼續防守。

另一方面，電信業已經建立的品牌、長期客戶關係、大量用戶數據，卻是極有價值，可以更全面應用的資產。透過台灣大 + AppWorks 的結合，目前已經產生 760 億年營收的 AppWorks 的 328 家新創，以及未來將持續培養的更多新興企業，都有機會透過與台灣大的合作加速成長，而台灣大也能因此取得新的營收引擎，創造雙贏的局面。

所以，在可預見的未來，AppWorks 的方向不會改變，我們將持續邀請優秀的創業者加入，透過 AppWorks 原有的能量，以及新增的台灣大平台幫助他們。AppWorks 基金的營運也不會改變，事實上，加入了台灣大的能量，我們有信心能為 LP 們創造更好的財務、策略報酬。我的角色，除了新增台灣大總經理以外，也沒有改變，將持續擔任 AppWorks 的董事長、合夥人，戮力確保台灣大 + AppWorks 的整合能順利成功、長長久久，創造多贏。唯一改變的，大概是我的工作時間將會增加，因此要犧牲與家人的相處，在此先跟偉大的老婆、兩個可愛的兒子道歉，感謝他們對這個決定的支持與諒解。

至於搬遷至雅加達、引導更多 AppWorks 新創進軍印尼的計畫，很遺憾必須暫緩，所幸 AppWorks 的新任合夥人 Jessica (劉侊縈)，已經承諾會扛起這個責任，相信在她的帶領下，AppWorks 的印尼計畫還是能夠大鳴大放、開花結果。

以上，就是針對此次台灣大 + AppWorks 的重大發展，向各位好友、媒體朋友的報告，懇求你們的支持。無論如何，我會持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮。

最後，預祝 您

新年快樂 諸凡順遂
助君張目 豬滿福保

Earlier today, Taiwan Mobile published an announcement communicating their intention to appoint me as the company’s general manager as of 4/1/2019. I’m sure this announcement may come as a surprise to many of my friends in the startup community, likely leaving you all with ample questions, concerns, and potentially even doubt. Let me take the opportunity to clarify the situation and explain the reasonings behind my decision for everyone.

Firstly, I must clarify that I am not merely taking over as GM of Taiwan Mobile, but taking on the bigger job of integrating Taiwan Mobile, a $12B market cap & $3.8B revenue company, and AppWorks, a $3.6B valuation & $2.5B revenue ecosystem, to amplify our impact by 10x.

But to adequately understand where we’re going, I think it’s important for everyone to know where we’ve come from. This begins with my story—for those of you that haven’t heard it before—which dates back to my time living in New York. It was around 2008 when I saw the launch of iPhone and Android, as well as the advent of Facebook, Twitter, etc, collectively catapulting social media into mainstream use. It was clear that software was increasingly taking over the world while the value of hardware was becoming more and more commoditized. This posed a dire existential threat to Taiwan, whose global economic contributions had been primarily driven by hardware and semiconductor manufacturing. This eventually prompted my resolve to move back to Taiwan and prevent our country from becoming a relic of the past.

This was by no means an easy decision. Not only did I have to give up my American dream, but my wife and child would have to completely uproot their lives, changing jobs and schools. It was a huge sacrifice on their end, so after moving back I dedicated myself to working hard every day to maximize my contribution to Taiwan and exert the greatest impact possible.

I have worn a lot of hats since, and it may seem that there is no correlation on the surface. But, there is indeed a common purpose behind them, which is to promote change in Taiwan. First of all, I have long written posts and columns in online communities such as my own blog, Facebook, and journals like “The Commonwealth Magazine,” while also giving speeches and interviews for a variety of outlets whenever possible. I see these activities as a way to share new knowledge, new ideas, and disseminate the nutrients needed for progress.

I set up AppWorks with my partners to systematically help young people start their own businesses and cultivate the next generation of business leaders that will steer Taiwan forward. That's why AppWorks started its semi-annual startup accelerator in 2010, and has been offering it for free ever since. With the addition of the latest batch AW#17, the AppWorks Ecosystem encompasses 328 active startups and 925 founders, having collectively generated US$ 2.5 billion in revenues and created 9,586 jobs—not an immaterial contribution to Taiwan’s economy needless to say. More importantly, we’ve created a tight-knit community where founders can form lifelong relationships, while seeking advice from both peers and mentors in good times and bad. I see that as a long-term value to society.

Once AppWorks took a firm foothold in Taiwan, we began targeting Southeast Asia in 2014 to invite outstanding ASEAN entrepreneurs to join us. We hope to promote Taiwan's regionalization through a network of international founders, and in turn, facilitate the development of SEA’s digital economy. We've made significant strides these past five years. AW#18 will kick off in March 2019, and consists of 33 teams, 19 of which hailing from countries across SEA and beyond. Spanning our entire ecosystem, AppWorks encompasses 160 companies currently operating in Southeast Asia, forming a truly regional network. Now, AppWorks founders from Taiwan, Hong Kong, and Singapore are expanding to Indonesia and Vietnam, and it is easy to find local AppWorks alumni to lead the way, greatly reducing the barriers for international expansion.

In addition to AppWorks Accelerator, we have been working hard to create more examples for a modern Taiwan. Taking venture capital as an example, we successfully raised US$ 11 million for Fund I in 2012 and US$ 50 million for Fund II in 2014. Under the efforts of the AppWorks team, the investment performance of the two funds is currently above the industry average, of which Fund II has achieved an annualized internal rate of return (IRR) of 29%. This is much higher than the top quartile of VCs in both Europe and the United States. By pursuing the same performance as international first-class funds, we hope to encourage Taiwanese LPs (short for venture capital investors) to be more confident in supporting local emerging GPs (short for venture capital management companies) and to promote the recovery and ultimate longevity of Taiwan's VC industry.

In 2016, we created AppWorks School with the aim of helping the younger generation pick up new skill sets, enhance their careers, and join the growing tech industry. The school offers four-month free programs and has now graduated 106 students, 85% of whom have secured jobs as software engineers, with a median starting salary of US$ 21,833. Although our scale is still tiny compared to larger institutes, we hope our efforts have inspired others to promote the modernization of Taiwan’s education system and equip young people with the necessary skills to thrive in the AI ​​era.

In addition, although AppWorks is still a small to medium-sized enterprise, it has received a lot of attention. Therefore, it often leads by example and demonstrates how to apply new thinkings to modern corporate management. In addition to internationally-competitive salaries, our colleagues enjoy flexible working hours and locations, unlimited vacation days, and several weeks off around Chinese New Year. AppWorks also recently launched an internal promotion track, promoting two of our very own staff to partners, Jessica Liu (30) and Andy Tsai (40). We hope that this move will also create a ripple effect across traditional Taiwanese industries, inspiring more local enterprises to put their faith in younger leaders.

Alongside the private sector, I am also actively involved in promoting Taiwan’s transformation through public sector activities. In 2016, I took over as chairman of TiEA (Taiwan Internet and E-Commerce Association) from Mr. Hung-Tze Jan (詹宏志). After taking office, I have worked hard to promote our industry and successfully convinced government cabinet members to create a separate category for e-commerce companies, which didn’t previously exist in Taiwan’s stock market. Since 2017, I have been the co-convenor of the Asia-Silicon Valley Development Agency Advisory Committee, advisor of DIGI+ Taiwan, and the country’s member in ABAC (APEC Business Advisory Council). Most recently in 2018, I was appointed by the President to represent Taiwan in the APEC Vision Group, where 21 member states come together to define APEC's vision for the next 20 years. Although these are all voluntary work, I have treated them as full-time jobs because they produce opportunities that can greatly influence Taiwan’s future.

Finally, last year I was prepared to uproot my family again and move to Jakarta. With a population of 260 million people, I observed that Indonesia was a rapidly emerging economy, producing many areas where Taiwan and Taiwanese companies can contribute. In the span of just five years, Indonesia went from a barren startup landscape to producing four local unicorns and attracting the presence of three international unicorns. Although the opportunities are abundant, Indonesia’s ecosystem was much different from Taiwan’s, creating immense cultural, regulatory, and competitive barriers for Taiwanese companies. I had thus planned on relocating to Jakarta in hopes of better leading AppWorks startups into Indonesia and shortening our distance from the world’s fourth most populous country and GSEA’s biggest economy. I would have had to sacrifice some of my roles and responsibilities in my Taiwan, but I put faith in my partners and co-workers to fill the void.

With all that said, I want you to understand that the underlying mission to change Taiwan has never faltered. With this mission in mind, I’ve never hesitated in making decisions over the years because I’ve never needed to consider my own interests—but only the things I can do at the moment to best contribute to Taiwan and generate the most impact. It’s what prompted my resolution to move back from New York, my intent to move to Jakarta, and now my decision to take on this new opportunity with “Taiwan Mobile + AppWorks.”

Not long ago, the Chairman of Taiwan Mobile Daniel Tsai reached out and asked if I was interested in taking over as General Manager of Taiwan Mobile. At first, I was unable to take his offer because I was getting ready to move to Indonesia and I didn’t know how this would contribute to making Taiwan better. After allowing myself a few days to contemplate, I found an answer. I told Chairman Tsai that I would take on the position, but only if I can pursue these 4 ambitions:

First, leverage the AppWorks ecosystem to help transform Taiwan Mobile into a true technology company. At the same time, leverage Taiwan Mobile as a platform to accelerate the growth of AppWorks startups, thereby creating a successful collaboration template for other Taiwan & SEA large corporations to work with startups.

Second, with AppWorks leading the way, establish Taiwan Mobile + AppWorks into a regional technology group across Greater Southeast Asia, in turn, inspiring other Taiwanese companies to explore Southeast Asia as well as becoming a platform for startups to go regional.

Third, build Taiwan Mobile + AppWorks group to a market cap of US$ 100 billion and create the first non-OEM company that originates from Taiwan and truly reaches a global scale.

Fourth, throughout the process, all the bonuses I am entitled to shall be donated by the group to public welfare, focusing specifically on promoting education reform and the film industry in Taiwan.

I told Chairman Tsai if these are the goals, it’s worth dedicating the next 10 - 15 years of my life to achieve. This is basically my dream list. If I do this, the contribution to Taiwan and the GSEA region as a whole from the combined entity will be much greater than the continued independent operation of AppWorks. Chairman Tsai agreed on these four goals and gave me his promise, but it was still not a decision that I could make on my own--after all building AppWorks into what is it today was not something I did alone. Therefore, I went back to communicate with the AppWorks partners and team, and with everyone's support, we decided to accept this challenge together.

Thus, at the beginning of the post, I said, that I am not only taking over the position of Taiwan Mobile’s GM, but undertaking the task of integrating Taiwan Mobile and AppWorks to amplify our impact by 10x. Of course, developing a completely new business model is not an easy job. I may have 20 years of entrepreneurship and work experience under my belt, but I still have much to learn when it comes to managing a massive telecoms operation with over 7,000 people, most of whom are much more familiar with the industry than me. Therefore, I asked Chairman Tsai to act as my partner through the process to ensure the continued operations of the telecoms unit. This will enable more time and space to develop new businesses, benefiting all “Taiwan Mobile + AppWorks” stakeholders in the long run.

The telecoms industry will likely undergo a crucial transformation in the next few years. Last year’s “NT$499 war” accelerated the decline of telecom subscribers’ ARPU (average revenue per household). Longer replacement periods for smartphones have led to the stagnation of mobile phone revenues and the rollout of 5G will cost four times the capex as 4G. These factors all threaten the industry’s ability to maintain the fluid growth it’s experienced for the past 20 years. Furthermore, the arrival of paradigm shifting technologies such as AI, IoT, Blockchain, and Cloud have put all telecom operators on the defensive.

On the other hand, the telecoms industry has established brands, long-term customer relationships, and a massive amount of user data—all valuable assets that can be better maximized. Through the combination of Taiwan Mobile + AppWorks and the 328 startups that AppWorks has cultivated, all emerging startups will be able to look to the combined platform as a strategic engine for cooperation and growth. This is will also enable Taiwan to develop new sources of value creation--a win-win for both sides.

Therefore, in the foreseeable future, AppWorks will not change direction. We will continue to invite outstanding entrepreneurs to join our accelerator, staying true to the original ethos of AppWorks, while leveraging the new Taiwan Mobile platform to help them. The operation of AppWorks Funds will not change. In fact, with the backing of Taiwan Mobile’s resources, we are confident that we can create better financial and strategic rewards for LPs. My role at AppWorks will not change. I will continue to serve as a partner of AppWorks. I will ensure that the integration of Taiwan Mobile + AppWorks will be a successful, long-lasting win-win situation for all stakeholders involved. The only change is probably that my working hours will increase, effectively cutting into my family time. So first, I must apologize to my great wife and two lovely sons, and thank them for their continued support and understanding of this decision.

As for the plan to move to Jakarta and guide more AppWorks startups to enter Indonesia, regrettably it must be suspended. Fortunately, Jessica Liu, AppWorks’ newest partner, has promised to take up this responsibility. I believe that under her leadership, AppWorks' Indonesia initiative will still be able to make a big splash and develop fruitfully.

Hopefully, this post has provided you with all the relevant details regarding the Taiwan Mobile + AppWorks announcement. To friends and media, I sincerely appreciate your continued support. At any rate, I will continue to work hard to contribute to Taiwan. I hope that the children of our generation will grow up and be proud of being Taiwanese.

Finally, I wish everyone all the best. Have a wonderful and prosperous pig year!

PS4版のディスオナード2（Dishonored 2）の攻略動画です、Part 6。

慈悲深い（誰も殺していない）と幽霊のように（発見されていない）の攻略です。動画と同じルートをしなくてもクリア出来ます、あくまで一例です。

ジンドッシュの錠を解除するための暗証番号はドゥランテのオフィスで入手可能で、そのオフィスに入るための鍵は監督官の事務所の3階にあるバーン上級監督官のオフィスで入手できる。
トロフィーの「わかった！」を取るためには他から答えを入手せずにジンドッシュの錠を解除する必要があります、方法は自力でパズルを解くか、またはパズルを解く前にセーブして、暗証番号のヒントをオフィスから入手し、答えをわかってからリロードして解答する。どっちも時間かかりますが、自力で解くのほうが敵のことを心配しなくていいので、自力のほうがおすすめします。

パズルの出現人物、アイテム、場所名などは固定ですが、順番はランダムなので、動画と同じの答えを出しても錠の解除は出来ないと思います。

ジンドッシュの謎＆解き方（内容は7:20参照）：
人物： レディ・ウィンスロー（WINSLOW）、マルコラ医師（MARCOLLA）、コンティー伯爵夫人（CONTEE）、マダム・ナショウ（NATSIOU）、フィンチ男爵（FINCH）
色： 緑、紫、白、赤、青
酒： ウイスキー、ワイン、ラム酒、ビール、アブサン
場所/出身： カルナカ、ダボカ、バレトン、フレイポート、ダンウォール
アイテム： たばこの缶、ダイヤモンド、鳥のペンダント、従軍記章、指輪

ヒント：
・コンティー伯爵夫人は緑の帽子を被ってた
・マダム・ナショウは左端におり
・マダム・ナショウの隣の客は紫のジャケットを着ている
・白の女性は赤の左に座っていた
・白の女性はウイスキーをこぼした
・ダイヤモンドを持った客の隣の女性はカルナカに住んでいた
・カルナカからの旅人は青の服を着ていた
・レディ・ウィンスローはたばこの缶を持っている
・ダボカの女性は従軍記章を持っている
・ダボカの隣の女性はバレトンから来た者、その隣の女性はビールをこぼしそうになった
・フィンチ男爵夫人はラム酒を持つ
・フレイポートから来た女性はアブサンを持つ
・真ん中の客はワインを持つ
・マルコラ医師はダンウォールの話をしていた

以上のヒントを総合すると：
まず、一番わかりやすく、
マダム・ナショウが一番左、2番目に紫のジャケット、3番目はワインになります。

次は、白の女性はウイスキーを持つで、右に赤の女性。
2番目は紫なので、1と2番の可能性はなくなります、3番はワインなので、3番の可能性もなくなります、そうすると4番目は白の女性、5番目は赤です。
→①マダム・ナショウ、②紫、③ワイン、④白/ウイスキー、⑤赤

その次、コンティー伯爵夫人は緑の帽子を被ってたなので、3番目になります。
→①マダム・ナショウ、②紫、③コンティー/緑/ワイン、④白/ウイスキー、⑤赤

その次、カルナカからの旅人は青の服を着ていた。
1番以外の全員の色がわかってたので、青は1番になります。
→①マダム・ナショウ/青/カルナカ、②紫、③コンティー/緑/ワイン、④白/ウイスキー、⑤赤

その次、ダイヤモンドを持った客の隣の女性はカルナカに住んでいた
→①マダム・ナショウ/青/カルナカ、②紫/ダイヤモンド、③コンティー/緑/ワイン、④白/ウイスキー、⑤赤

その次、少し複雑になりますが：
・レディ・ウィンスローはたばこの缶を持っている
・ダボカの女性は従軍記章を持っている
・ダボカの隣の女性はバレトンから来た者、その隣の女性はビールをこぼしそうになった
1と3番はナショウとコンティー、2番はダイヤモンドなので、レディ・ウィンスローの可能性は4or5になります。仮に4番にして、5番をダボカの女性にすれば、ダボカの隣の隣の女性はビールなので、合わなくなります（真ん中はワイン）、そうすると、レディ・ウィンスローの位置は5番になります。
→①マダム・ナショウ/青/カルナカ、②紫/ダイヤモンド、③コンティー/緑/ワイン、④白/ウイスキー、⑤レディ・ウィンスロー/赤/たばこの缶

その次、
・フィンチ男爵夫人はラム酒を持つ
・マルコラ医師はダンウォールの話をしていた
1, 3, 5番にナショウ、コンティー、ウィンスロー、4番はウイスキーなので、フィンチ男爵は2番になり、マルコラ医師は4番になります。
→①マダム・ナショウ/青/カルナカ、②フィンチ男爵/紫/ラム/ダイヤモンド、③コンティー/緑/ワイン、④マルコラ医師/白/ウイスキー/ダンウォール、⑤レディ・ウィンスロー/赤/たばこの缶

その次、酒がわからない人は1と5番のみで、どっちかビールとアブサンになります。ダボカの女性の隣の隣はビールなので、1or5番どっちにしろ、ダボカの女性は真ん中になります、そしてダボカの女性は従軍記章を持つ。
→①マダム・ナショウ/青/カルナカ、②フィンチ男爵/紫/ラム/ダイヤモンド、③コンティー/緑/ワイン/ダボカ/従軍記章、④マルコラ医師/白/ウイスキー/ダンウォール、⑤レディ・ウィンスロー/赤/たばこの缶

その次、
・ダボカの隣の女性はバレトンから来た者、その隣の女性はビールをこぼしそうになった。
ダボカの右はダンウォールなので、左はバレトンになり、そしてその左はビールになります。
→①マダム・ナショウ/青/ビール/カルナカ、②フィンチ男爵/紫/ラム/バレトン/ダイヤモンド、③コンティー/緑/ワイン/ダボカ/従軍記章、④マルコラ医師/白/ウイスキー/ダンウォール、⑤レディ・ウィンスロー/赤/たばこの缶

その次、
・フレイポートから来た女性はアブサンを持つ
→①マダム・ナショウ/青/ビール/カルナカ、②フィンチ男爵/紫/ラム/バレトン/ダイヤモンド、③コンティー/緑/ワイン/ダボカ/従軍記章、④マルコラ医師/白/ウイスキー/ダンウォール、⑤レディ・ウィンスロー/赤/アブサン/フレイポート/たばこの缶

結論：
1) マダム・ナショウ（NATSIOU） = 指輪 or 鳥のペンダント
2) フィンチ男爵夫人（FINCH） = ダイヤモンド
3) コンティー伯爵夫人（CONTEE） = 従軍記章
4) マルコラ医師（MARCOLLA）= 指輪 or 鳥のペンダント
5) レディ・ウィンスロー（WINSLOW） = たばこの缶

マダム・ナショウとマルコラ医師の答えは1/2の機会ですが、運がよく1発で当てました。
パズルはこんな感じで解けました。

攻略動画で獲得できるトロフィー：
・幽霊のように - 見つからずにミッションをクリアする
・代替手段 - 死者を出さずにミッションをクリアする
・王室護衛官 - コルヴォ・アッターノでゲームをクリアする
・善意 - カオス:低でゲームをクリアする
・シャドウ - 見つかることなくゲームをクリアする
・肉体と鋼 - 超常能力を使わずにゲームをクリアする
・潔白 - 誰も殺さずにゲームをクリアする

使用キャラ： コルヴォ・アッターノ/Corvo Attano
Mission 6 - 砂塵地区/The Dust District
難易度 - Very Hard
アウトサイダーの印 - 受け取らない（「超常能力不使用」モード）
クリア - カオスレベル低、慈悲深い（誰も殺していない）、幽霊のように（発見されていない）
- Low Chaos, Merciful, Ghostly, No Blink, No KOs, No Upgrades, No Bonecharms, No damage, and No items.

DISHONORED 2 - VERY HARD/GHOSTLY/MERCIFUL Walkthrough Playlist:
⇒https://www.youtube.com/playlist?list=PL4fd59i0eA3VC5w088jmc2swJP9dTvHKP

======================

- ゲームタイトル： Dishonored 2（ディスオナード 2）（PS4版）
- 発売日： 2016年12月8日 (日本)
- 価格： PS4パッケージ版：7,980円（税別）
- ジャンル ： ステルスアクション
- ESRB : Cero Z
- 開発: Arkane Studios
- 発売: Bethesda Softworks

=======================

"Copyright Disclaimer Under Section 107 of the Copyright Act 1976,
allowance is made for "fair use" for purposes such as criticism,
comment, news reporting, teaching, scholarship, and research.
Fair use is a use permitted by copyright statute that might otherwise
be infringing. Non-profit, educational or personal use tips the balance
in favor of fair use."

=======================

PS4版のドラゴンボール ゼノバース （DRAGON BALL XENOVERSE）のParallel Questのプレイ動画です、★5 Mission 28 奪還！ドラゴンボール。

Mode： パラレルクエスト/Parallel Quest
・★5 Mission 28 - 奪還！ドラゴンボール（大成功クリア）
・クリア条件：
- 6つのドラゴンボールを集める
- セルジュニアを全て倒してクリア
- 7つのドラゴンボールの回収する
・失敗条件：
- 参加メンバー全員の体力が0になる
- 制限時間の経過

報酬：
■Z：4000
■合成用高性能カプセル
■ソウル共鳴装置
■ソウル拡散合成装置
■ふほほほほ!!つかまえた!!
■人造人間19号の帽子
■人造人間19号の服
■スーパードレイン

DRAGON BALL XENOVERSE - Story Mode プレイ動画：
⇒https://www.youtube.com/playlist?list=PL4fd59i0eA3UZZBKa8DXsl13PL14i1Fz2

DRAGON BALL XENOVERSE - Parallel Quest プレイ動画：
⇒https://www.youtube.com/playlist?list=PL4fd59i0eA3U_xYbc0pmbbDbzDIRwh0D8

======================

- ゲームタイトル： ドラゴンボール ゼノバース （DRAGON BALL XENOVERSE）
- 発売日： 2015年2月5日 （日本）
- ジャンル ： ドラゴンボールアクション
- 価格： PS4パッケージ版：7120円（税別）
- ESRB : Cero B
- 発売元： バンダイナムコゲームス

=======================

"Copyright Disclaimer Under Section 107 of the Copyright Act 1976,
allowance is made for "fair use" for purposes such as criticism,
comment, news reporting, teaching, scholarship, and research.
Fair use is a use permitted by copyright statute that might otherwise
be infringing. Non-profit, educational or personal use tips the balance
in favor of fair use."

=======================

PS4版のドラゴンボール ゼノバース （DRAGON BALL XENOVERSE）のParallel Questのプレイ動画です、★5 Mission 27 造られた戦士たち。

Mode： パラレルクエスト/Parallel Quest
・★5 Mission 27 - 造られた戦士たち（大成功クリア）
・クリア条件：
- 17号、18号を倒す
- セルジュニアを全て倒してクリア
- セルと復活した17号、18号を倒す
・失敗条件：
- 参加メンバー全員の体力が0になる
- 制限時間の経過

報酬：
■Z：3200
■合成用高性能カプセル
■ソウル拡散合成装置
■人造人間には絶対勝てん
■ちくしょおおお…!なんちゃって!!
■ドクターゲロの帽子
■ドクターゲロの服
■フリーダムキック
■ローリングバレット

DRAGON BALL XENOVERSE - Story Mode プレイ動画：
⇒https://www.youtube.com/playlist?list=PL4fd59i0eA3UZZBKa8DXsl13PL14i1Fz2

DRAGON BALL XENOVERSE - Parallel Quest プレイ動画：
⇒https://www.youtube.com/playlist?list=PL4fd59i0eA3U_xYbc0pmbbDbzDIRwh0D8

======================

- ゲームタイトル： ドラゴンボール ゼノバース （DRAGON BALL XENOVERSE）
- 発売日： 2015年2月5日 （日本）
- ジャンル ： ドラゴンボールアクション
- 価格： PS4パッケージ版：7120円（税別）
- ESRB : Cero B
- 発売元： バンダイナムコゲームス

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"Copyright Disclaimer Under Section 107 of the Copyright Act 1976,
allowance is made for "fair use" for purposes such as criticism,
comment, news reporting, teaching, scholarship, and research.
Fair use is a use permitted by copyright statute that might otherwise
be infringing. Non-profit, educational or personal use tips the balance
in favor of fair use."

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