是有些不甘心。這幾天想《師父》裡師娘在陳師父背上說的話：「天津人以本地女子為榮，聽見被休，會罵你不成材。天津女子的好接不住。」
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訪問前潘和我有志一同，都不想對著宥儀再複述那些頭銜了，什麼富比世 30 under 30，什麼 Gucci 有史以來最高點閱覽貼文，什麼旅居紐約藝術家，這種台灣之光大敘述的光照見的從來不是他們本人，而是其他人的自卑。為此，我們決定前往宜蘭而非攝影棚，那是小江的現居也是老家。羅東女子的好接不住，訪問沒人讀，是讀者不成材。本來是這樣想的。
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每個星期一編輯部有場小會，春節前併到連假前一天開。我們會討論哪篇內容要再推一下，文上了之後有什麼沒料到。宥儀這篇原先的封面是我最愛的，小江走在愛人住處邊的田埂上，身上穿著她說「平常穿去超市」的粉紅氈毛外套，紫色毛線耳罩。大家平常看她頂著藍色頭髮穿豹紋戴羽毛拍照，但她不只是那個樣子的。想讓大家看見江宥儀不披掛武器的樣子。本來是這樣想的。
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但想到她開著車，載著我們在宜蘭亂繞的樣子。2018 年她失蹤那次，也是這樣自己開一台車，從紐約逃走。那一年她的作品被《GLAMOUR RUSSIA》抄襲，同時鬱期低迷，我印象最深的卻是同時期爆出的另一則新聞：一堂課學費一萬九的彩妝師李敏被踢爆資歷造假，自稱在紐約、東京時裝週擔任過首席化妝師的她其實只是學員。
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那時，宥儀在臉書轉了相關新聞，說了些什麼我忘記了，只記得我們對假贗的藝術家那種同仇敵愾 —— 說是笑他們說謊過了頭，其實也不只，有點是笑自己努力了多久連個說謊的人一半成就都比不上。那也是不甘心。
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不成材的是我。不敢再托大，辜負小江一片誠心和她坦誠以訴的故事，還是換了她在個展開幕那天盛裝出席的樣子。其實沒有什麼比什麼不好，只是我本來太以這篇訪問為榮了。訪問前，心想小江回台這陣子連做十幾場訪問，一定很累很無聊，準備了幾組心理測驗，把訪題藏在裡頭。有一題請請她想像站在森林深處的湖泊邊，望見對岸一隻動物，那是什麼？她說是一隻灰色兔子。
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「這個心理測驗我好像大學時候做過。」她說。我心想好險，我有準備別的，她卻又說自己當時的答案和現在不一樣。
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「以前，剛走進森林的時候遇見的好像是藍色的兔子。現在變成是在湖泊邊遇到。」
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「好唷。這個心裡測驗說在森林遇見的動物是別人眼中的妳，在湖泊對岸看見的動物是內心真正的妳。」
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「嗯！嗯！！」我們對看，心有感應。
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沒告訴她我每次做這個心理測驗，遇見的都是蝴蝶。森林裡是蝴蝶，湖泊對面看見的還是同一隻蝴蝶。這樣是什麼意思？其實什麼占卜星象面相我二十六歲之後一概不問不信。舊年最後一天，為自己土法煉鋼地努力最後一次，亦是為戒：天津人以本地女子為榮，天津女子的好接不住，可也要好好讓別人懂得才行。
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—— 請想像自己走進了一片廣袤的沙漠，一個人。走著走著，妳忽然看見前面有個立方體。妳覺得，那個立方體有多大呢？
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—— John Yuyi：大概，長寬高都三、四公尺左右吧？
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當我告訴她，這題心理測驗的答案意味著自我意識的大小，她哦了一聲，接著問：但那是在一片很大很大、看不見邊際的沙漠吧？
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十分鐘前，她開著向男友借的車，載我們到距離她們宜蘭住處不遠的一座橋，說這次回台灣，閒暇時就和愛人走這座橋邊的河堤。一邊說，一邊把車子髒話般地停在橋上，「這邊就是這樣，車子停這裡不會有人管，很隨性的。走吧！」
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我分不清南北，她卻清楚地指著堤岸遠處某個方向，說羅東在那裡。她的父親就是羅東人。不過，江宥儀是在北投長大的，自我認同也是台北女生，從小她就很羨慕「那種放假的時候有鄉可以返」的人，卻沒想到因為疫情，從去年三月回來到此刻，是她 2015 年之後待在台灣最久的一次。
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「感覺很像《Inception》裡面那台廂型車。在國外我已經打架打那麼久了，回到台灣發現怎麼廂型車還沒掉到橋下。」她說。
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她熱愛自駕，在紐約時車用租的，一個人可以往南開到華盛頓。回台灣，她總是開母親的 Wish，不過今天剛好家裡要用車，只好開口和男友借。談童年，她最早的記憶是怕生，說自己直到五歲才戒掉奶瓶。當哥哥已經在幼稚園裡叱吒風雲，開始上學的她每天一被母親送下車就開始哭，哭到放學母親來把她接走。不得已，母親只好把她交給外公外婆帶。
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來到北投外婆家的江宥儀依舊恐懼分離，外公洗澡的時候她蹲在氣窗旁看守，外公出門的時候她爬上鐵窗，盯著他走到再也看不見的街道盡頭。
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外婆家頂樓是座宮廟。小時候江宥儀會躺在廟內地上，看飛進刺繡簾子裡的蝙蝠，在窗台上留下糞便。外公會叫：不要躺在這裡，菩薩要騎馬回來了，妳擋到路了。這次回台北辦個展，一半時間在宜蘭，另一半就在這棟北投老家，廟依舊在，只是成了江宥儀的工作室，蝙蝠也已經不再來了。
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早在創作以前，她就玩紋身貼紙。外婆曾對她說「不要玩那個傷風敗俗的」，想不到江宥儀往後正是以 temporary tattoo 揚名國際，入選富比世 30 Under 30 Asia。自稱物極必反、長大之後到處跑一定是因為小時孤僻，但又提起成名後有次出差到巴賽隆納，工作方提供的飯店房間無比高級，夜裡她卻焦慮地抓著被子，不敢待在床上，把自己塞到床和牆壁的縫隙裡睡。
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「我覺得我們家的人都是快樂冠軍，一整坨人都充滿愛與溫暖。我算是裡面情緒比較不對勁的。」她長年做心理諮商，在躁期和鬱期之間試著駕駛自己。走紅之後，有兩、三年她甚至無法「在腦中 process 目前在進行什麼事」。2018 年，她在一趟又一趟的航班之間情緒崩潰，決定逃走，又一個人租車、頭也不回地開，開到朋友們在網路上 PO 尋人啟事、開到 NYPD 從她唐人街的租屋破窗而入。
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「或許疫情對我們這種蹦蹦蹦的人而言，是個很好的藉口。在紐約，很多人是沒有勇氣休息的。」嘴上說蹦蹦蹦，右手也用力往左手打三下，BPM 180，這是江宥儀所謂「紐約做事的節奏」，本來也內化成她的節奏了。
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「回台灣選擇待宜蘭，可能也是因為這樣吧，很遠離城市，溫度、濕度都是以前熟悉的。我覺得，盡可能減少各種接觸的時候，自己離自己比較近一點。」
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—— 又繼續向前走近，妳慢慢看見了立方體的全貌。它是什麼材質做的呢？
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—— John Yuyi：金屬，上面拋光但是沒有到鏡面的程度。有點像最近在世界各地出現的神祕金屬柱的材質。
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—— 在立方體旁邊，放著一道梯子。妳覺得，那是一道什麼樣的梯子？多長，有多少階？它和立方體的距離大概是多少呢？
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—— John Yuyi：就一般那種在裝潢的時候會看到的，很 rough 的梯子。我的展場也有看到的那種。和立方體距離很近啊，感覺爬上去之後就可以直接對立方體做些什麼事。
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她說她不相信渾身正能量的人。無數朋友來來去去，至交只有三、四個，稱其為「愛人朋友」。她覺得自己就像他們：敏感，糾結，內心有尚未梳理的掙扎。這樣的性格在家中是異類，「我媽就是個完全沒有黑暗面的人欸。我後來發現我身上很多事情，都可以用我和我媽的關係來解釋。」
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立方體的材質暗示性格的質地，而一旁的梯子是與朋友的關係。一路上，江宥儀不只一次用「市井小民」來形容自己的出身：受僱日商公司的父親、身為業務的母親、在市場賣甜不辣的阿祖、在鐵道旁堆石頭，方便居民橫越鐵軌抵達田埂的祖父。即便如此，雙親卻堅持定期帶兄妹倆出國旅行，看看世界。一直到高中，江宥儀放學後都還會到畫室。那畫室也沒有特別創意發想藝術，有點像是安親，不同年齡的人在教室裡做自己的事情。
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江宥儀的事情是畫畫。在那裡，她接觸到法國藝術家 Niki de Saint Phalle 的作品，照著描，喜歡上頭千軍萬馬的顏色。後來在紐約，江宥儀最經典的那頭藍髮的藍，也像是 Niki de Saint Phalle 畫裡會用的色彩。
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進實踐念服裝設計，是她第一次覺得自己平凡。同學們奼紫嫣紅，有底子，有錢，在班上江宥儀自覺是個「性格充滿缺陷的雙魚座」。那時她景仰一位同樣是雙魚座的老師，那老師做事條理分明、幹練成熟。江宥儀問她，該怎麽做才可以變得像她一樣？老師回答：「妳以後也會慢慢變成這樣的。」
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在系上，很多事情顯得理所當然，例如當模特兒。直到大學才敢一個人睡、還必須開燈的江宥儀，因為身高夠，常在同學的作品裡當 model。關於被拍攝、裸露、展示自己，她是在那時才開始適應。
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「我覺得一直到那時候我才釐清對於裸露的感受，不再拘泥於定義上的道德，相信性感、淫蕩或不體面，跟裸露這個行為本身都沒有關係。」最早最早，掌鏡的都是朋友，拍裸體照算有個相對放心的開始。再後來畢業，她又找了其他畫室去作人體素描模特，漸漸覺得身體被觀看是件「還好的事」。
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她說，她是被擔任模特兒的經驗打開的。「原生家庭會決定妳一開始的眼界，讓妳不知道很多事情，到了二十多歲才漸漸曉得。小時候不會覺得自己比父母更聰明，但到了某個時間點，真的發現自己比他們更知道什麼正在 going on。」
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江宥儀開始使用 Tumblr 的時候，那裡還只是一個僅有英文介面的小眾社交平台，不過也已經具有延續至今的特徵：不靠演算法決定動態牆內容、不強烈將作品與個人身份聯繫，藉由與 Facebook 的「分享」性質稍有不同的「轉格」，讓即使沒有社交關係聯繫的創作者也容易被群眾分享而看見，沖淡「創作源頭」對一件作品的影響力。她看上它「創作大於個人」的特性，開始把自己的作品發表在那裡。「那是對創作滿友善的地方，不像現在很多是賣臉、賣優越感。」她也喜歡 Tumblr 當時用戶多為歐美族群的狀態：「那時就覺得台灣真的太小了，很多目光都向內觀看著自己。我不喜歡這種感覺。我確實想要被關注，但不是這樣的關注。」
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往後，當她提起自己在 Tumblr 發布的 temporary tatoo 系列之瘋傳，總會說：其實最一開始只是想要拍出好看的照片而已。
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想拍出好照片的市井小民開始被稱為藝術家，是在 2018 年接受《i-D》採訪之後。此後爆紅、與 Gucci 合作、在紐約辦展再到入選富比世，同時她唐人街的租屋卻是一間在魚市場上方的老公寓，樓梯都是魚腥味，做案子時和道具們一起睡覺，「也幸好我是市井小民，能屈能伸，平常住這樣的房子，出差的時候我也可以爽住飯店、搭商務艙，不卑不亢地。」
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再回頭來看爸媽，不再是兒時哭著怕別離的眼神，難以相信直到高中她還會和打地舖睡在他們床邊地板。「他們有時候，真的聽不懂我在說什麼。但他們在 boomer 年代，腳踏實地把一件事情做到好⋯⋯他們大可不用帶我們出國，不用送我們去學才藝，但他們決定要做。這件事情那麼平庸，他們也好平庸，可是好偉大。」
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她說，爸媽直到人過中年，仍想為這個世界做點事情，希望自己有用處、對社會有價值。「而且不是為了表達自己才這樣說，是在拜拜的時候跟神明講的。這真的是我非常 value 的價值。」
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—— 現在，有一團烏雲在空中。妳覺得，它離妳的立方體多遠呢？
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—— John Yuyi：一抬頭，忽然發現它已經很近了，就快要襲來，這樣的距離。
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—— 它是一團什麼樣的烏雲？規模大嗎？
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—— John Yuyi：滿大，會帶來暴雨的規模。
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在紐約走紅之後，她大事見盡，諸如和 Anna Wintour 隔桌用餐、上紐約時報 9 頁藝術特輯版、再到促使她 2018 大逃亡的其中一個原因：被《GLAMOUR RUSSIA》 抄襲。2020 年，她把頭髮染黑了，象徵自己紐約時代吿一段落。原本預計 2020 年到東京闖蕩，結果從日本回紐約四個月後，疫情下回到台灣，如今想再出去也不容易。她倒是隨遇而安，在宜蘭常套件運動衣就出門覓食，沒工作的時候也不帶妝。偶爾，男友的弟弟看見她在鏡子前上口紅，還會問：「妳幹嘛啊？」
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除了到河堤散步，她也愛到夜市打靶紓壓。有次和男友在攤位，看到旁邊陌生一家人有兩個小孩，還慷慨起來，把獎品分給他們。
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有了旅外種種成就加持，江宥儀在台灣依然吃得開，工作上有各方藝術家接洽合作，更別提大大小小的採訪十數場。籌備個展《目不見睫》期間，江宥儀台北宜蘭兩頭跑，和我們見面的前一天工作到凌晨三四點，早上六點才就寢。
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「可是我現在已經感覺到狀態不一樣了，」她澄清，「以前光是去洛杉磯也會嚇到，看他們一頓飯吃幾個小時、吃完之後又說要去買 boba。」以為是去旁邊隨便買一下，結果洛杉磯人為了一杯珍奶要開車十幾分鐘。在紐約一天要做三到四件公事的江宥儀很難理解洛杉磯緩慢的步調。
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烏雲的位置和形狀，是內心憂慮之事的規模和距離。台灣的時間流逝更接近她口中的 LA，她不諱言在紐約時周遭人才濟濟的光榮與壓力，讓她這次回台工作無法立刻適應。「全世界所有想要 make it 的人，都聚集在那裡，不能不說那邊的人有一定的性格。台灣人也有自己的性格，我是台灣人所以很明白，但我沒辦法因應各地改變我的標準，因為東西做出去是掛我的名字。在這裡工作要想辦法把團隊的頻率調整到一致，要花一點工夫。」
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踏進《目不見睫》展場，最先看到的是撲滿地面的 PU 沙漠，以及從中抽長的白色植物。每片葉子的表面都貼著一隻眼睛，盯著觀展者小心翼翼放下足踝，又小心翼翼地避開它們。一整個房間的沙粒，將近半噸重，要一批一批搬上位在八樓的展場。
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另外兩件作品〈我愛我〉和〈目不見睫〉，尺寸也不小，難以在老家或宜蘭住處組裝，江宥儀把所有零件拆解搬到 Tao Art，在展間裡實地製作。〈目不見睫〉先用一比十模型設計打版之後，印成四公尺長的布料，上頭的藍色頭髮／睫毛是江宥儀借來車機親自縫製的。展原訂在 1 月 6 日開幕，也因為一切費工費時，延後了兩天。
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開展那天，她興奮地引我們到〈電光火石〉其中一件系列作前方，指著石頭上安裝的固態硬碟：「注意這裡！這是我的巧思喔。想要拍照的人，可以藉由這個鏡面反射拍到自己⋯⋯」
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過去，她的作品的形式多是攝影，在照片中被攝者很常是江宥儀自己（的身體）。但在《目不見睫》中的作品則將這個位置讓渡出來，無論是〈那一葉，我們眼神交會〉將觀展者變成被觀看者、或者是〈目不見睫〉中用沒有生命的模特人形取代了主體位置。這份轉變，是轉換環境的結果：
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「以前只能在一個小房間裡面試著展現自己，在資源有限的情況下，只能拿自己來拍。」從表達自己的壓力中鬆一口氣之後，她在這次個展中戲謔地將這個逼視的目光折射給觀者。而當作品不再以平面攝影呈現，它們也不再只能以江宥儀的鏡頭詮釋：「我每天都會看 IG 上 tag 我的人，很喜歡上面的黑色幽默欸。有一個人拍下展場中的陌生人，寫說『前面那個男的在〈我愛我〉這個房間拍了十五分鐘，真的完美地表達〈我愛我〉。』」我就喜歡這種。」
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一樣是忙碌，但質地不同了。「在紐約，過得好像有一把槍指著妳。但現在，我意識到自己有主控權、可以掌控生活。即使很累，至少是自己可以控制的。」無意之間，她在作品中也更加游刃有餘，將體驗的空間讓給觀者。
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環境鬆開了她，她鬆開了作品。雖然仍是擔憂，作品裡卻多了一份從容。
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#
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—— 現在，妳走進了一座森林。步行一段，妳遇見了一隻動物。是什麼動物呢？請用三個形容詞形容牠。
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—— John Yuyi：我遇到豹。無害的，眼睛有點水汪汪的豹。大家的 stereo type 都會覺得豹有攻擊性，但這隻外表看起來友善和萌，牠內心也很害怕。
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在台灣，和自己一起工作的團隊，有些是在紐約認識的，她喚她們「妹妹」（讀作 ㄇㄟ ㄇㄟ˙）。妹妹們年紀比江宥儀更小，受紐約環境的洗禮，能更迅速接到她的指令。但江宥儀更在意的是她們的眼神。
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「她們眼中那種充滿好奇心的目光，還有積極表現自己的神情，每次看到都覺得，啊我正在吸取她們的日月精華。」
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「我覺得我的心智狀態還是在她們那個年紀。身邊同輩的人有些進入了穩定狀態，但我還是很想繼續挑戰自己的能耐。」
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雖這麽說，這兩年江宥儀在社群上的活動頻率縮減不少。以前她會直播自己吃東西，對著鏡頭說著她所謂「古怪的英文」，但那是 Instagram 上還沒那麼多人的時候。如今，江宥儀覺得直播這件事已經飽和，再做感覺俗了。
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私下，她依然是她，活潑仍舊，只是不再「social media 活潑」。北投老家的停車場樓下就有兩間 KTV BOX，有時停完車，她就自己到裡頭歡唱。回她羅東老家前，我們請她載我們到附近的 KTV BOX 唱一輪，「宜蘭好便宜喔，一首二十？台北一首要三十。」投下硬幣，她點了林曉培〈心動〉、張學友粵語版〈藍雨〉、蕭亞軒〈來自第五大道的明信片〉。
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後來她才告訴我，在個展裡顯得有些特別的〈電光火石〉的來歷 —— 跳脫過去「看與被看」的意涵，也沒有她專擅的轉印貼紙素材，這系列包含三塊石頭、一顆蛋和一塊貝殼，江宥儀在這些物件上貼滿晶片、電路板等硬體元件 —— 剛回台灣，必須在淡水舊家隔離十四天，她發現家裡堆滿了各式各樣的石頭。「應該是我媽和我爸在家裡面有⋯⋯儲存那些東西。我也不知道為什麼！我媽是那種去旅館會蒐集所有牙刷和肥皂的那種人。」我開始相信他們家有市井小民的氣質了。
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前年六月，江宥儀與韓國合作拍攝一組以西元 2000 年科技風格的作品，她聯想到當時的風格，請母親購買了一大批硬體零件，在隔離期間當成拼圖來做。這是她回台灣做的第一件作品，結合家中物品和旅外的自己，誕生於過去她曾經離不開、曾經急於離開、如今又再次回來的地方。
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「你這一題，我大學的時候回答過了。動物是代表自己對不對？」我說不是，她說沒差，反正大學時她的回答不一樣，「我那時回答的是，我遇到一隻藍色的復活節兔子。」
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我說，這一題的答案指的是他人眼中的妳，她一聽笑了，說準欸。
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「其實我內心還是那隻兔子，只是外面披上了一層豹，為了保護自己。在外面的時候，不能讓別人發現妳很害怕啊。」人們總想像大名鼎鼎的 John Yuyi 瀟灑、自信、任性。但其實，只是如她仰慕的大學老師曾說的：慢慢就變成這樣了。
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車子最後停在羅東老家門前。她指著透天對面的大樓，「以前這邊沒有帝寶，是田。我小時候光是走到田的那一邊，就覺得自己要被綁架了。」透天窗戶，鐵捲門上是她祖父手繪的瓢蟲花紋。「你們知道宜蘭的窗戶有鐵捲門嗎？我也是離開宜蘭之後才知道，這是宜蘭特有的 thing 欸！跟喜互惠一樣。」喜互惠？那是宜蘭的全聯。我們熱烈討論起來，依舊不知道宜蘭為什麼窗戶要裝鐵捲門，要說風大，有比新竹大嗎？
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老家正在出售，離開前她狡黠地從信件口偷看，卻發現裡面有不認識的人。我們急急退開，看著她撥了好幾通電話。五分鐘後她才回頭，說：「原來上個月已經賣掉了，家裡沒跟我說。」
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原來老家已經不是老家了。有些事情，出去再回來才曉得。發動車子引擎，她送我們回車站，「以前我不懂為什麼我媽老是說很討厭宜蘭⋯⋯她是台北人，每次來都說宜蘭天氣很濕。我就會想，這明明就是阿公家的天氣啊？」打方向盤轉出巷子，「但這次回來我懂了。」
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披著豹皮的兔子，專訪江宥儀 John Yuyi：
不讓別人發覺恐懼，是為了保護自己啊
https://bit.ly/2LePBCd
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視覺統籌_ 潘怡帆 Crystal Pan
採訪撰稿_ 蕭詒徽
攝影_ 潘怡帆 Crystal Pan
責任編輯_ 李姿穎 Abby Lee
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BIOS monthly
www.biosmonthly.com
instagram.com/bios_monthly
youtube.com/channel/UCckydP8ziXknEtPcySOlDTw
line.me/R/ti/p/@bios_monthly
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江宥儀個展 ——
目不見睫 Eye Sees No Lashes
facebook.com/events/445624873109564
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地點_ TAO ART（台北市內湖區洲子街 79-1 號 8 樓）
展期_ 2021.1.9（Sat.） - 2021.2.20（Sat.）
時間_ 週二至週六 11:00 - 19:00

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!

新頻道成立！歡迎訂閱及加入：
【游泳私房話】YouTube：https://www.youtube.com/channel/UCWfGGxRvTJwgZz6Wak2zalw
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－－－－－－－－－－ ◉ 訂購 剛剛好水餃：https://shopee.tw/privatetalk

◉影片重大勘誤：
引擎、變速箱、懸吊有改變！並非沒變。
引擎：2GR-FE➡︎2GR-FKS；馬力、扭力也都提升。
變速箱：６速➡︎８速；內部機構、換檔邏輯優化。
懸吊：後扭力樑➡︎後多連桿。

前幾年在我找七人座的時候，考慮過好幾款車子，例如：Wish、Mazda5、M7、Livina、Prius Alpha...但、這些大部分都是「5+2」罷了，不是真的七人座。我沒考慮真的七人座，原因只有一個：買不起；如果要買，只能考慮中古的。不過即便是中古的正七人座，價格大概也會落在百萬之譜吧。（因為我是想買年份新一點的。）

Toyota車系中，有好幾輛這類MPV，Previa、Sienna、Alphard，你會選哪輛？

影片裡面的段落如下，大家可以撿自己喜歡的來看：
外觀：https://youtu.be/K8SDX8vPNig?t=1m01s
內裝：https://youtu.be/K8SDX8vPNig?t=5m21s
試駕：https://youtu.be/K8SDX8vPNig?t=12m46s

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註：不會有字幕(我手邊沒有人力)(但你有興趣也可以幫我上字幕)、不要用粗話罵人～