案例研究Case Studies

一個大型企業的安全部門，在組織更名與週年節點上發現：同仁對「安全」的印象停留在管制與稽查，而不是保護與支持。委任從一場診斷開始——訪談、詞彙盤點、內部認知量測——再以五層品牌鏈（信念、支柱、行為、視覺、應用）重建整套敘事，最後交付一本可自行維護的治理手冊與模板庫。 The security division of a large enterprise, at the moment of a renaming and an anniversary, found that colleagues associated "security" with control and audits rather than protection and support. The engagement began with a diagnostic — interviews, vocabulary inventory, internal perception measurement — then rebuilt the whole narrative on a five-layer brand chain (belief, pillars, behaviors, visuals, applications), closing with a self-maintainable governance rulebook and template library.

一個數百人的部門要在一年內把 AI 工具變成日常。方法不是一場大型宣講，而是行為設計：週節奏的任務卡、看得見的進度儀表、種子使用者制度、每季的文化儀式。曲線不是直線——第 39 週與第 50 週兩個峰值之間有明顯回落，這正是真實採用的形狀：節奏會疲乏，儀式把它拉回來。 A department of several hundred people set out to make AI tools part of daily work within a year. The method was not one grand town hall but behavioral design: weekly task cards, visible progress meters, a seed-user program, quarterly culture rituals. The curve is not a straight line — it dips visibly between the peaks at weeks 39 and 50. That is what real adoption looks like: cadence fatigues, and ritual pulls it back.

一個公益專案要把抽象的價值主張變成千件級發放的實體物件。委任涵蓋概念敘事、永續選材、生產協調與透明機制設計——每一件物件都能被追溯：它從哪裡來、誰做的、收益去了哪裡。物件本身成為敘事的載體，發放的過程成為儀式。 A public-benefit program needed to turn an abstract value proposition into a physical object distributed at the thousand-unit scale. The engagement covered concept narrative, sustainable material selection, production coordination and a transparency mechanism — every object traceable: where it came from, who made it, where the proceeds went. The object became the narrative's vessel; the act of giving became the ritual.