台灣室內設計產業數位轉型策略之探討

Abstract

現今數位化時代下，數位科技發展進步快速，加上台灣嚴重少子化的現象下，連帶造成 勞動力短缺之狀況。因此，台灣室內設計公司於如今環境競爭激烈的市場中為了提高企業的 運營效率和競爭力，需在作業組織流程與企業結構上進行數位轉型，應採用何種策略進行數 位轉型成為重要探討議題之一。因此本研究採用質性研究，初步選定十家大型室內設計公司 調查其數位轉型經驗，最終選定一家作為研究訪談對象，訪談內容著重於了解實際運用數位 轉型之室內設計公司其轉型成效與心得，藉由分析結果，提出轉型之優勢與未來優化策略建 議，供未來室內設計業進行數位轉型時參考。研究架構分為作業流程結構、組織管理結構、未來趨勢看法與建議三構面進行探討分析。 研究結果藉波特價值鏈分析與 SWOT 分析顯示，在作業流程部分:使用單一知識管理系統作 業不利於基層員工操作使用，採用多款市面上已開發之數位工具，可直接於手機、平板操作， 更有利於增加工作效率;設計階段銜接工程階段利用模組化與系統化方式可達到快速圖面修 改與溝通;而人工智慧於現階段而言導入效益仍不高，目前可有效運用之範圍處於風格提案 階段，但應持續保持相關資訊更新，了解相關科技發展趨勢，進而有效擬定未來作業型態策 略。數位轉型策略在組織管理結構面上，對於企業結構、組織規章、資源整合等，運用數位 化管理系統有其必要性，但因系統管理維護不易，因此聘請專人管理或由主管階層人員持續 維護與更新是較佳作法。室內設計業未來數位化轉型之趨勢之一是將圖面與工法進行拆解， 大量的模組化、系統化，並將拆解後之模組進行資源歸納整理，配合數位管理系統即可有效 將共享資源與運用。企業除了需做數位化轉型，舊有之企業架構與經營觀念也需與時俱進、跳脫過往思維， 分析自身企業文化與角色定位，配合數位化工具將其有效運用，才有機會將企業成功轉型。In the current digital era, rapid advancements in digital technology, coupled with Taiwan's severe population decline, have resulted in a shortage of labor force. Therefore, Taiwanese interior design companies aim to improve operational efficiency and competitiveness in the highly competitive market by undergoing digital transformation in their operational processes and organizational structures. Determining the strategies for digital transformation has become an important topic of discussion. This study adopts a qualitative research approach, initially selecting ten large-scale interior design companies to investigate their experiences with digital transformation. Eventually, one company is chosen for in-depth interviews, focusing on understanding the effectiveness and insights gained from implementing digital transformation. By analyzing the results, the study identifies the advantages of digital transformation and provides recommendations for future optimization strategies, serving as a reference for the interior design industry in their digital transformation endeavors.The research framework encompasses three dimensions: operational process structure, organizational management structure, and perspectives and recommendations for future trends. The findings, obtained through Porter's value chain analysis and SWOT analysis, indicate that in the operational process dimension, the use of a single knowledge management system hinders the operational efficiency of frontline employees. Instead, employing multiple digital tools available in the market, which can be directly operated on mobile devices and tablets, proves more beneficial for increasing work efficiency. During the design phase, modular and systematic approaches facilitate rapid drawing modifications and communication during the construction phase. As for artificial intelligence, its current benefits are limited, primarily in the style proposal stage. However, it is important to continually update relevant information and stay informed about technological developments to effectively formulate future operational strategies. Regarding the organizational management structure, utilizing digital management systems is necessary for integrating enterprise structure, organizational regulations, and resource allocation. However, due to the challenges of system management and maintenance, it is advisable to hire dedicated personnel or assign management-level personnel to ensure continuous maintenance and updates. One of the future trends in the digital transformation of the interior design industry is the decomposition of drawings and construction methods into modular and systematic components, accompanied by the comprehensive organization of these components, enabling effective resource sharing and utilization through digital management systems.In addition to digital transformation, enterprises also need to update their existing organizational structures and business concepts, keeping pace with the latest trends and breaking away from past mindsets. Analyzing their own corporate culture and role positioning, and effectively leveraging digital tools, will provide opportunities for successful transformation.