stock ai台灣的八卦，YOUTUBE和Yahoo名人娛樂都在討論

午休時間～也來下盤棋好啦，但在這下⋯😭😭。這天去的是《google deepmind》 讓人類崩潰的「AlphaGo」就是在這裡開發出來，講話是AI界的神級教授，開始就介紹，AlphaGo幕後推手是台灣人，坐在本團中格外感覺驕傲😉👍 台灣加油啦！

倫敦課程很豐富，下午常去参訪企業業。下圖讀書宜在歐洲第一大、世界第四大證券交易所《London stock Exchange》～在倫敦沒有ㄧ個金融專家會投票支持脫歐，脫歐是大錯誤。但專家說法基本上跟很多民眾相反😆

很多宜粉問，為什麼不直播？ㄟ，讀書很忙ㄋㄟ，然後我有空時大家都睡了😆😆 再找時間囉～

#AI始終猜不到人類的直覺
#所以直覺還是很重要的
#颱風天要平安喔

Joe：「很多人對於央行們QE的理解，大概就是印鈔救市，實際上的影響是啥，其實也一知半解，以結果論來說，QE是很有效解決經濟和金融的方法，不過央行要具有引導能力，工具用錯方式，那工具就會失效。」

現實上各國央行如何操作資產購買計劃？

首先有一種是固定式的的購買，另外一種則是有彈性的購買。

什麼是固定式的的購買？例如 FED 的第一次量化寬鬆（First Round of Large-Scale Asset Purchases，LSAP1）或者是 ECB 的第一次擔保債券購買計劃（Covered Bond Purchase Program，CBPP1），都是事先設定好一個數量以與一個日期，直接告訴市場會在什麼期間購買多少金額的債券。

延伸閱讀：Federal Reserve Bank of New York：Large-Scale Asset Purchases

FED 第一次量化寬鬆，出處：Federal Reserve Bank of New York：Large-Scale Asset Purchases
什麼是有彈性的購買？像是 ECB 的證券市場計畫（Security Markets Program，SMP）以及 BoE 的商業票據措施（Commercial Paper Facility，CPF）都是非常有彈性的，最近 FED 宣布的無上限QE也屬於這一類，主要目的就是不惜一切代價拯救市場。

在 2009-2016 年的期間，全球央行總共有 18 項不同的資產購買計劃，購買的項目主要是公債，但是還有一些特別的資產例如：企業債、擔保債券（Covered bond）、商業票據，也包含房屋抵押型貸款（MBS）在內的各種資產抵押型貸款（ABS），房地產投資信託（REIT）與 ETF。

國際清算銀行（BIS）在2019年的報告： “Unconventional Monetary Policy Tools: a cross-country analysis” 提供了一個非常好的表格，詳細描述了全球所有央行的資產購買計畫：

出處：Unconventional Monetary Policy Tools: a cross-country analysis
美國聯準會的資產購買計劃買 ETF
從上圖，你可以看到日本央行買了 REIT 以及 ETF，相較之下最近美國 FED 在 2020 年 3 月 23 日做出的二級市場公司信用機制（Secondary Market Corporate Credit Facility，SMCCF）聲明（如下圖），就知道聯準會購買企業債的 ETF 是有跡可循的操作，如果美國企業債市場的流動性不足，購買 ETF 紓解整個市場的緊縮，反而是比較簡單也比較不出問題的方式。

聯準會二級市場公司信用機制，出處：FED-Secondary Market Corporate Credit Facility
資產購買計劃有兩種：QE 和 QQE
在聯準會的文件裡面，資產購買計劃不叫做 QE1、QE2、QE3，上面有提到，聯準會稱為 LSAP1、LSAP2 和 LSAP3，稱為 QE 的其實是 BoE、BoJ 以及瑞典央行，之所以媒體上常全部叫做 QE 的原因，在於最早 2001 年的日本當時就叫做 QE，所以大家就乾脆全部的資產購買計劃通通叫做 QE。事實上，資產購買計劃還能分類為 QE 以及 QQE。

QE（Quantitative easing），所謂的量化寬鬆其實顧名思義就是以數量為目標，例如 2020 年 3 月 17 日，聯準會宣佈成立商業票據資助措施（Commercial Paper Funding Facility，CPFF），就是針對商業票據的量化寬鬆，仔細看新聞稿的話，會發現 FED 有表示一定的金額（100 億美金）來進行CPFF。

QQE（Quantitative and qualitative monetary easing），就是在量化寬鬆以外同時加上質化寬鬆，那麼什麼是質化寬鬆？就是政府設定一個政策目標作為量化寬鬆的方向，例如日本央行在 2016 年設定的 2% 通膨目標。

延伸閱讀：日本銀行-“Price Stability Target” of 2 Percent and “Quantitative and Qualitative Monetary Easing with Yield Curve Control”

廣義上來講，美國聯準會最近無上限 QE 應該也被歸類在 QQE 裡面，因為並非是以一定數量為資產購買計劃的目標，而是以解決短期疫情影響為目標。

量化寬鬆有什麼影響？
QE 之後，最直接的影響就是央行的資產負債表會瘋狂膨脹，最近就看到 FED 的資產負債表抵達史無前例的高了：

聯準會資產負債表，出處：Credit and Liquidity Programs and the Balance Sheet
聽起來好像很可怕，然而以比例來計算的話，FED 目前的資產負債表其實還算安全，可怕的是其他央行，可以看下圖：

出處：Unconventional Monetary Policy Tools: a cross-country analysis
這張圖同樣來自於 BIS 在 2019 年的報告，日本央行以及英國央行的資產負債表在實施 QE 之後，幾乎是膨脹了 90% 左右，日本的 QQE 規模可是高達當年名目 GDP 的 90%，幾乎是傾全國之力來執行 QE 了。相對而言，FED 的 QE 規模以佔 GDP 的百分比來講，從來沒到 BoJ 或 BoE 那麼高。

可能有人會問，還有一個特別高的 SNB，那是怎麼回事？那是瑞士央行，你可以從右圖看到它購買的資產大部份都是外匯，這是當年為了維持 EUR/CHF 的最低匯率才進行的，詳情請參見負利率的文章。

央行的量化寬鬆真的有效嗎？
QE 的成效如何呢？說實在的，大部份央行都覺得成效不錯，至少在實施 QE 的這幾年，我們的確看到全球經濟穩定成長，脫離衰退。然而 FED 則認為俗稱 QE2 的 LSAP2 以及 QE4 的 MEP 相對而言成效不足，至於為什麼會這樣？就留到以後探討未來引導（Forward Guidance）的時候再來講。

其他國家的話，英格蘭央行的四次 QE 表現都不錯；日本央行雖然沒有達到他們理想中的超過 2% 的物價指數成長，然而總體來說，以 GDP 跟通膨的表現來看，至少效果是有出來的；瑞士央行也透過 QE 成功守住他們的匯率保衛戰。因此，政策目標算是都有達成。

然而，QE 沒有負面的影響嗎？事實上還是有的，例如日本央行就發現，市場上日本公債的交易數量以及殖利率的浮動率明顯減少，因為大量的 QQE，自然而然會讓人減少交易日本公債的慾望，長期來看是有可能產生日本公債的流動性問題。

同樣的，瑞典央行也發現市場的流動性以及週轉率有明顯的減少，而英格蘭央行則發現實施 QE 期間，債券價格有錯誤定價的問題，也導致特定債券產生流動性問題。為了解決這些問題，各國央行就使用了 repo 以及未來引導作為配套，來解決債券流動性不足的問題。

那麼，實施 QE 對其他國家的影響呢？當年美國實施 QE 的時候，許多國家其實在資本流入上面都產生了正面的影響。例如 Barroso（2017） 在 “Quantitative easing and United States investor portfolio rebalancing towards foreign assets” 一文中就指出，巴西在美國實施 QE 期間，大概有 50% 左右的資本流入跟美國的 QE 有關。

而香港由於港幣跟美元的聯繫匯率制度，在 2008-2015 之間貨幣儲備量大概增加了 5 倍，且大幅增加了外匯儲備的數量。同樣的，在東南亞四國（印尼、馬來西亞、泰國、菲律賓），比較 2007 年以前的資本流入量跟 2013 年的資本流入量，會發現資本流入也成長了 75%。儘管這些國家也有採取降息的措施，但是在這段期間他們的貨幣對於美元則是強烈升值。

其實當年新台幣兌美元也是有類似的反應， 如果觀察當年央行的資產負債表，會發現台灣的中央銀行在外匯存底也是在當時特別高。2007 年 7 月台灣央行的外匯存底是 2660 億美元，而 2011 年 7 月則是 4000 億美元，在這段期間央行的外匯存底飆升特別快，相對來說到了 2015 年的外匯存底也還維持在 4210 億美元，就不再大幅成長了。

台灣歷年外匯存底，出處：Stock-ai
結論
「資產收購計劃」對於央行來講實在是很好用的招式，然而就像我在一開始所提到的，這個招式需要配合「未來引導」這種透過央行作出承諾的方式來執行，否則威力就會減弱很多，甚至會反過來傷到央行自己。

在如今低利率的環境下，資產購買計劃已經成為了一個主流貨幣政策，因此試圖透過總經分析來投資的人，必須要去了解這一種非典型貨幣政策的成效以及操作方法。我們永遠都可以透過分析其他央行的操作方式，來思考我們關注的央行（例如FED）會怎麼做。

我想，透過這篇文章的介紹，應該能讓讀者明白，認為聯準會降息到零利率之後就沒招了，其實是個錯誤的觀念，因為從日本的經驗來看，聯準會還有很多招數可以用，就算是推出了無上限量化寬鬆，也還沒到盡頭呢！

https://etfs.tw/qe-qqe/?fbclid=IwAR04p7y_e1zq3-29v8JfHzrnohOp_PFaEWYAJcDnn6D13aNvZtGbbihkb18

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。
...Continue Reading
#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!

使用金錢投資我們會仔細研究公司的報表，行業板塊的未來前景，才決定是否把資源投入。然而大家又有沒有想過，「工作」其實都是投資的一種，我們每日花費心力精力，日復一日，如果選了低 ROTI 的工種，將會令我們墮入 #窮忙的深淵！

把時間花在錯的事、錯的人身上，只是徒勞。

選擇，永遠比努力重要！

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