Chapter 6. Conclusion
6.2 Limitations
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Chapter 6. Conclusion
6.1 Contribution
The aim of this paper was to provide Human Intelligence (HI) framework that helps team building to have a guideline. This paper studied three innovative
companies through qualitative means, extracting data from interview, on-site
observation and web searches. By organizing the data into table form this paper was able to provide a framework that helps users to determine the state of the team currently is and provide recommendation. Through this, this paper was able to allow teams to develop rapidly so that the purpose of what was set can be fulfilled.
In theory, this paper hopes to provide a new category in CI where HI framework will influence not only SME, but also huge companies. As Chapter 2 reviewed, “Human aspect” is tangled up with the other Intelligences. Future studies can perhaps base human aspect intelligence to HI. This paper also hopes to shine light on human resource practices within CI to monitor initial team building status, as each project a team undertakes, the combination of different members will affect the flow of the team.
6.2 Limitations
Despite its implications, the study has its limitations. This focused mainly on SMEs and more precise it focuses more on team. This research also doesn’t have the data to be able to find if there is a high correlation between HI and CI, and also HI with market intelligence, competitor intelligence, strategic intelligence and
technology intelligence, which I believe future studies can expand into,.
Location wise, these companies are all located within Taiwan, where Human Resource is not that hard to find, thus one may arise questions if this model was placed on an international level, would it still adapt well or would there be other factors that may change the outcome. Due to this is a qualitative research, finding may be different if approached from a quantitative research as the sample will be larger with more precise answers.
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Another limitation that this paper poses would be that the samples are all taken from innovative companies. Thus there is no other type of companies to compare to.
Further studies can look into, by comparing different industries and see if this framework can also be incorporated when different industries are meeting changes within their internal organization.
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Appendix A
Company A: Interview Record
This interview is conducted for the purpose of research only, information within are only made open prior to the agreement with the interviewee.
Basic Information:
Age: 49 Gender: Male
Position Title: General Manager Years of Company: 20
Product or Service: Kitchen accessories Total Employee Number: 10
Interview Question:
如何將產品或服務帶來實用性給消費者？它是如何可被使用？
本公司所帶來的主要產品是保護抽煙機，它用途就是可以簡單實用簡單更換 讓家家戶戶可以省錢．
同行業的進展如何？有一個“主導架構”出現？
因為我的產品是屬於廚房用品，天天都有新產品開發，從清潔器到抹布都很 競爭，所以很現在都在搶通路為主．主導架構原本從以前只需要在五金行買 賣，現在實體店跟虛擬店都需要投入．
什麼是要結合所必須執行，以提供價值給消費者的活動所需的結構？
主要是我們產品都有不同的大小，所以每一次出貨都需要跟客戶確保他們所 訂購的產品尺寸都是正確的．很早期就是因為有很多貨被退所以才需要做這 動作才可以確保我們的客戶覺得輕鬆，不然貨來來往往是一件很耗人力跟時 間的事情，不如一次確認還比較省．
如何有一個團隊的影響了商業模式的結構？它隨著時間的改變，由於不同的 團隊結構或不同企業的發展階段？
早期只有我們家裡的人還有一兩個員工在製作，但是因為貨量的增加還有網 路的崛起必須要加入新的人．在增加的這段時間讓我比較苦惱，因為我們比
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竟是一個製造商還不至於自己出來打行銷跟銷售，但是因為市場的變動不得 讓我找人來幫我打行銷跟製作虛擬通路．
你認為什麼是你們企業的核心文化？它是如何影響一天到一天的活動？
我們企業的核心文化就是確保我們的產品沒有瑕疵．因為這樣我跟員工很多 時候都會加班，因為有時候是機器出問題，或是所製造的產品出現規格不一 致．
什麼是你理想的團隊？什麼是你的團隊成員的特點是什麼？什麼是團隊最初 的動力背後的原因是什麼？
對現階段來說我希望我理想的團隊跟我一樣，喜歡學習或研發新的產品．至 於成員特點我希望可以互相彌補是最好，最需要就是耐心，因為大部分的成 員都是偏向高年齡所以當我需要行銷或是網路的資源時都會有所謂的專用名 詞我不太懂．當初的成員是因為我沒有信心我會做很大，所以才只有家裡的 成員，因為這樣才不會有溝通上的難也不會因為需要重做一批產品而吵架．
作為一個團隊的領導者，你有沒有改變你的領導在一段時間的方法嗎？為什 麼或者為什麼不？你採取什麼樣的轉變？
很早前我的領導風格是甚麼都要管，可是因為專業的不足導致我發現我無法 去管理我不懂的部分，所以我現在都做大方向的決策，例如都我們資訊部門 想要去參加新的平台就需要先做一份報告給我讓我知道，我不會去問如何操 作平台反而去知道為什麼需要加入．
在為新入職的培訓，你認為要學習的最重要的文化？為什麼這些文化？
我認為是堅持品質，因為我們的產品上面都有made in Taiwan的標籤，這代 表著當消費者買的時候可以安心的買．
是否對團隊和組織文化的結合，你的競爭情報的發展中發揮了重要的作用？
為什麼呢？
當初要是沒有成員的鼓勵和信心我就不會知道我所研發出來的產品會是有競 爭力．還有要是沒有年輕的一代的加入這些產品就不會被推廣出去，而造就 現在的成績．
你認為所謂“人力智慧”是什麼樣分析元素？
人的特質跟團隊中互相交流的資訊．因為人力指的是人的特質和智慧是很多 的資訊．所以我覺得是兩個交點所產生的資訊．
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在1-10規模，你將如何評價自己的團隊績效？為什麼呢？
8，團隊目前都是有年齡沒有所以有些新資訊都很難得知，有些太年輕沒有 社會經驗導致很多事情還是需要我下去做指導讓我用很多時間在這裡．
Company B: Interview Record
This interview is conducted for the purpose of research only, information within are only made open prior to the agreement with the interviewee.
Basic Information:
Age: 48
Gender: Female
Position Title: Vice General Manager Years of Company: 18
Product or Service: Brand Consultant Total Employee Number: 8
Interview Question:
How does the product or service bring utility to the consumer? How is it likely to be used?
Our product is to ensure that small and medium enterprises that doesn’t have the knowledge of branding be able to gain perspective. Although we are a brand consulting company, most of our fine works are born from aiding start-up enterprises. Our service are mostly used in helping enterprises in finding their unique identity, that they are able to build a brand around this identity.
Where is the industry in its evolution? Has a ‘dominant design’ emerged?
I believe that we are one of the pioneers in this industry in Taiwan, right now we have a set of SOP that allows our consultants to go to a client and execute a cycle, comes back to the company, fill in a form and from there we are able to aid the clients.
What are the (contractual) structures needed to combine the activities that must be performed to deliver value to the consumer?
Most of our clients are start-ups, very young or are traditional enterprises, they lack insight to how branding work, one of the common mistake of our clients is that they usually spend a lot of money on furnishing they store, but only to have
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little or none publicity. This is where we come in, we give a full service from analyzing enterprises core value, based on our core analysis and recommendation we then send out our design team or we outsource the design work sometimes, after the design is complete we ensure to give our clients a corporate identity that in the future they are refer to. From doing this we are able to provide a
little or none publicity. This is where we come in, we give a full service from analyzing enterprises core value, based on our core analysis and recommendation we then send out our design team or we outsource the design work sometimes, after the design is complete we ensure to give our clients a corporate identity that in the future they are refer to. From doing this we are able to provide a