Pursuing digital innovation through leadership change

We're going to do a case study together. I'm going to use a PCB company's digital innovation experience as the case for today. Not only because I used to work for this company as an assistant and project manager in the CEO office of the company, but also, I find it is a classical example of how the limits of the original upper echelon negatively influence legacy firms' engagement in digital innovation. First of all, this is some basic information of this company.

PCB is short for printed circuit board. It's an electronic component in all of the electronic devices from smartphones to aircrafts. This company ranked top 1 in the PCB manufacturing industry ever since 2017 to present. It's legendary because there's no other company before this one ever ranked top 1 for over two years. It has around 40,000 employees and four manufacturing spots in Mainland China. The head office is located at Shenzhen, one of the biggest and most expensive cities in China. The company has a Taiwanese background. The mother company is a Taiwanese company. The firm now started building up new factories in India and Southeast Asia. Apple is the major client of this company, which accounts for over 80% of their net income. The company went public in 2018. A few months before IPO,