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0:04
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.
0:40
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,