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。
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#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!
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「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」
#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!
ultimate direction台灣 在 Beast Runners 跑山獸 Facebook 的最佳解答
(english below)
game is still on, win Jurek FKT VEST from Ultimate Direction Taiwan
just upload your photo from The Beast Trail
選手陸續完賽中,長距離選手加油!即日起上傳在野獸山徑的照片就有機會獲得超經典Jurek FKT vest,
+抽獎資格+
2017 野獸山徑所有參賽者
+抽獎方式+
步驟1:在Ultimate Direction Taiwan粉絲頁按讚
步驟2:於本貼文按讚
步驟3:於本貼文上傳你在2017年野獸山徑的賽事照
▓完成以上簡單三步驟,就有機會獲得下列獎項▓
Ultimate Direction JUREK FKT VEST (white或obsidian 如圖)乙件,共七件名額
※活動時間:即日起~ 6/14(三)23:59止
※抽獎結果:6/19(ㄧ) 公佈,ˊ6/20(二)之後寄出獎品
※注意事項:
1.盡可能滿足中獎者的尺寸,詳細情況我方會主動聯繫討論
2.獎品不得要求更換為現金或其他款式
3.獎品寄送僅限台灣地區
4.中獎者需於2017.12.31前與JUREK FKT VEST完成一場賽事,並且提供照片予我方分享於UD Taiwan FB
<創峰有限公司保留本活動最終解釋及變更之權利>
Welcome! Good to see you finish this great race! Long distance runners keep going! GO!GO!GO!
Upload photo for a chance to win Jurek FKT Vest!
+Quality+
Runners who participate The Beast Trail
step 1: "Like" Ultimate Direction FB
step 2: "Like" this post
step 3: Upload one photo at The Beast Trail to this post
All you need is to finish three simple steps!
That will be 7 lucky runners to get the awesome vest!!!
※ Date: From now to Jun.14 23:59 (Taiwan Time)
※ Result will be release in Jun.19 and vest will send after Jun.20
※Notice:
1.We will fulfill size you need as possible as we could.
2.Vest cannot be returned to money/other style or redeemable for cash.
3.Vest will only ship to Taiwan address.
4.The one who gets the vest should run with Jurek FKT vest for one race and provides photos for us to share.
(Step Hill reserves the right of final decision in case of any dispute.)
Taiwan Beast Runners (跑山獸)
#runwithUD
ultimate direction台灣 在 Ultimate Direction Taiwan | Xinbei - Facebook 的推薦與評價
兩大品牌,同時進駐挺妳運動工作室了, 相信有特定族群,長期都要在國外訂購,再運回台灣.... ... 現在不用大費周章了, 可以來挺妳就可以試背和試穿到,歡迎前來鑑賞!! ... <看更多>
ultimate direction台灣 在 討論最近買了一個水袋背包Ultimate direction SJ ULTRA VEST ... 的推薦與評價
最近買了一個水袋背包Ultimate direction SJ ULTRA VEST 2.0 原本有送兩個水壺想說去參加越野跑活動這邊有影片當初看到影片之後覺得 ... 之前聽說這個牌子台灣要代理了 ... <看更多>
ultimate direction台灣 在 [記錄] 南湖大山南峰O型與訓練心得補充- 看板Hiking 的推薦與評價
一、行程簡記:
- 航跡圖 https://upload.cc/i1/2021/12/12/hLWnQD.jpg
- 記錄器材:Garmin 945(3D距離、智慧紀錄)
- Distance(3D):35.2k、Up:3750m、Down:3750m。
- EP72.7,EP/H 4.6。EK110.2、EK/H7.0
- 總時間:15h47m
- 勝光(1855m)=>南湖大山(3742m)單程:
- Distance(3D): 17.9k、Up:2752m、Down:865m。
- EP45.4,EP/H 7.4。EK54.0、EK/H8.8
- 6h10m
參考紀錄:jessica35354 □ [記錄] 一日南湖南峰O型(夫妻樹路線)。
感恩潔熙卡大大熱騰騰的紀錄與大方分享航跡
一路上都追隨著大大的背影前行
簡易時間表(累計時間):
00h00。 勝光登山口(01:15)
01h10。710林到6.8k登山口
02h40。木杆鞍部
02h50。雲稜山莊(04:05)
04h10。審馬陣山屋岔路口山屋
05h10。南湖北峰
05h20。南湖山屋
06h10~06h45。南湖大山(7:25~8:00)
08h45~09h00。南湖南峰岔路口。
中央尖溪山屋/夫妻樹越嶺點叉路~ 夫妻樹越嶺點這段路況不佳需要找路
11h15~11h50。夫妻樹越嶺點(12:30-13:05)
12h30~12h50。南湖溪山屋(13:45-14:05)
14h20。多加屯山
15h50。勝光(17:05)
二、攜帶物品:
穿著:
- 底層:
Finetrack drylayer L1 上下長袖長褲、Patagonic c4 + 雜牌韻律褲
Fintrack L1原本是為了冬溯及冰雪攀而買,後來發現相當適合在
各種低溫高強度的活動,包括台灣全季節高山,冬天濕冷的陽明山也非
常好穿。
雜牌短跑褲
- 防雨:
雨褲(Montbell Versertile 雨、衣褲 135+85g)、
風衣(Golite 連帽半開拉鍊 80g)、
- 保暖:
OR Deviator Hooded Vest背心(215g)、
長袖排汗衣(額外保暖層powerdry材質、全程未用)
- 配件:
迪卡儂綁式遮陽帽、頭巾*2、小腿套、手套、
迪卡儂腰包(放軟水瓶*1,跑包放水瓶位置改放鏡頭)、
三峰XPAC收納袋(放點心、小物滿方便)
- 跑包:
Ultimate Direction ADVENTURE VEST 4.0(15L)
- 行進:
登山杖*2、野跑鞋(HOKA Speedgoat3)、頭燈(zebralight H53w)
- 緊急避難及醫療
簡易醫藥包(透氣貼、繃帶)
因為全程有山屋、當日及隔天天氣佳且未困難地形因此未帶緊急避難帶
- 3C:
行動電源(NB10000、150g)、手機與充電線(IPHONE SE)、945充電線。
相機: M43無反(E-M10 II + 12-60mm + 45-150mm + 7.5mmF2,
與相機包重量合計約1.05kg
- 裝備使用概況
全程以底層衣物登頂南湖。除了過五岩峰前後峰大稍冷,登頂南湖前開始照到
陽光後稍熱,其他剛好
搭配軟水瓶腰包及XPAC收納袋可以有效拓展收納空間,而且不妨礙跑動
頭燈電池全滿下開中段3小時候亮度明顯下降
天氣:
0-6度、降雨機率0。隔天下午東北季風報到變天
二、補給:
-能量補給:
依據行進強度,計每小時補100-200kcal
-攜帶:
固體食物:
燕麥棒*4(每條約80g、200大卡),僅吃1條。
蛋白質: 便利商店雞胸肉100g、鐵蛋6顆(25g/顆)
SIS GO 電解質粉:( GO Electrolyte drink,136大卡/40g,per hour):
共攜帶40*3g 混1.7升水)。
可能有部分在後半段才融化造成濃度太高口渴。
能量膠 * 6 (主要為SIS,每包約87大卡/60ml),剩1。
鹽糖*5(未吃)、小魚花生堅果30g(未吃)、高濃度巧克力若干
便利商店蔥肉鬆麵包
bcaa3600 *3 ,吃2
* 車上備好水煮蛋*2、芭樂、蛋白粉,把握黃金30min利馬補給
到南湖大山前為了要刷PB,幾乎只沒進食固體食物,到雲稜(空腹約3小時)
還不怎麼餓,怕後面掉速先吃第一條能量膠、鐵蛋*1,後面一路到南湖都未再進食,
純喝能量水,事後評估光靠能量粉其實在雲稜未進食應該也沒差
- 水:
0.5L軟水瓶*1 + 2L吸管水袋 + KATADYN濾水器(1L) + 2L備用空水袋(未用)。
出發時在方便屋裝水1.7L(混120g SIS能量粉)+0.4L(混咖啡)。
就靠這2L從勝光-南湖南-南湖溪。
天氣極好,溫度低,一路控制在沒什麼出汗的強度也不太渴,到登頂南湖前
(耗時6:10分)喝水約1L(400g咖啡、600g能量水)
南湖主-南湖溪下坡為主,慢走沒留什麼汗,喝約0.9L
行進狀況概述:
-勝光到南湖主這段為了刷個人PB,到南湖登頂前全程只穿底層衣物,完全未穿任何風雨衣
,維持快速移動在產熱跟風寒效應間維持平衡。除了剛出發踢產道那段身體還沒熱起來有
穿擋風層以及過五岩峰時風大稍冷(會冷就表走太慢!?)、登頂南湖主前太陽直射稍熱。
前半段到南湖主之前大致況況很不錯,咖啡提供了滿不錯的提神效果,幾乎完全用能量粉
+長期訓練身體燃脂機制(定期空腹長跑)的效果下,一直到南湖圈谷時精神與大腿幾乎沒
感到疲累也不覺得飢餓
-圈谷山屋-南湖主這段想做最後衝刺,但不小心強度拉太高,導致後段高山反應開始出現
,而且前幾天做功能性訓練(單腿蹲、單腳抬高身蹲等)拉傷的肌肉痠痛開始出現,中間吐
了一次以及逢下坡股四頭肌就抽筋現象,從南湖-夫妻樹營地這段只好疲弱緩慢的行進
感謝饒公子沿路慢走相陪,緩慢下到南湖溪+沿路大休後狀況竟恢復得不錯,過多加屯水
文站後,竟然跟沒事一樣一路跑出去@@?? ,最後用3小時回到勝光登山口
以最近四周訓練量僅11小時來說,這次前半段單攻南湖主的表現覺得還不錯,但後面明顯
肌耐力不足,還是前幾年打下的底子撐起(近一年訓練量,年初至今172h、1,100km、爬升
41,550m,跟很多令人敬佩認真吃課表的大大比起來還是相當少啦,也離Steve House大所
說業餘玩家每年400hr(?)的基本練習時數差的遠了(連訓練兩字都不好意思用)
-近期跑量大減,不過開始加入一些肌力功能性訓練的練習,滿推薦各位去上(關鍵字:越
野跑、功能性訓練,個人也很推薦江晏慶教練的越野跑及相關課程),另外也很推薦山姆
伯伯最近的新書(從年輕人到銀髮族都適用的強膝訓練),書裡有喚醒肌肉、滾筒按摩的熱
身方法,到髖關節、下肢肌力、核心肌力的關鍵訓練動作詳細圖解。另外,有興趣深入了
解的話,可以去翻翻麥克波羅伊功能性訓練聖經。這幾年臉譜出版了一系列很好的訓練相
關書籍,
* Training for the Uphill Athlete: A Manual for Mountain Runners and
Ski Mountaineers
* Training for the New Alpinism: A Manual for the Climber as Athlete
這兩本登山訓練的經典我也寄信給臉譜,希望有機會看到中文版問世
(也請大家幫忙寄信給出版社,讓他們感受到登山市場的需求,增加中文版出現的機會)
近年看到在台灣運動科學的概念慢慢進入登山運動當中,終於有脫離石器時代之感,
或許5-10年後有機會看到12小時內的一日南湖、O聖就像爬七星山一樣平常、
看待全程吸氧的商業八千米路線就像現在看待一日XX系列一般,對於一般有
吃課表的業餘玩家其實都是不算遙遠的目標
最後 "速度即耐力、訓練即復健"
燃燒脂肪的能力決定了你的耐力
脂肪能量是醣的2倍、代謝過程又不會造成酸離子堆積,亦即不容易趕到疲憊
這麼好用又源源不絕得好能量不燒可惜 副作用是躺著也會瘦
分享給所有膝蓋曾經爛掉、又沒什麼空請太多天假 偶爾想去南湖或聖稜線走走的朋友
--
※ 發信站: 批踢踢實業坊(ptt.cc), 來自: 27.52.11.204 (臺灣)
※ 文章網址: https://www.ptt.cc/bbs/Hiking/M.1639312546.A.73C.html
如果水源取得不是問題的話 覺得能量粉泡水是更好消化吸收的補給方式
如果能量膠是攜帶問題 可能要找更小的包裝? 60ml這單位我個人覺得是滿不錯的了
以前我也不相信可以吃這麼少走這麼快
但自從看過Kilian只用幾條膠就上聖母峰 我的信仰就變了
"在沒有戴上氧氣罩的情況下,僅用26小時就登上了珠穆朗瑪峰,令專家們震驚不已,並抹
去了過去的里程碑。由於胃病阻礙了第一次登頂,他在五天後再次出發;這次他只用了17
個小時就登上了山頂。
他僅用兩升水、10個能量膠和一雙手套就完成了這兩次攀登
https://reurl.cc/WX6GnO
補充關於能量攝取及利用的部分,貼上我之前一些讀書筆記
(Training for the Uphill Athlete)
應會比較好理解為何燃脂訓練可以帶來強大的耐力(在耐力運動即速度)
首先來看身體習慣代謝、優先利用脂肪(脂肪適應)的好處:
1. 脂肪提供的燃料幾乎是無限制的,即使是精瘦運動員身上也至少備有10萬卡的儲備量
相較下,成人身上能儲存的肝醣量非常有限(最多2000卡)
2. 能有效降低乳酸產生 = 減少疲憊
- 提升高強度活動時運用脂肪的能力 = 降低乳酸累積
=>如果你的身體習慣利用醣類代謝產生能量,那你就必須仰賴不斷進食
來補充能量,而且會堆積大量乳酸感到疲累,
反之,則可以靠身體儲藏的巨大能量寶庫不斷推進也不容易疲累
-----------------------------------------------------------------------------
# 什麼是有氧閾值AeT(Aerobic Threshold)?
https://reurl.cc/OklkLy
https://pic4.zhimg.com/v2-c2a7ae61f3b7440a42acf1237b3dfbb7_r.jpg
""我們看到不管什麼年齡和能力的運動員最大的問題之一是他們沒有花時間來訓練提高有
氧或無氧閾值。相反,他們將絕大多數時間花在我們所說的“死亡黑洞”上,也就是
虛無的中間地帶。中間區域使用葡萄糖和脂肪作為燃料。"
"重要的是要記住,如果你不首先最大限度地發展你的有氧能量系統,並且有足夠的力
量,你永遠不會真正最大化你的無氧閾值。"
1、建立強大的有氧系統,需要長時間在有氧心率以下訓練
2、耐力運動訓練目的是把有氧閾值和無氧閾值右移,同時壓縮混氧區間的範圍。
3、最大化有氧能力是耐力訓練的基礎"
# 什麼是有氧缺乏綜合症ADS?
"有氧缺乏綜合徵的第一個也是最明顯的跡像是慢性疲勞。慢性疲勞通常是由於缺乏
有氧基礎,導致更多地依賴葡萄糖(糖)的能量,不僅在鍛煉期間,而且在所有其
他時間的白天和晚上。
其他ADS的症狀包括體脂增加。較少的脂肪用於能量,更多的殘留物儲存在全身,
這也與慢性炎症密切相關。
從本質上講,有氧缺乏綜合症意味著無氧系統在維持身體運轉要努力得多。身體沒
有應該有的效率運轉。
他們運動,健康,快速,強壯,但他們的有氧基礎完全不發達,甚至根本不存在。
這意味著他們有一個巨大的中間死亡區,如上面所示,並且非常擅長在這個區域鍛煉
。這種情況對耐力運動員來說是毀滅性的,因為它有助於降低耐力。導致疲勞加速,
有氧速度喪失,過度訓練"
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https://upload.cc/i1/2021/12/13/hwd4HE.jpg
Fig. 2.11 Fat Versus Carb Burning in Athletes with Different Training
Backgrounds
圖2.11 不同訓練背景運動員的代謝效率比較
- 經過有效訓練提升有氧閥值(AeT = 脂肪與碳水化合物利用比例各占50% )後,
肪利用效率可以顯著的大幅提升
* 大量高強度間歇者(HIIT)> 56%最大心率時,即達到他們的有氧閥值(AeT)
* 有效耐力訓練者 >73%最大心率時才會達到有氧閥值(AeT),也就是仍可維持
50%的能量來源為脂肪
* 滑雪者(XC Skier) > 在88%最大心率時仍是其AeT範圍,在高心率/強度下,
仍可保持50%的能量使用來源為脂肪
=> 經過有效的訓練,可以大幅提升有氧閥值,讓身體在高強度運動時
仍然可以有效利用脂肪,保持源源不絕的動力
相關訓練法可見教主文章 - 空腹訓練要訣
https://elliotway.blogspot.com/2018/09/blog-post_18.html
更多資訊見 Uphill Athlete網站關於 脂肪適應(fat adaptation)的主題
https://www.uphillathlete.com/?s=fat+adaptation
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在訓練模式上則可區分為
基礎/地基 訓練 vs 專項訓練(Capacity Versus Utilization Training)
House, Steve; Johnston, Scott; Jornet, Kilian. Training for the Uphill
Athlete (p. 94).
# Capacity Training(基礎訓練):
對於上坡運動員來說:
* Aerobic Capacity 有氧能力/容積:
+ 骨骼肌透過有氧代謝生產ATP的能力。最最重要
+ 包括粒線體、微血管密度、代謝酶、心血管輸出 提升
* Aerobic Capacity 無氧能力/容積
+ 增加醣解代謝系統產生ATP的能力
* Strength Capacity 力量能力/容積
+ 增加專項運動特定肌群最大肌肉力量
* Technical Capacity 技術能力/容積
+ 移動、平衡等經濟性
> 成長緩慢但效果持久
> 各項可獨立發展
> 促進未來表現的"潛力",但會使近期的表現降低
eg :類似高速公路的建立過程,剛開始緩慢、交通堵塞。,依但見好即可高效表現
# Utilization Training:
專項/利用訓練
- 促進近/短期表現
- 競賽專一的訓練
- 在比賽/目標前建立
! 如果基礎未建立,就算給予高強度的刺激,仍像未建設完成的高速公路,只會造成堵塞
* Aerobic Utilization Training:(Endurance Traning)
+ 乳酸閥值/ 最大攝氧量訓練(Z3-Z5)
+ 增加運動員的最大可持續輸出
+ 超強度訓練、維持2小時內
* Anaerobic Utilization Training:
+ 增加競賽中可以持續無氧容積的一小部分
+ 較比賽高速 或總時間短於比賽
+ 對於肌肉耐受力的高強度訓練
> 會降低基礎/耐力表現(在任一周期)
> 效果快而短暫
> 若底子不夠,進行高校訓練效果也相當有限
Training for the Uphill Athlete實在是上坡運動(登山、越野跑等)的寶典
給予很多訓練方向上的指引,搭配功能性肌力訓練可以避免受傷,
避免在虛無的中間地帶做白工、帶來有效率跟品質的練習方向
簡單總結:
如果不想看那麼多,那從簡單短時間低強度的空腹晨跑開始,慢慢拉長時間(30-60min)
可以把訓練量8成都放在這種空腹中低強度、有氧閥值AeT內(可以聊天、鼻吸的強度)
就能慢慢改善有氧缺乏綜合症、將AeT往上推,打下不錯的能量系統基礎
... <看更多>