2024, 2025 Recap

2024, 2025 Recap

2024 救火隊、2025 點火隊 不同種的火

It’s been a year since I last wrote an annual review.
Every time I start writing one, my nose feels a little sore.
I’m grateful for everything I’ve been through, the people around me, and myself.

『間隔了一年沒有寫年度回顧
每次開始寫年度回顧時鼻頭都刺刺的
很感謝自己遇到的一切，周遭的人，和自己。』

Overview 概況

2024

My second year in the Product department.
In addition to our own products, we onboarded many third-party products.
After a full year of integrations,
issues were coming in much faster than we could resolve them.

Although the healthy habits I built in 2023 stalled,
the year still brought many achievements I felt proud of.
In the end, on-call volume, daily issue count, and daily inquiries dropped significantly,
and a single team was able to handle a wider range of problems.

This year, 
I gained a deeper understanding of how to build systems for team collaboration.
We turned what everyone saw as different problems, with different levels of severity into a shared, visual dashboard.
It became a visualized common language for the team.

『 產品部門的第二年。
除了自家產品外，多了很多第三方產品。
在累積一整年的產品接入後，
問題進來的速度遠大於解決問題的速度。

雖然 2023 年累積的健康習慣都停滯，
然而整年依然獲得了許多滿有成就感的成果。
最終 On-Call 數、單日問題數、單日詢問數顯著下降，
單一團隊能處理的問題種類上升。

在這一年，我更認識怎麼建立團隊協作的系統，
把每個人認為不同的問題、不同的嚴重程度，
可視化成一個共同看見的面板，
建立視覺上的 共同語言 。』

2025

I took on the Organization Development role.
For me, it was a completely new field.
From building products the organization needs
to developing the people the organization needs.

From how product teams collaborate and communicate,
to what kind of communication the organization truly needs, and what it doesn’t.

I used to think the company’s VMV just needed to exist at the top,
as long as people were aware of it.
I then realized that VMV is the foundation of everything we design:
from employer branding and cultural inheritance,
down to hosting an event, saying a sentence, or making a request.

Without a core belief,
every additional action is simply “doing something,”
without reaching the level of “doing the right thing.”

『接下了 Organization Development 部門。
對我來說完全是個新領域，
從怎麼打造出組織需要的產品，
到怎麼打造出組織需要的人。

從產品團隊的溝通協作怎麼做比較好，
到組織需要哪些溝通、不需要哪些。

本來覺得公司的 VMV 是放在上面，大家有意識到就好，
到發現 VMV 是一切設計的基礎：
大到僱主品牌、文化傳承，
小到辦一個活動、說一句話、給一個要求。

沒有中心思想時，
每一個疊加的事件都只是在「有做」，
而沒有到「做對」的層次。』

Responsibility & Role 責任與角色

Compared to last year, what responsibilities did you carry more of ?
今年你覺得自己扛起來的責任，比去年多在哪？

⇒ 
Compared to 2023, I started thinking more from the perspective of
 “what if this company were mine.”
Beyond my own department, I became more proactive in aligning with my peers on how we imagine the future.
In addition to executing on the product roadmap that was already planned,
I also tried to push more discussions around what we actually want as an organization,
where we want to go,
and what kind of organizational structure we want to use to make money.

『比起 2023，我更站在「這間公司如果是我的」的想法上去思考。
除了部門之外，也更積極在對齊 peer 們對未來的想像。
除了已經安排好的產品要做什麼，
也嘗試衝撞更多在組織上我們要什麼、
哪裡是我們想去的地方，
以及我們想用怎樣的組織形式來賺錢。』

Did your definition of “reliable” change ? How?
今年你對「可靠」的定義有改變嗎？

⇒ Yes.
I used to care more about whether someone was there when needed.
Now I care more about whether they can actually deliver decent results when they are.

『有。
 以前更在意需要的時候在不在，
 現在更在意他在的時候是不是可以完成得還不錯。』

Challenges & Growth 挑戰與成長

What’s the most useful skill/method you learned this year? Why was it useful?
今年你學到最有用的一個技能/方法是什麼？為什麼有用？

・ The Jay Galbraith’s Star Model

It provides a set of perspectives to reference when designing an organization, helping avoid missing elements that could lead to imbalance in overall execution.

『在組織設計時參考的面向，讓設計上不會缺失而導致大顆力度的不平衡。』

・Observability Driven Development

With this mindset, we can think through how results will be observed from the start, so when issues show up in the final output,
the team can move into problem-solving much faster,
instead of spending a huge amount of time just trying to find what went wrong.

『透過這樣的意識，可以在一開始就把怎麼觀測結果思考好，讓團隊處理成品問題時能更快進入解決問題的階段而不是花大把時間在查找問題。』

・Binary thinking helps execution, grayscale thinking increases options 『二元對立方便執行、灰階世界增加選項』

This year, I spent a lot of time letting team to understand grayscale thinking.
The biggest lesson I’ve learned is that binary decisions still matter.
When we stay in the gray area for too long and people aren’t aligned,
it often ends up wasting a lot of time.
Doing is better than being theoretically perfect.

『今年一整年練習把灰階思考的方式讓團隊知道。
而最大的學習是，二元對立還是滿重要的；有時候在灰階待太久，
當認知不在同一個狀態時，反而會消耗很多時間。
do is better then theoretically perfect.』

What is something you tried this year for the very first time?
今年你嘗試了什麼以前沒做過的事？

1. Took on the role of Head of Organization Development & Got to know the world of HR.
2. Handled all the big and small things related to office relocation.
3. Worked as a consultant to help other companies try to solve their problems.
4. Proposed organization-level design plans for the company.
5. Connected with partners on space and venue collaborations.
6. Went skydiving.
7. Attended my first concert (Bruno Mars).
8. Shut down a product.
9. Ate a whole spider.
10. Drove AI adoption inside the company — building momentum around AI.
11. 接 Organization Development 主管的角色也同時認識 HR 的世界
12. 處理搬遷辦公室的大小事
13. 以 Consultant 的形式到別間公司嘗試解決問題
14. 提出公司層級組織設計的提案
15. 接洽空間場地合作相關的內容
16. 第一次跳傘、第一次搭熱氣球
17. 第一次去聽演唱會 (Bruno Mars)
18. 停掉了一個產品
19. 吃了一整隻蜘蛛
20. 在公司內推動 AI : AI 造勢 』

In what area do you feel you’ve become “stronger” compared to last year?
你覺得自己哪方面比去年更強了一點？

⇒ I think it’s the ability to dream.
Lately, my dreams have been getting bigger.
They used to be about projects, then products, then departments.
This year, I’ve been thinking more about the company, culture, and legacy.

At the same time, the picture has become clearer.
What I need to practice next is turning these big dreams into something real.

『我覺得是做夢的能力，最近做的夢有越來越大，從以前的專案到產品到部門，今年更多在公司、文化、傳承上面思考，不過畫面卻越來越清楚，不過接下來要練習更多讓大夢落地。』

Which moment at work gave you the most drive and motivation?
工作中哪個瞬間讓你覺得最有動力？

⇒ When there’s a real sense of discussion,
when topics go back and forth,
and everyone is balancing between stating their views and exploring ideas, that’s when I feel the most motivated.

『有討論感的時候，提出議題時有來有往，
每個人都在平衡主張與探尋時，是我比較有動力的時候。』

Mindset & Balance 心態與平衡

Did you become more patient — or more eager for results? Why?
今年你變得更有耐心，還是更想快點看到結果？為什麼？

⇒ I’ve found myself wanting to see results faster,
since this is a new field and there are many things I want to change.

After a year, even though there has been a lot of positive feedback from the organization, it may have been quite tough for the team,
and they didn’t get to feel much of a sense of achievement.

『變得更想快點看到成果，
因為是新接觸的領域，有很多想要改變的現況。
不過經過一年，雖然獲得許多來自組織的正面評價，
對於團隊來說，雖然滿辛苦的，但沒有拿到太多成就感。』

What boundaries did you start caring about? 
今年你開始在意哪些界線？

⇒ Providing enough emotional value has always been something I keep working on.
I used to think I had reached a decent level,
but this year I realized it’s time to raise the bar again.
I’ve also become more aware that
to give out more energy, I need to have enough energy myself.
 
『提供足夠的情緒價值，一直是我持續在優化的一件事。
本來覺得已經進步到一個程度了，
但在今年又意識到，自己又到了該提升這塊的時刻。
也更清楚地感受到，要能夠釋出更多能量，自己的能量也必須更充足。』

Travel Map 旅遊地圖

Which cities or countries did you visit this year?
今年你去了哪些城市或國家？

2024–2025 :

Türkiye（土耳其）

• Bilecik（比萊吉克）
• Nevşehir（內夫謝希爾）
• Aksaray（阿克薩賴）
• Denizli（代尼茲利）
• Eskişehir（埃斯基謝希爾）
• Afyonkarahisar（阿菲永卡拉希薩爾）

Australia（澳洲）

• Melbourne（墨爾本）

Cambodia（柬埔寨）

• Phnom Penh（金邊）

Italy（義大利）

• Rome（羅馬）

Vatican（梵蒂岡）

• Vatican City（梵蒂岡）

Japan（日本）

• Osaka（大阪）
• Tokyo（東京）
• Shinjuku（新宿）

South Africa（南非）

• Western Cape（西開普省）

Moments of Gratitude 感謝時刻

Is there someone who gave you a helping hand when you needed it most?
有沒有誰在某個時刻幫了你一把，讓你很想謝謝他/她？

• Kevin: I’m grateful that whenever I need it, he’s always willing to talk a bit more and share his experience. I’m also thankful for the constant push he gives me toward the next stage — in values, work, responsibility, and life.
• Wuu: I’m grateful that he always brings different kinds of disruption into the organization — technical disruption and growth-driven disruption. He’s one of the most eager learners and the person who most wants the organization to grow together. I’m thankful that knowing him has covered more than 70% of my career.
• Pauline: I’m grateful that this year, I had someone to continuously discuss worldviews with. New sparks and ideas kept emerging, and we pushed things forward together. While execution was critical, he also helped the organization look up and glimpse the sky.
• Huo: I’m grateful that he can always move conversations forward efficiently. His practical, considerate, yet principled worldview has been one of my biggest learnings this year.
• Ron: I’m grateful that he showed me an IT team where more people are stepping up. 
  My biggest learning from him this year is how clearly he communicates his stance and condition to the team, and how he discusses needs and acceptable costs with candidates. I still have a lot to learn from him in this area.
• Brendon: I’m grateful that he made our core product feel deeply cared for. Beyond building a new unit in a new location, what I learned from him most is his openness and his straightforward simplicity.
• Chen Chao: I’m grateful for the wake-up call he gave me. Even for organizational topics, thinking from the end goal matters. Any design can have successful examples — the key is what I actually want. Either the GM proposes, OD proposes, or we make a decision together.
   At the beginning of the year, I became hesitant when facing organizational issues, and started focusing my efforts on what I thought I could change, rather than what should be changed.
• Tomas: I’m grateful that every time we meet, he shows genuine care — asking how things are going, whether it’s still fun, and if we need any support. I hope to create more of this atmosphere within the organization.
• Sam Huang: I’m grateful that he introduced me to Reinventing Organizations and shared what OD work actually looks like — how to scan organizations and what to focus on. I picked up many key, actionable ideas from it.
• Leo Chiang: I’m grateful that when I was looking for collaborating instructors, he shared his experience and advice, and also recommended Atlassian Rovo to our company, opening up more efficient ways of working.
• Xiaomi: I’m grateful that when I first stepped into OD and HR, he shared many learning resources with me, patiently listened to my plans and concerns, and offered professional advice that helped me better understand the core of the HR field.
• John Yu: I’m grateful for his practical advice on venues and spaces. When I had many unknowns and assumptions, his grounded suggestions helped a lot. When we opened the venue for the first time, I truly felt that it was a good choice.
• Jessie, Yuan, Mark, Coach, Jaden: Thank you for the opportunities. By working through challenges faced by different companies, I learned the shared, fundamental problems beneath them. Through this back-and-forth, I became better at articulating the logic of problem-solving. I’m really happy we got to collaborate this year.
• Elisa: I’m grateful for the alternative perspectives she brought into our communication, helping me see many areas where I can still improve.
• My Company Partners : I’m grateful that over the past two years, so many partners have stayed, continuously working hard to make the company and products better. They also help someone as imaginative as me stay grounded.
• My OD Partners : 
  Thank you to everyone who stood by me and challenged goals together in 2025.
  There were many intense conversations along the way,
  and I’m truly grateful to have you — you made so many wishes come true.
  Having such an amazing 2025 feels incredibly fulfilling.
  Thank you, Chip, Elisa, Jasmine, Ivy, and Sheng.
  I’m really glad to have you all.
• Kevin：感謝他總是在我需要的時候，願意跟我多聊兩句，提供他的經驗；也感謝他不斷帶給我下個階段需要的衝擊，三觀上、工作上、責任上、生活上。
• Wuu：感謝他總是讓組織充滿不一樣的擾動，技術的擾動、成長的擾動；最好學、也最希望組織能一起成長的人就是他了。感謝我認識他的時間，佔了我職涯 70% 以上。
• Pauline：感謝他在今年讓我的世界觀有人可以不斷討論，過程中又蹦出新火花、新想法，然後一起去划水推動，創造不一樣的溝通模式；在落地極為重要的狀況下，讓組織抬頭望了一眼天空。
• Huo：感謝他總是能把對話有效率地往下推動，擁有一套務實、體貼又不失立場的清楚世界觀，是我今年在他身上獲得最大的學習。
• Ron：感謝他讓我看見越來越有人出頭的 IT。今年讓我最大的學習，是他很敢於跟團隊成員表達自己的狀態與立場，和人選談清楚需求，以及可以接受的價格；我想我在這上面，還有一段路要跟他學習。
• Brendon：感謝他讓主力產品有被加倍呵護的感覺。除了在新的地方建立新的單位之外，我從他身上學到的是他的開放，還有他單純的直接。
• Chen Chao：感謝他給我一記當頭棒喝。即使是組織的議題，也要以終為始地思考；任何設計都有成功的案例，這個時候的關鍵是我要什麼。要不 GM propose，要不 OD propose，要不就大家一起做個決定。
   我自己在年初面對組織議題時，反而變得猶豫，開始把顆粒度放到我認為「可以改變的事情」上，而不是「應該改變的事情」上。
• Tomas：感謝他在我每次遇到他的時候，都能提出很誠摯的關心，了解我們目前的狀況如何、是不是好玩、有沒有需要什麼協助；我也很想在組織內，創造更多這樣的氛圍。
• Sam Huang：感謝他提供我《重塑組織》這本書，也跟我分享 OD 在做什麼樣的內容、如何做組織掃描，以及一些建議；我從裡面抓到了許多關鍵、可執行的事。
• Leo Chiang：感謝他在我需要找合作講師時，提供我他的經驗和建議，也把 Atlassian Rovo 推薦給我們公司，讓我們有新的、更有效的工作模式。
• 小米：感謝他在我初出 OD／HR 時，提供我很多學習資源，也很耐心地聽完我的計畫與擔心，給我專業的建議，讓我更認識人資領域的核心。
• John Yu：感謝他給我許多場地空間的建議；在我對場地還有很多未知猜測的時候，給了我很落地的建議。第一次場地啟用時，讓我相信這個場地真的還不錯。
• Jessie、Yuan、Mark、教練、Jaden：感謝你們提供我機會，讓我能透過處理不同公司面臨的挑戰，學習那些共同、本質上的問題；在來回的過程中，我更能把解決問題的脈絡表達清楚，很開心今年能一起協作。
• Elisa：感謝他在溝通上，給我很多不同面向的觀點，讓我看到許多自己還可以再優化的地方。
• My Company Partners：感謝這兩年依然有很多夥伴一直都在，很努力地讓公司、讓產品變成更好的樣子，也讓我這個天馬行空的人可以兼顧落地。
• My OD Partners : 
  感謝 2025 年大家陪我一起挑戰目標，
  過程中發生了很多激烈的溝通，
  也很慶幸有你們，讓很多願望得以實現。
  有一個這麼棒的 2025，真的很幸福。
  謝謝 Chip、Elisa、Jasmine、Ivy、Sheng，
  有你們真好。

To My Next Year Self 給明年的自己

What 3 things do you want to invest your time in next year?
明年你想把時間投資在哪 3 件事？

❶ Work: 
Through OD, create shared ground in organizational communication and management, so discussions around differences become more meaningful.
❷ Health: Get my body fat back into a healthy range.
❸Interests: Make it possible for knowledge to be passed on through public platforms.

『❶工作：OD 創造組織溝通、經營管理上的大同，讓小異的討論更有價值。
❷ 健康：讓體脂回到健康區間。
❸ 興趣：讓知識可以在公開平台上傳承。』

Write one sentence to your end-of-next-year self.
寫一句話給明年年底的自己。

⇒ Over-reminding is a form of blaming in advance.

『過度的提醒是一種提前的責備』

Memory Pieces 記憶拼圖

Thank you for all the support.
May we all become a better version of ourselves in the coming year.

Past Recap :
2023
2022