Building regional capabilities, integrating global operations
“In ‘Solid Power,’ a book by founder Mr. Bruce Cheng, we can learn that Delta has been going global for a long time! “During the interview, Mr. Jimmy Yiin, Executive Vice President of Global Business Operations, shared his insights into Delta’s global strategy with the interview team. Founded in 1971, Delta quickly expanded beyond Taiwan, establishing offices in the United States and Europe. Today, it has over 150 operational locations worldwide, spanning all five continents.

Delta’s Brand Inauguration Year was 2010. Building upon the foundation of the ODM business model, Delta gradually developed its own brand and provided customers with comprehensive energy management and automation solutions. The future growth momentum of the Group relies on the solid foundation of the ODM business. However, with the expansion of the brand business and solution offerings, the required manpower, capabilities, tools, and systems have evolved. Over the past year, GBO has been in constant communication with global operations, assessing organizational capabilities and resources in response to changes in the business model. Mr. Yiin said, “In 2024, the most important task for the Region is to achieve the Group’s strategic direction and ensure alignment between organizational structure and talent planning. This is also what we are currently working on! ‘‘

Leading strategy platforms, achieving sales transformation
In August 2022, due to the differences in business activities between OBM and ODM business, the Group clearly defined five Strategic Business Platforms (SBP) for the OBM business. These platforms include industrial automation, building automation, cloud computing, energy infrastructure, and electric vehicles. The ODM business continues to establish closer partnerships with customers through the Common Sales Platform (CSP).Mr. Yiin takes a group photo with the DEJ team in February 2024.

Regarding the definitions of these platforms, including product categories, organizational structure, and responsibility design, it is necessary to clearly communicate with each region and list the capabilities, resources, tools, and systems that need to be strengthened to drive the brand and solution business. The corporate must complete these activities in the short term.

Since the industrial structures and economic development levels vary across regions, the medium-term goals based on the platforms are to work with each region to establish local priority development domains, formulate strategic direction, and optimize and integrate the platforms’ sales processes. Meanwhile, faced with industry developments and trend insights, regional organizations must have keener radar to explore potential customers and seize new business opportunities ahead of others. In addition, continuously discovering and nurturing talents to strengthen the leadership pipeline is a very important task for ensuring that there is sufficient organizations' support for the corporate development."

As the platform mechanism takes shape and capabilities, resources, and tools become available in each region, Mr. Yiin said, “In the energy or automation sectors, there are still considerable business opportunities globally. Whether it's ODM, branded business, or solutions, how to leverage the Delta core strengths, continuously accumulate experience and develop capabilities, find growth momentum, and achieve diversified layouts in different domains and regions, is the long-term development direction of the corporate. “He also emphasized that a global diversification strategy requires more cross-disciplinary experience, and Delta will continue cultivating a high-quality employer brand to attract more talented individuals.”

Building cross-regional communication bridges, creating synergistic effects
Before 2022, the corporate did not have a platform thinking, making it difficult to have effective interregional dialogue. This posed significant challenges for communication both between regions and between regions and business groups. Additionally, operational models varied across regions in different temporal and spatial contexts, lacking a common standard in processes. Therefore, GBO began to check each region’s organization and division, clarify differences in processes and practices, sorting out the operation direction of the same but with differences to establish an effective operational framework.

Therefore, utilizing the sales platforms as a bridge for communication can facilitate in-depth dialogues across regions on topics such as product technology, industry applications, customer business opportunities, and talent exchange. This facilitates accelerated business model transformation and promotes the development of branded business and solutions. Moreover, with the fermentation of the Group’s digital enterprise, more digital activities have been imported into the end-to-end system. During this period, GBO collaborated with the PM office, IT, DSO, and regional teams to discuss digital process architecture and optimize user interfaces. Through transparent and real-time information sharing, new collaboration models are being created to enhance the organization’s efficiency and competitiveness.Mr. Yiin joins the EMEA team for a group photo.

Creating a diverse culture, embracing learning and growth
Mr. Yiin, with over thirty years of experience at Delta, has held various positions, including Manager of Procurement and Materials, General Manager of Delta Electronics (Jiangsu) Ltd., Vice Chairman of Delta GreenTech China (DGC), and General Manager of PSBG. He humbly shares his experiences along the way: “I am very fortunate to have had the opportunity to develop diverse competencies through my varied roles at Delta. “ When it comes to the mindset shift from working in a business group to operating in GBO, Mr. Yiin said, “The biggest difference is diversity!” With colleagues from diverse cultures across regions, each brings unique beliefs, thoughts, and values, making it challenging to foster an environment of mutual trust and respect within the "Delta family."  He advises the team to embrace empathy and inclusiveness, listening to everyone’s perspectives to create an environment of belonging. He also shared his leadership philosophy for the past several years: “Embrace diversity and inclusion, with empathy and respect as the cornerstone, to foster a learning environment that encourages innovation and empowerment.” This philosophy resonates with Delta’s corporate culture of “Integrity, Innovation, Collaboration, Inclusion and Empowerment.”

At the end of the interview, the interview team asked Mr. Yiin to offer encouragement to colleagues with his own experience. “Find a role where you can excel, develop skills, and keep growing in your career!“ He encourages colleagues to stay curious and keep learning, find a learning method that suits you, find joy in the process, and achieve continuous growth and breakthroughs through lifelong learning.