Leadership-style decision framework combining transformational, transactional, servant, situational, and authentic leadership into a situation-based decision tree. Use for diagnosing leadership challenges, succession planning, change management, crisis response, taking over a new team, or generational-gap issues. Triggers: 『該用什麼領導風格』『怎麼帶這個團隊』『接班交棒』『危機領導』『年輕員工不吃這一套』『威權還是授權』『轉型領導』『僕人領導』『情境領導』『真誠領導』. For Taiwan EMBA leadership courses (台大／政大／師大), executive self-diagnosis, and succession-leadership style. 9-box/人才盤點/繼任規劃工具: use `ops-talent-strategy`.
Corporate-governance practice playbook: board composition, three lines of defense, audit/compensation/nomination committee operations, independent-director governance, stakeholder communication, IPO governance upgrade, and family-business professionalization. Use for board-structure design, independent-director selection, three-lines implementation, IPO governance preparation, major governance incidents (fraud, scandal, insider trading), or family-business corporatization. Triggers: 『董事會組成』『獨董沒發揮功能』『三道防線』『上櫃治理補強』『家族法人化』『委員會分工』『ESG 治理』『審計委員會』『薪酬委員會』『提名委員會』. For Taiwan EMBA corporate-governance/finance/law/ESG cases. Focuses on listed-company and IPO practice; governance theory: use Asgard `grad-governance`; 9-box/繼任規劃/接班人才盤點: use `ops-talent-strategy`; COSO ERM/風險地圖/風險委員會運作: use `biz-erm`.
Customer relationship management strategy — integrated framework with six pillars: customer segmentation (RFM/CLV), journey orchestration (cross-channel), CDP technology stack, loyalty-program design, B2B key-account management (KAM), and CRM organization/governance. Use for VIP program design, membership-system decision, retail/ecommerce/B2B customer strategy, CDP buy-vs-build, marketing-automation adoption, or key-customer churn. Triggers: 『CRM 系統』『會員經營』『客戶分級』『大客戶策略』『CDP』『行銷自動化』『客戶生命週期』『VIP 方案』『顧客忠誠』『RFM』『CLV』『KAM』『Journey Orchestration』. For 師大 EMBA CRM, 政大 ecommerce, 中山 marketing cases. Complements Asgard `biz-cac-ltv` (tactics) and `biz-customer-journey` (single method) with the strategic integration layer.
Enterprise risk management (ERM) framework layer — integrates COSO ERM 2017 (five components, 20 principles), ISO 31000, three-lines model, risk appetite, risk heatmap, and key risk indicators (KRI) into a complete governance playbook covering structure through culture. Use for ERM implementation, risk-system build, risk mapping, risk-appetite statement drafting, three-lines setup, CRO role design, or Taiwan FSC corporate-governance evaluation response. Triggers: 『ERM 導入』『風險管理框架』『COSO』『風險地圖』『風險胃納』『KRI』『CRO 職責』『三道防線』『風險委員會』『ISO 31000』『風險熱圖』『風險治理』. For 師大／政大／陽交 EMBA risk-management/governance/audit cases. Complements Asgard `algo-risk-*` (Altman Z, Benford, credit, VaR) with the framework/governance layer. 獨董挑選/董事會組成/IPO 治理: use `biz-corporate-governance`.
Corporate innovation-governance toolkit integrating Stage-Gate process, 3 Horizons model, innovation portfolio management, open innovation, corporate venture capital (CVC), innovation KPIs, and intrapreneurship. Use for innovation-portfolio design, second-curve planning, innovation-project review gating, open-innovation evaluation, CVC setup, innovation-KPI design, or managing tension between core and new businesses. Triggers: 『第二曲線』『創新專案怎麼管』『新事業孵化』『收購投資新創』『Stage-Gate』『研發投資組合』『內部創業』『開放式創新』『CVC』『3 Horizons』『創新 KPI』. For Taiwan EMBA innovation-management/strategy/technology-management cases (台大／中山). Startup basics: use Asgard `ux-lean-startup`; innovation theory: use Asgard `grad-disruptive-innovation`, `grad-ambidexterity`; 家族二代接班治理: use `biz-corporate-governance` 或 `ops-talent-strategy`; ESG/淨零策略結合: use `biz-net-zero-transition`.
Management accounting toolkit for internal decision support: ABC costing, variance analysis, transfer pricing, and responsibility accounting. Use for product profitability disputes, budget variance diagnosis, inter-division pricing design, and business-unit manager performance evaluation. Triggers: 『這個產品真的賺錢嗎』『成本分攤』『事業部之間怎麼算錢』『本月成本超支』『評核廠長績效』『內部轉撥』『ABC 作業成本』『差異分析』『責任中心』『管理會計』. For Taiwan EMBA cases, term reports, and management-decision simulations (台大／陽交／成大 財管必修).
Net-zero transition playbook: GHG inventory (ISO 14064-1, GHG Protocol Scope 1/2/3), science-based targets (SBTi), TCFD and ISSB S1/S2 climate disclosure, Taiwan carbon fee, decarbonization roadmap, internal carbon pricing, supply-chain carbon, product carbon footprint, green electricity and T-REC. Use for corporate decarbonization roadmap, carbon inventory, carbon-fee response, TCFD/ISSB reporting, supply-chain decarbonization, or responding to international customers (Apple, RE100). Triggers: 『碳盤查』『SBTi』『碳費』『TCFD』『淨零路徑』『範疇 3』『綠電』『CBAM』『ISO 14064』『ISSB』『T-REC』. For Taiwan EMBA ESG/sustainability/operations/strategy/finance cases. Focuses on Taiwan listed-company and supply-chain practice; sustainability strategy theory: use Asgard `grad-sustainability`; ERM 框架整合氣候風險: use `biz-erm`; 董事會 ESG 委員會結構設計: use `biz-corporate-governance`; 併購 ESG 盡職調查: use `fin-m-and-a`.
SME and family-business management for Taiwan's industrial structure (98% SME, 70%+ family-controlled listed). Integrates four pillars: resource-constrained decision-making, family governance (Tagiuri-Davis three circles), four-layer succession, and professionalization. Use for sub-200-employee strategy, capital-constrained prioritization, family-vs-professional-manager conflict, founder handover, family-constitution design, or SME financing limits. Triggers: 『二代接班』『家族企業』『中小企業』『家族憲章』『家族辦公室』『傳承規劃』『小公司策略』『資源有限』『家族跟專業經理人』『三圓模型』『隱形冠軍』. For 成大 EMBA SME strategy, 政大 EMBA family-business succession, 逢甲 EMBA SME management cases. Fills Asgard gaps in resource-constrained strategy and Chinese-family governance.