【國際企業管理 Guest Lecture】 Navigating the Global-Local Nexus: A global Startup Accelerator and Venture Capital's Strategic Entry into Taiwan, the case of Plug and Play Tech Center

撰文者／國際企業管理研究所 幸心兒

為加強學生對數位電子化、永續發展和地緣政治風險管理等新興趨勢的全球策略能力，國際企業學系開設的「國際企業管理」課程在何筱文教授的邀請下，日前邀請洪大為（ David Hong）校友回校演說。洪校友以「Navigating the Global-Local Nexus: A global Startup Accelerator and Venture Capital's Strategic Entry into Taiwan, the case of Plug and Play Tech Center」為題，深度剖析矽谷頂尖加速器 Plug and Play Tech Center 進入台灣市場的實戰經驗，帶領學生們深入探討人工智慧和數位智慧在國際商務擴張和策略中的應用。


先從國際企業管理的理論架構出發，點出企業進行全球擴張的四大動機：市場尋求、效率尋求、資源尋求及策略性資產尋求。洪校友指出，對於像 Plug and Play 這樣的矽谷創投巨頭而言，擴張不只是為了增加據點，更是為了構建一個「公開開放」的全球創新平台。透過市場情報分析，他強調台灣在全球半導體與 AI 硬體供應鏈中擁有無可取代的獨特地位。Plug and Play 的核心價值主張，正是協助其在矽谷的龐大網絡與台灣領先的企業進行對接，協助台灣產業在深度技術科技（Deep Tech）領域中與國際接軌並維持競爭力。
面對日益複雜的地緣政治環境與國際經濟變動，洪校友分享了跨國企業如何應對不確定性。特別提到「矽盾」概念以及半導體主權對跨國企業擴張策略的影響。在法規層面，他以《公司法》第 19 條為例，說明外國企業在台灣落地過程中必須嚴格遵守合規性，否則將面臨法律風險與民事責任。他亦指出，雖然地緣政治帶來了「台灣風險」，但這同時也是「台灣機會」，其中關鍵在於如何利用台灣的產業集群優勢，將政治不確定性轉化為企業的策略優勢。
本次演講的一大亮點在於 Plug and Play 與桃園市政府簽署數百萬美元公私夥伴關係（ PPP）的深度案例分享。洪校友分享了他作為 Plug and Play 台灣首位員工及總經理，如何執行市場進入策略，並在當地既有的競爭環境中尋求競合聯盟。詳細分享如何將矽谷的 Playbook 進行文化轉譯，使其適用於台灣的產業環境，最終成功打造出區域性的創業生態系統。此外，洪校友也分享了 King's College London Alumni Angel Network 與台灣工研院的產學合作，以實務分享學術研究與產業實務如何相互導流，進而推動深度技術科技產業的升級。
 
作為的優秀校友，洪大為鼓勵台大國企系的學生持續累積跨學科視野。他豐富跨國機構實戰經驗，表現出在亞太、美國與歐洲等多元市場中所需的專業素養與文化敏銳度 。透過此次演講，學生不僅學習到跨國企業管理的理論，更能透過實務案例理解全球化策略在台灣落地時的複雜性。


 The Multinational Business Management course by Dr. Mia Ho recently hosted a highly anticipated guest lecture that offered students a deep dive into AI and digital intelligence in international business expansion and strategy. David Hong, a distinguished alumnus and expert in the global startup ecosystem, delivered a compelling presentation titled "Navigating the Global-Local Nexus: A global Startup Accelerator and Venture Capital's Strategic Entry into Taiwan, the case of Plug and Play Tech Center". The guest lecture served as a key component of the course to develop and assess global expansion strategies that respond to emerging trends in digital commerce, sustainability requirements, and geopolitical risk management. 
Drawing from foundational international business theories, David explored the primary drivers behind multinational corporation (MNC) expansion: market-seeking, efficiency-seeking, resource-seeking, and strategic asset-seeking. For a premier Silicon Valley firm like Plug and Play Tech Center, global expansion is driven by the vision to build the world's leading "OPEN" innovation platform, making innovation accessible to anyone, anywhere. He emphasised that market intelligence identified Taiwan as a critical node in the global semiconductor and AI hardware supply chain. Besides, he articulated that Plug and Play’s core value proposition lies in its ability to bridge the "Global" (its extensive Silicon Valley network) with the "Local" (Taiwanese corporations), fostering a unique synergy that propels deep-tech advancement and cross-border networks. 
In an era of geopolitical risks arising, David addressed how MNCs navigate macro-environmental factors. He discussed the concept of the "Silicon Shield" and the rising importance of semiconductor sovereignty in corporate strategy, addressing the "Taiwan Risk" versus "Taiwan Opportunity". Argued that while political uncertainty exists, the strategic importance of Taiwan’s industry clusters offers unparalleled opportunities for resilient MNCs. He also highlighted the critical nature of navigating local institutional factors. Using Article 
19 of the Taiwan Company Act as a case study, showing the legal and civil liabilities foreign entities face if they fail to complete proper incorporation procedures before commencing business operations, underscoring the necessity of strict regulatory compliance. 
Last but not least, David’s experience as the first employee and general manager in Taiwan for Plug and Play. He executed a market entry strategy that led to a multimillion-dollar public-private partnership (PPP) with the Taoyuan City Government. This initiative was designed to develop a robust regional startup ecosystem. David detailed the "Coopetition Experiment," where he balanced cooperation and competition with local incumbents. A key takeaway was the importance of cultural adaptation—tailoring the Silicon Valley "playbook" to align with Taiwanese business norms to ensure long-term success. Furthermore, he presented the collaboration between the King's College London Alumni Angel Network and the Industrial Technology Research Institute (ITRI) as a prime example of a strategic industrial-academic partnership aimed at scaling innovation. 
As an NTU alumnus, the Co-founder and Managing Partner of the King's College London Alumni Angel Network, Adjunct Faculty member at Yuanze University, and MNC executive, David exemplifies the multidisciplinary mindset required for modern global leadership. His career, spanning IBM, UBS, and various tech ventures across the US, Europe, and APAC, provided students with a roadmap for navigating diverse international markets. Provided students with a rare insider’s view of how global strategies are operationalised on the ground, offering a perfect bridge between academic theory and the complex realities of multinational business management.