I am researching the ongoing global pandemic’s impact on business continuity in high-tech manufacturing. Business continuity is different from emergency response, and focuses on minimizing disruptions so business operations may resume.

It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.

Charles Darwin

Before coming to Taiwan, I worked in enterprise risk management, and presented on the topic at National Taiwan University prior to the management school’s abdication of this subject area. I remained to continue understanding and developing management solutions with the university’s engineering college. The difference between the two is “management vs. management of.”

Between my arrival and the pandemic, I was researching the application of machine learning methods to value appropriation frameworks to increase collaboration amongst high-tech manufacturing firms, and its role in the digital transformation of traditional industries.

Projects included leveraging earthquake warning infrastructure for high-tech ecosystem build out, consumer IoT to stabilize Taiwan’s power grid, and incorporating IoT in dairy production to stabilize prices.

When Coronavirus Data Becomes Lethal. COVID-19 Fatality Rate is Misunderstood by Decision Makers.
Taiwan’s Vaccine Quest Mirrors Its Foreign Policy. “Be Good to Others, But Don’t Count on Them.”

+ A Systems Thinking Solution to Sustainability’s Alpha Paradox, National Taiwan University. Paper integrated into Taiwan government pension fund.

+ Smart Technology for Solving Everyday Power Problems, Oxford University.

+ Enabling Innovation Through CSR Risk Architecture at Danone, National Chengchi University

+ Air France Enterprise Risk Management in the Post-Concorde Era, National Taiwan University

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