Special Feature: The 2026 Global Leaders Summit will return to the banks of Shanghai's Huangpu River from October 20-22. Nobel laureates and Turing Award winners will take the stage to discuss the future and trends of technology, alongside popular professors known for "rescuing" people from anxiety and the era of excessive competition — a live dialogue between Macfarlane and Xiang Biao.
Limited seats available, first come first served. Let us embark on this journey toward sustainability together!
Liang Youwen, General Manager and CEO of Chih Sheng Industrial. Photo by Zhang Zhijie. Article by Chen Weiting, Global Views Monthly. The 2026 Global Leaders Summit was held in Taipei from October 14-15. Liang Youwen took over as General Manager of Chih Sheng Industrial in 2022. He led this company — which started out making ovens — through a transformation, entering the high-end semiconductor process equipment market by "fighting as a team." Today, the company has become an important partner in TSMC's CoWoS advanced packaging supply chain, has twice received TSMC's Excellent Mass Production Support Award, and last year's revenue set a new record of NT$6.1 billion.
"The year I came home to take over the business, the company's stock price was only NT$8," Liang Youwen said with deep emotion when discussing his succession journey. He pointed out that Chih Sheng Industrial started with ovens, doing work that carries warmth, and he believes that technology begins with humanity. How to provide warm service and products is precisely the core value of Chih Sheng Industrial — and the key to the company's successful transformation today.
In fact, Chih Sheng has faced two crises, both due to technological iteration, where old products saw orders drop sharply and the company had to eliminate production lines. "But with hundreds of employees who have worked for 30 years, what should be done with these people?" For Liang Youwen, employees' livelihoods should not be affected by economic cycles, but how to encourage employees to learn and invest in new ventures while adhering to a no-layoff policy became the biggest challenge before him.
The key to breaking through was that Liang Youwen decided to stop employee performance evaluations. His thinking was that these employees had all studied mechanical engineering, and as long as he was willing to give them time — without the pressure of evaluations — there would certainly be an opportunity to change employees' mindsets, making them more willing to learn new technologies. His strategy indeed worked. Without any layoffs, employees from the old department gradually invested in new product processes.
"Even now, I still feel that my decision at the time was very successful!" Liang Youwen said proudly. Today, employees are more united than ever and have very high trust in the company. It is precisely this open mindset — unafraid of learning new things — that allowed them to successfully expand into the semiconductor supply chain.
Comments