戰爭陰影下的全球復甦：解讀2026 IMF春季報告與台灣的生存戰略

4月14日IMF公布了最新一期《世界經濟展望》。自2月28日美國與以色列發動對伊朗的攻擊後，全球經濟走過了一個完整的三月份。期間，美國、以色列與伊朗三方不斷釋出和談、破裂、停火、再延遲停火的訊息，攪動了全球經濟的一池春水。

前面我們看過IEA同樣在4月14日發布的《Oil Market Report》摘要(參見《全球油市的「強迫性戒斷」：2026年IEA四月報告揭示的全球能源真相》)，報告中說明目前發生在波斯灣的衝突，如何影響石油市場與相關產業鏈。而這篇IMF的《世界經濟展望》，則是從總體經濟的角度切入，分析這場軍事衝突如何透過能源價格、通膨預期、金融市場與供應鏈，進一步影響全球成長、政策選擇與各國經濟韌性。

此次IMF報告的標題是《Global Economy in the Shadow of War》，直譯就是「戰爭陰影下的全球經濟」。這個標題下得相當精準。因為IMF這次要處理的，不只是一次區域衝突，也不是單純的油價上漲，而是戰爭如何透過能源、通膨預期、金融市場與供應鏈，重新改寫全球經濟的風險地圖。

本篇報告主要可以分成三個章節：

1. 全球前景與政策(Global Prospects and Policies)：分析中東戰爭如何打斷原本逐漸復甦的全球經濟，並提出全球成長、通膨、貿易與政策風險的最新預測。
2. 國防支出的總體經濟後果與取捨(Defense Spending: Macroeconomic Consequences and Trade-Offs)：討論在地緣政治風險升高下，各國提高國防支出對短期成長、通膨、財政赤字、外部平衡與社會支出的影響。
3. 衝突與復甦的總體經濟學(The Macroeconomics of Conflicts and Recovery)：分析戰爭如何造成產出損失、資本破壞、人力流失與長期傷痕，並探討戰後復甦需要哪些制度、財政與國際合作條件。

(圖片來源：IMF)

(本篇文章不僅供OT自我學習使用，也歡迎轉載並註明原文出處)

Automakers in 2025: Defense and Counterattack in a Year of Transformation

For the global automotive industry, 2025 was a year of major transition. As subsidies declined, tariff barriers intensified, consumer demand shifted, and the electric vehicle price war continued, the financial performance of global automakers became increasingly polarized.

At the industry level, global auto sales and revenue were still dominated by large groups such as Toyota, Volkswagen, Stellantis, BYD, SAIC, Ford, and GM. However, when looking beyond scale and examining year-over-year growth, gross margin, operating cash flow, and R&D expense ratio, the key question in 2025 was no longer simply “who sold the most vehicles,” but rather “who could maintain earnings quality and financial resilience amid price competition, electrification, and regional market pressure.”

Overall, the global auto industry in 2025 can be summarized by three major trends:

1. Traditional giants still controlled scale and cash flow: Toyota, Volkswagen, Ford, and GM remained major contributors in terms of global sales, revenue, and operating cash flow.
2. New energy and Chinese automakers led growth momentum: Xiaopeng, Leapmotor, Nio, Geely, and Chery significantly outperformed in sales or revenue growth.
3. Profit pressure intensified among European and U.S. automakers: Stellantis, Ford, Renault, and Nissan reported net losses or sharp earnings declines, showing the heavy cost burden traditional automakers face during the transition.

(Image generated by AI.)

(This article is for OT's self-learning purposes, but feel free to share and repost with a link to the original source.)

From Tesla to the Entire Supply Chain: Why SDV Has Become the New Battleground in the Automotive Industry

In previous articles, OT has introduced the SDV strategies of several leading players across the automotive ecosystem, including Infineon, NXP, Qualcomm, BMW, and Mercedes-Benz. Interestingly, despite their different positions in the value chain—ranging from top-tier IC design companies to global automakers—they have all highlighted their own approaches to SDV. This naturally leads to a bigger question: what exactly is SDV? In this article, OT will not only explain what SDV really means, but also explore the technical requirements behind it, as well as the future trends shaping its development.

(This article is for OT's self-learning purposes, but feel free to share and repost with a link to the original source.)

140 Years of Innovation: Decoding the Defense and Offense Behind Mercedes-Benz’s 2025 Results

On February 12 this year, Mercedes-Benz released its full-year 2025 financial results. Combined with the roadshow presentation published slightly earlier, at the end of December 2025, the materials offer a fairly complete picture of how the company sees its next phase of competition. This article takes those two documents as a starting point to examine where Mercedes-Benz is heading in terms of strategy, technology, profitability, and global positioning.

As the leading name in the luxury automotive world, Mercedes-Benz has never been just about selling cars. It has long been in the business of defining what “luxury” should look and feel like. From the internal combustion era to today’s shift toward electrification and software, the three-pointed star has consistently tried to combine engineering, design, comfort, and status into one coherent brand promise. That is precisely why Mercedes-Benz’s choices in 2025 deserve attention. This is not merely the annual report of one automaker; it is also a reflection of how the entire luxury car industry is navigating a major turning point. Right at the beginning of its FY2025 roadshow presentation, Mercedes-Benz lays out its message clearly: confidence in Mercedes-Benz Cars is built on the biggest product launch program in its history, the next generation of MB Tech, performance upgrades, a reshaped global footprint, and continued shareholder returns.

(This article is for OT's self-learning purposes, but feel free to share and repost with a link to the original source.)

BMW 2025 Earnings Review: When a Luxury Automaker Starts Redefining Itself Through Software

BMW has long been one of the most important bellwethers in the global premium automotive industry. Its financial reports are not only highly informative, but also unusually polished in the way they connect brand strategy, technology roadmaps, product plans, and capital allocation. For me, that is exactly what makes BMW one of the most enjoyable automakers to follow: its reports rarely read like a collection of dry numbers. Instead, they often feel like a carefully constructed statement about how the company sees the next decade unfolding.

That is especially true for the investor presentation BMW released in January 2026 under the theme “Rethinking Premium Individual Mobility for the Next 100 Years.” Together with the company’s March 2026 disclosure of its 2025 annual results, the message becomes quite clear. BMW is trying to do two things at once: preserve the operating discipline and brand strength that made it one of the world’s premier luxury carmakers, while simultaneously rebuilding itself around software-defined vehicles, centralized computing, electrification, and digital services. Read together, these two documents are not just a review of how much BMW earned in 2025. They are a window into how the company is trying to balance its legacy with its future.

(This article is for OT's self-learning purposes, but feel free to share and repost with a link to the original source.)

Qualcomm FY2025 Overview: A Pivotal Year for AI and Multi-Platform Transformation

In February 2026, Qualcomm released its Fiscal Year 2026 first-quarter results (Q1 FY26), covering the period from September 29, 2025, to December 28, 2025. Since Qualcomm does not publish a standard calendar-year financial report, the following analysis is based on OT’s consolidation of the four quarterly reports from Fiscal Year 2025 (September 30, 2024, to September 28, 2025) .

Viewed through this consolidated perspective, Qualcomm’s 2025 performance may initially appear contradictory—showing both growth and decline. However, a closer examination reveals that it is, in fact, a year marked by accelerated transformation. Total revenue reached $44,284 million (+14% YoY), while gross profit rose to $24,546 million (+12.07% YoY), maintaining a strong gross margin of 55.43%. At the same time, GAAP net income declined sharply by 45% to $5,541 million. While this divergence may suggest weakening fundamentals at first glance, it is better understood as a classic case of accounting distortion rather than operational deterioration.

(This article is for OT's self-learning purposes, but feel free to share and repost with a link to the original source.)

NXP Q4 2025 Earnings: A Cyclical Recovery Story—and a Strategic Shift Toward the Edge

In early 2026, NXP Semiconductors released its financial results for the fourth quarter and full-year 2025, alongside a comprehensive investor presentation. NXP delivered a scorecard that signals a cyclical bottoming and recovery. More importantly, hidden beneath the financial metrics is a clear message: the company is undergoing a profound structural evolution.

The fourth-quarter performance has already revealed several positive signals. Revenue returned to over $3.3 billion, with both quarter-over-quarter and year-over-year growth turning positive, indicating that demand is at least no longer deteriorating. Even more noteworthy is the cash flow. Non-GAAP free cash flow approached $800 million, accounting for more than 20% of total revenue—a level rarely seen before a full cyclical recovery in the semiconductor industry. To some extent, this demonstrates that NXP is not merely "waiting for the cycle to return," but has found a way to maintain stable output across different economic phases.

This article will guide you through NXP's true strategic layout in the face of the massive AI wave, dissecting it across three dimensions: financial performance, business structure, and long-term strategy.

(This article is for OT's self-learning purposes, but feel free to share and repost with a link to the original source.)

Beyond the Cycle: Deciphering Infineon’s Zonal Architecture and AI Power Strategy in 2026

On February 4, Infineon released its financial results for the fourth quarter of fiscal year 2025, along with its full-year performance. The results show that, while Infineon maintained relatively stable revenue throughout 2025, profitability remained under pressure due to cyclical softness in key end markets and continued high investment intensity.

Infineon’s business is structured across four main segments—Automotive (ATV), Power & Sensor Systems (PSS), Green Industrial Power (GIP), and Connected Secure Systems (CSS). Among these, Automotive continues to be the primary revenue contributor. However, Power & Sensor Systems (PSS) stands out as a key growth driver, supported by strong demand from AI-related applications and power solutions for data centers.

Beyond the financial overview, this report also provides a deeper look into Infineon’s strategic direction. The company outlines its future vision across several key domains, including Automotive, Electromobility, Software-Defined Vehicles, Green Industrial Power, Power & Sensor Systems, and Connected Secure Systems—highlighting how it is positioning itself for long-term growth at the intersection of electrification and digitalization.

(This article is for OT's self-learning purposes, but feel free to share and repost with a link to the original source.)

Financial Overview of Global OEMs (Excluding Mainland China) in the First Nine Months of 2025

This article provides an overview of the financial performance of global automotive OEMs, excluding Mainland China, during the first nine months of 2025. The analysis is presented primarily through charts and focuses on the following key indicators:

• Vehicle sales volume (thousand units)
• Year-over-year growth or decline in sales volume
• Revenue (million USD)
• Year-over-year growth or decline in revenue
• Gross profit (million USD)
• Year-over-year growth or decline in gross profit
• Gross margin
• Net profit (million USD)
• Year-over-year growth or decline in net profit
• Operating cash flow (OCF, million USD)
• Year-over-year growth or decline in OCF
• Debt ratio
• Research and development (R&D) expenditure (million USD)
• R&D expense ratio

This blog post is written primarily for my own learning and research purposes. Readers are welcome to share or repost the content, provided that proper attribution is given.

Financial Overview of China OEMs in the First Nine Months of 2025

This article provides an overview of the financial performance of China automotive OEMs during the first nine months of 2025. The analysis is presented primarily through charts and focuses on the following key indicators:

• Vehicle sales volume (thousand units)
• Year-over-year growth or decline in sales volume
• Revenue (million RMB)
• Year-over-year growth or decline in revenue
• Gross profit (million RMB)
• Year-over-year growth or decline in gross profit
• Gross margin
• Net profit (million RMB)
• Year-over-year growth or decline in net profit
• Operating cash flow (OCF, million RMB)
• Year-over-year growth or decline in OCF
• Debt ratio
• Research and development (R&D) expenditure (million RMB)
• R&D expense ratio

This blog post is written primarily for my own learning and research purposes. Readers are welcome to share or repost the content, provided that proper attribution is given.

An Overview of Global Automotive Market Sales (2020–2024)

This post takes a look at the global car market from 2020 to 2024, covering how major regions performed over the past few years. The main data comes from the Organisation Internationale des Constructeurs d’Automobiles (OICA, [https://www.oica.net/]), the China Association of Automobile Manufacturers (CAAM, [http://www.caam.org.cn/]), and the International Monetary Fund (IMF, [https://data.imf.org/]).

This article is intended not only for OT’s self-learning purposes but may also be shared by friends in need, provided that proper attribution is given.

Introduction to Charging Infrastructure for New Energy Vehicles

The architecture of charging systems includes several key components, each playing different roles to ensure efficient and safe charging for electric vehicles (EVs). 

結構性失業的新挑戰：AI和未來的勞動力市場

經濟學中通常將失業分為三種主要的類型：

• 摩擦性失業：是指因為工人在找尋新的工作崗位或轉換職業時所產生；這種失業通常是短期的，因為工人只需要一段時間來找到新的工作。
• 結構性失業：是指由於產業變動或技術進步導致某些工作崗位消失所引起，例如，當新的技術取代了舊的製造方式，工人可能就會失去工作；這種失業可能需要更長的時間來解決，因為工人需要重新培訓以適應新的工作環境。
• 週期性失業：是指由於經濟周期的波動引起；在經濟衰退期間，需求下降可能會導致企業裁員，從而導致失業率上升。但是在經濟復甦時，企業又會開始招聘員工，失業率就會下降。

(Figure by Midjourney)

差旅 - 珠海賞車記

這趟到珠海出差停留的時間也比較久，抽一個周六上午，到位於香州高新區的寶龍廣場做了下田野調查。做車電這麼多年，其實很少有機會實際調研客戶的最終產品；這次挑了三款車，仔細地操作客戶系統，聽銷售人員解說，覺得收穫不少。這三款車是蔚來汽車(Nio) ET5、智己汽車L7、極氪汽車001。

品質管理體系及功能認證地圖 - Part 3. Security相關規範

本篇文章在「品質管理體系及功能認證地圖 - Part 1. IATF 16949 & ISO 26262簡介」的基礎上繼續介紹安全有關的規範。本篇共同作者為ChatGPT。OT透過中文及英文兩種語言跟ChatGPT對談後，發現英文的回答比較有結構性，因此本篇文章會用英文來體現；但整體來說ChatGPT整合資料的能力非常令人驚艷。其實本來技術系列的文章OT比較想要以英文撰寫，除了練習寫作能力外，許多專業用語使用起來也比較習慣；現在為了配合後續本系列文章包含標題都會一併改為使用英文。另外是圖片的部分，則是使用「Midjourney」來繪製，不需要描述很多細節，Midjourney就可以繪製出完成度很高的作品。這些工具的存在似乎提供了人類生產力再次提升的養分。

In tihs article, I would like to show the ISO and IEEE standards which are related with automotive software security and information security. Except ISO 26262 mentioned in previous article "品質管理體系及功能認證地圖 - Part 1. IATF 16949 & ISO 26262簡介", some standards are also necessary to understand, such as ISO/SAE 21434, ISO 27001, ISO 27002, etc.  To write this article I use ChatGPT. Its capability of integrating variant information is very impressive. In the meanwhile, to draw the pictures to show the idea of "automotive network" I use Midjourney. These tools are really useful to write articles more efficiently. 

Concept of a modern electrical automotive architecture

談職場的負能量螺旋

東方與西方文化不同，讓亞洲一般企業在資遣員工時通常會做很多考量，盡量多給員工機會。雖然台灣的勞基法及工會組織不如西方先進國家，不過對於資遣員工，大多也是到了真的沒辦法了才會用的最後手段；就算是在經濟狀況不好時，也是用「無薪假」取代資遣。

呼應前一篇文章「教練」的開頭，「上場不打假球」也應該是員工對工作最低的自我要求了吧？

我們知道當一個人進入到負能量的螺旋時，常常會自我感覺十分良好，覺得都是別人的錯、都是別人做不好，自己做不好都是別人的錯，完全失去了自我檢討的能力。連上場打假球也可以正當化自己的行為。這種就是「沒有辦法」的時候了。如何檢視自己有沒有進入負能量螺旋呢？其實也有一些客觀的指標：

• 第一階段：創傷期
• 在這個階段因為工作讓自己受傷，可能是被責備，或是工作上遇到挫折，或是原本預期可以得到的獎賞並沒有得到，總之就是覺得得到了不公平的待遇。
• 受到創傷之後，是兩種不同的關鍵途徑：可能可以因為自我療癒而繼續往前接受挑戰的積極型，或是覺得自己就是受害者，而產生了受害者心態的消極型。
• 積極型會不斷的嘗試以達到自己的目標或是別人的期許；消極型則是排斥工作的安排，能推卸就推卸，心思也就不會在工作上。
• 第二階段：怨天尤人期
• 由於對於工作安排的排斥，就會開始跟不上工作進度，原本的工作任務開始出現更多的瑕疵遭到指責。
• 為了說服自己是對的那方，反過來指責別人的不是，或是貶低別人的價值，以凸顯自己是正確的那方。
• 抱怨別人，拉著別人一起抱怨。對於有相同反對意見的員工產生抱團取暖的感覺，巴不得周邊都是這樣想法的同事。
• 看到公司出現危機會幸災樂禍。
• 在這個階段還是有人願意跟你談工作狀況、誇獎你，請你幫忙，或是給你更多的任務。請不要覺得別人的付出是理所當然，這都是一次又一次脫離負能量螺旋的機會，千萬不要一有機會就搞砸。
• 第三階段：墮落期
• 能夠處理的工作越來越少，幾乎沒有人想合作，也無法跟別人合作。終於不太有人要理你了。
• 繼續抱怨，繼續推卸工作，繼續得不到認同。
• 繼續自我感覺良好，然後更多工作上的瑕疵出現；繼續更多的瑕疵出現，然後繼續自我感覺良好。
• 工作時數越來越少，公司有沒有你都一樣。
• 想拖更多人一起不好。
• 想離開這份工作是因為公司對不起自己，所以不會主動離開，更加反抗並期待被資遣，以為離開之後一切會更好。
• 如果進入墮落期，大概就沒救了。

然而在職場打滾一段時間後，確實看到的是因為挫折而進入負能量螺旋的人多，而能夠進入正能量螺旋的人少；大部分的人選擇換新環境打掉重練，期待下個工作會更好，而能夠渾渾噩噩的過完職涯已經算是比較好的情況了。

這是OT對於負能量螺旋的理解，提供參考，提醒自己不要進入負能量的螺旋外，也希望各位朋友們都不要有機會進入負能量螺旋。工作上面難免會受傷，一路順風順水的人少之又少；退一百萬步來說,有人際關係的地方就難免會受傷，與其消極逃避，不如找出方法積極迎戰。

祝福大家工作順利，「人生就是不斷的戰鬥」！

OTORI

民國111年7月28日

教練

「上場不打假球！」 這是我很喜歡的一句廣告詞，喜歡到幾乎成了座右銘；這台詞不僅在運動場上適用，在職場裡一樣很實用。

在台灣我們常用棒球比賽跑到幾壘比喻一段戀情的進展程度，其實職場跟球場何嘗不是一樣近似的情境？一個團隊需要一個教練、需要隊長、需要經理、需要各種不同位置的球員。之前在廣播節目聽到一本書，中文書名就叫做「教練」(Everyone's Coach)。OT想來談談職場中的「教練」角色。

根據104人力銀行的調查在2022年做的調查，每個世代偏好的主管類型都不同。104人力銀行將主管分為「人生導師型」、「風箏型」、「大師型」、「教練型」、「啦啦隊型」；其中人生導師型是最獲各種世代喜好的主管類型。

或許不管哪個世代，都希望在職場上能遇到人生的導師，可以引導自己工作的方向，希望自己的想法能被重視。風箏型主管是獲各個世代喜好的第二名，意義是每個人都希望主管能夠在工作上給予自由發揮的空間，但在必要時可以適時「拉線」(OT理解是跳下來「負責」)。而「教練型」的主管，根據人力銀行的說法，是因為『90世代較為資淺，還在培力職場專業，期望遇見能激發專業潛能的教練型主管，衝刺職涯』僅獲90年代稍微喜愛；可想而知，教練型的主管是多麼不討人喜歡了！不過其實仔細看文章介紹，「大師型」主管不也同時具備「教練型」主管的特質？所以是不是可以理解成「想讓職涯更上層樓的人會更想遇到教練型主管」？

本圖取自：104人力銀行

OT若可以投票，應該是會比較偏好「大師型」或是「教練型」的主管。很幸運自從踏入職場以來，遇到的都是這樣類型的主管，既有衝勁及活力，也很樂意分享自己的經驗給資淺的同事；因此自然也期許自己可以是後輩們的「教練」。

所謂的教練，是這個人有可能在技能方面並不如你，可是卻有豐富的經驗及智慧可以指點你的優點及缺點，並在每次練習中強化優點並改善缺點，找出比賽致勝的方程式。而在這些不斷練習的過程中，幫助自己克服人性的障礙，才是最艱難的部分！這也就是為什麼優秀的運動員如此讓我們尊敬，因為他們追求卓越，努力練習並嚴守紀律，克服了懶散及享樂。

職場很現實，但運動場上則更為殘酷。運動場上時間終了，勝負是一翻兩瞪眼，這道理在職場上是如出一轍：每個項目都有時效性，過了這個時效，案子失敗就是失敗；所以「沒有壓力」這件事情，不管是在運動場或是在職場，都是不可能存在的。唯有精益求精，才能不斷自我突破。所以有時候老闆的嚴格，不如想像成教練給你的課題或是訓練，然後自我要求。

儘管每個人喜歡的主管類型都不同，但畢竟是可遇不可求；往往在職場上遇到跟自己不對盤的主管，礙於上下屬的關係，為了五斗米只好勉強折腰。不過其實我們會慢慢發現，在職場裡自己做不好事情對主管並沒有好處：自己考績差，也意味著拖累的整個團隊的考績；因此客觀上來說，主管希望下屬能有卓越表現應該還是比較符合邏輯。

「教練」這本書中將作者成功的訣竅拆成C、O、A、C、H五個字母開頭的單字，提供給各位參考：

• Convinction-driven（堅定的理念）
• Overlearning（精益求精）
• Audible-ready（隨機應變）
• Consistency（一貫性）
• Honesty-based（誠實）

參考資料：

• 博客來網路書店：https://www.books.com.tw/products/0010040603?sloc=main
• 104人力銀行：https://blog.104.com.tw/104data-00generation-interpersonal-relations/

OTORI

民國111年7月26日

A quick view of active scan result in wpa_cli and iw

It's not easy to find the difference between the scan result of wpa_cli and iw. In some cases, especially a lot of APs operating in the same environment, the difference scan results between each other can be observed.

For instance, I've more than 300 APs in my test environment, but my test always shown there are around 50 APs in wpa_cli scan result but no problems in iw. We know wpa_cli is coming from wpa_supplicant, and both wpa_suuplcant and iw are open source for Linux-based system. In this article I would like to show the difference between how wpa_cli and iw to get scan result.

In wpa_cli before getting scan results you need to perform "SCAN" first and then perform "SCAN_RESULTS". The duration between performing "SCAN" and "SCAN_RESULTS" should be more than 5 seconds. IW is much easier to get scan results, you just need to perform "scan" and the result will output.

In source code of wpa_cli, we can find when an user execute "SCAN_RESULTS" command it will create a buffer as an argument to input wpa_ctrl_request in _wpa_ctrl_command. This buffer will get the scan_results from a Wi-Fi driver through IPC and it is the first size limitation to fetch scan results in wpa_cli.

After enlarged this buffer size it is not enough  to get full scan results, the second point is to adjust bss_max_count in wpa_supplicant.conf. The default setting is 200. If the scan result is larger than bss_max_count, the oldest BSSID will be removed from queue.

In iw it gets scan results by callback (handler), so each results fetched by Wi-Fi driver will be output by iw. A scan command is combined handle_scan_dump and handle_scan. So you can find the scan result is printed out by handle_scan_dump.

Reference:

• wpa_supplicant: https://w1.fi/wpa_supplicant/
• iw: https://wireless.wiki.kernel.org/en/users/Documentation/iw

OTORI

7/25/2022

工程師的職人精神

最近剛打完團隊考績，剛好OT也有點年紀了，以業界來說應該可以算是有點經驗：做過一些還算大的項目、解過一些還算難的題目，見過形形色色的同事、客戶、供應商。這篇以「態度」為主題，OT想探討心目中一個「資深工程師」應有的樣子，也可以說是「工程師的職人精神」吧！

幾年前有次去揚州出差，帶了個團隊的小兄弟同行，下班回飯店的路途上聊起了職涯規劃。他說自己不想到時一把年紀了還在寫程式，雖然說得也沒錯，但是我覺得如果到老都可以做自己喜歡的事情，也是很不錯的！

我想到這位小兄弟是交大機械所畢業的，在相關領域工作一年左右吧？後來覺得寫軟體很有趣，在資策會參加完培訓課程就來應徵。當時面試他時覺得很不錯，入職後學的也挺快，不過隨著工作量以及面對的項目越來越多，可以明顯感覺到他的熱情在遞減。在揚州項目結束後他也離職了。也難怪當時他會懷疑到底適不適合這個工作？或是自己是不是真的喜歡寫軟體。

事實上在他入職前兩年，我面試到另一位交大電機所畢業的同事，本來就已經在某外資公司做得很好，但是他真的很喜歡寫軟體，工作幾年後在資策會受訓後投入職場；他也是很聰明的一位同事，並且工作很快上手。而他則是和這位一起去揚州的同事呈現另一個典型。

由於他已經在職場打滾幾年的時間，並且篤定自己喜歡寫軟體，所以當時幾乎是放棄高薪來我們團隊重新開始！而在進入公司兩年後成熟度已經很高。當時他有朋友在一間新創公司做視訊相關的演算法，邀了他一同入夥，他覺得有趣，便毫不猶豫的離職了。如果以現在公司的軟體產品線來看，挑戰性應該不會令人失望才對！OT常吹噓自己好像對於開發這種有才能但像白紙一般的軟體工程師還挺在行的 🤣

在揚州時，依稀記得跟這位小兄弟說希望自己在六七十歲還可以寫軟體，但那時已經不是為了生活寫軟體而是因為興趣。當時公司的研發總監，大約就是OT心中的標竿。這個研發總監很厲害，都五十多歲了，還可以跟我們這群年輕人搞到三更半夜，而且最難的任務都由他起頭。例如我們的藍牙協議棧，不論是在RTOS或是AutoSAR移植。出差直面客戶端也是毫不退縮，常常帶著工程師跟客戶一起閉關聯調；對於技術上有疑慮的部分，也不怕自己懂不懂，就是刨根究底的追下去。不得不說這些年來若沒有他的投入，可能很多項目都無法量產。

OT很欣賞他那種不會推工作，並且面對艱難的任務都能冷靜面對。若不是川普總統限縮移民政策，這位總監也不會急著回到美國了續綠卡，真是十分可惜。雖然在工作上我們也會有不同的意見，但可以從這種資深工程師身上學習到的技術跟態度，是件非常幸運的事情！

但同樣是資深工程師，最近在打考績時也發現令人頭痛的同事：明明技術及經驗都很傑出，卻偏偏讓團隊合作難以配合，在面對複雜的任務時心態更是消極。有這樣兩種不同的例子，也讓自己常常警醒，每當新人入職跟我合作時，會希望他們感受到我是怎樣的工作態度呢？

OTORI

5/20/2022

前進

某天寒流來襲的加班夜晚，處理到最後一封郵件時，打開附件竟然跳出了上百頁的技術需求，頓時內心感到無比崩潰！雖說內心崩潰，但現實是近幾年車廠軟體需求真是越寫越仔細，功能面的、非功能面的，面面俱到。很顯然車廠的軟體能力不斷提升中。

幾個月前跟某日系車廠進行軟體系統審查，竟意外發現對方軟體素養相當專業，一而再再而三的修改後，我們才做出對方滿意的文件。難得遇到這種專家，因為不僅是知道如何做好軟體，也深諳車用軟體的核心知識。

車廠不斷努力朝向讓車子具備更多的智能化前進，有特斯拉這樣的標竿，自然無可避免地必須從固有的硬體製造去擴充更多的系統整合能力。

攝於BMW博物館

在寫「逆骨—工作在新創公司！」一篇時，就對於車用軟體的未來發展有許多憧憬；從2012到2022，雖然辛苦，但不知不覺也度過了十年。「漁舟唱晚，秋水共長天」一篇則簡扼紀要了這段時間職務上及技能上的增長；時間又過了兩年，果然OT也有能力負責公司部份的品質工作。2022年的差旅，除了一如往常的技術支持及商務拜訪，對於品質問題也略懂一二。而N公司則從2016年OT撰寫「逆骨—工作在新創公司！」時的1.2億台幣來到了現在了3.4億台幣，不僅業務量擴張，營運能力更強，也擁有了自己的工廠。在中美貿易摩擦之前就開始設廠規劃，並且在不增資的情況下完成第一間工廠的建置，這是老闆的膽識。老闆帶領著公司不停戰鬥，能夠衝在前線與這樣的創業者為伍，不僅是近距離的學習，看著自己的成長也覺得挺有成就感。

中國大陸的新能源車市場已經進入了新一輪的戰國時代，偶而到大陸城市中大型的廣場(台灣稱為百貨公司)展間逛逛，許多車廠已是搭載N公司的產品；很替我的同事們感到驕傲，也替客戶們感到驕傲。

攝於廣州小鵬汽車

~金戈鐵馬，氣吞萬里如虎~

OTORI

民國111年2月23日