Pele Yoetz 奇策知行 Pele Yoetz 奇策知行

Pele Yoetz · Corporate Solution · 企業結構診所

奇策知行 謀局・破局・掌局

Architect the Board. Break the Deadlock. Command the Whole.

董事會的停滯，不是週期——是可被切除的病理。

醫級企業診所。我們不以簡報治療組織。
我們對數據循環、增長死結與人才指揮鏈，施行算法手術與結構重建。

A doctor-grade corporate clinic. We do not treat the enterprise with decks. We perform algorithmic surgery and structural reconstruction — on data circulation, revenue deadlock, and the human command chain.
申請非公開策診 / Request Private Intake 執行層密件通道 / Discrete Executive Access

執行層分診 · Executive Triage

請標定此刻最危急的組織症狀

Name the critical pathology. One incision follows.

決策者只需選擇一項。分診系統將出具臨床預覽；完整脈診後，生成《初步策診備忘錄》。我們揭示為何失敗——執刀藍圖，保留於旗艦包。

Select one. The console issues a clinical preview, then a Preliminary Clinical Memo. It states what is failing and why. Operational blueprints remain inside the Clinic.
脈診進行中 · Reading the circulation…

三術 · Three Interventions

謀局・破局・掌局

Three surgeries. One doctrine. No theatre.

I · AI INFRASTRUCTURE

謀局

Architecting the Board

AI 基礎設施與企業轉型

Deep pipeline audit. Proprietary LLM integration. Automated middle-office orchestration.

臨床診斷 · The Pathology

數據萎縮。資料在部門間凝固；中台以人力填補系統裂縫；所謂「導入 AI」往往是未接入主循環的義肢。董事會看見儀表，卻摸不到脈搏。

Data Atrophy. Circulation coagulates between departments. The middle office plugs fissures with headcount. Bolted-on models are prostheses. The board sees dashboards and cannot feel a pulse.

外科干預 · The Remedy

深層數據管道審計；專有 LLM 嵌入核心作業；中台編排自動化，使決策延遲從「人的班次」壓縮為「系統的節拍」。

Audit the vasculature. Graft proprietary models into the primary loop. Orchestrate the middle office until latency is cadence, not shift-work.

  • 全域數據脈絡圖與病灶清單Enterprise data vasculature map and lesion register
  • 專有模型接入規格與治理邊界Proprietary LLM integration spec and governance perimeter
  • 中台自動化編排藍圖（流程／觸發／例外／責任人）Middle-office orchestration blueprint with chain of command
  • 九十日結構改造時程與驗收指標Ninety-day reconstruction timetable and acceptance metrics

II · O2O2O OMNI-GROWTH

破局

Breaking the Deadlock

O2O2O 全域增長環

Full-funnel acquisition. Offline activation. Digital retention. Algorithmic CAC-to-LTV.

臨床診斷 · The Pathology

營收死結。獲客被視為活動，而非可計算的循環。線下熱量在數字化之前消散；留存被外包給運氣。CAC 上升，LTV 原地踏步。

Revenue Deadlock. Acquisition is treated as activity, not as a computable loop. Offline heat dies before digitisation. Retention is outsourced to luck. CAC climbs; LTV stands still.

外科干預 · The Remedy

重建從接觸到複利的閉環：全漏斗獲客、線下激活、持續數位留存、CAC-to-LTV 算法約束。我們不追加投放——我們閉合環路。

Rebuild the loop from contact to compound interest. We do not add spend. We close the circuit.

  • O2O2O 環路設計與節點責任O2O2O loop architecture and node accountability
  • 全漏斗獲客與線下激活規程Full-funnel acquisition and offline activation protocol
  • 數位留存引擎與觸發邏輯（含抑制規則）Digital retention engine, triggers, and suppression rules
  • CAC-to-LTV 模型、警戒閾值、週度複盤儀表CAC-to-LTV model, tripwires, weekly after-action dashboard

III · HUMAN ARCHITECTURE

掌局

Commanding the Whole

全域人架構與治理

Culture scan. KPI recalibration. AI-augmented re-skilling. Executive talent governance.

臨床診斷 · The Pathology

人才遲滯。文化被寫成海報；KPI 獎勵局部最優；關鍵席位的能力曲線落後於戰略。AI 被當作工具發放，而不是指揮鏈的延伸。組織無法掌局，因為沒有人被設計去掌局。

Talent Latency. Culture is a poster. KPIs reward local optima. Capability at critical seats lags strategy. AI is issued as a tool, not as an extension of command. No one was designed to hold the whole.

外科干預 · The Remedy

組織文化掃描、KPI 重校、AI 增強的崗位級再技能、高階人才治理。我們重建可被指揮的人架構——使戰略不再卡在最後一公里的人。

Rebuild a commandable human architecture so strategy is no longer arrested in the last mile of people.

  • 文化與權力結構掃描（含非正式決策路徑）Culture and power-structure scan, including informal paths
  • KPI 重校與激勵對位表KPI recalibration and incentive alignment matrix
  • 崗位級 AI 增強再技能路徑AI-augmented re-skilling paths, role by role
  • 高階人才治理：席位設計、評核、繼任、退出Executive talent governance: seat design, review, succession, exit

主權規程 · The Sovereign Protocol

三期臨床路徑

Three phases. No theatre. No retainer without incision.

I

深層脈診

Systemic Audit

我們進入組織的循環系統：數據、現金、人、決策權。出具可被董事會審計的病灶圖，而非氣氛報告。

We enter the circulatory system of the enterprise—data, cash, people, decision rights. The board receives an auditable lesion map, not a mood report.

產出：脈診報告、手術適應症、風險分級。

Output: pulse report. Surgical indication. Risk grading.

II

精準破局

Surgical Deployment

依適應症切入謀局、破局或掌局，或三術並進。部署是可度量的：延遲下降、環路閉合、指揮鏈接通。

Incision along the indicated path—or all three. Deployment is measurable: latency down, loops closed, command chain live.

產出：改造時程、責任鏈、週度臨床紀錄。

Output: reconstruction timetable. Chain of command. Weekly clinical notes.

III

長期掌局

Governance & Handover

手術結束後，權力必須留在董事會與可運轉的系統裡。我們移交治理規程、警戒閾值與繼任設計——診所退出，主權留下。

After surgery, authority remains with the board and with systems that run. The clinic exits. Sovereignty remains.

產出：治理手冊、閾值儀表、交接與退出條款。

Output: governance manual. Threshold dashboard. Handover and exit terms.

旗艦包 · Flagship Retainer

全域策診旗艦包

The Sovereign Corporate Clinic

這不是專案。這是對企業體的全面主治——診斷、手術、治理，跨數個季度連續執行。名額有限。我們拒絕同時承載無法被深度執刀的個案。費用與範圍於策診後出具，不在此頁標價。

This is not a project. It is attending-physician custody of the corporate body—diagnosis, surgery, and governance, executed across multiple quarters. Intake is finite. We will not carry cases we cannot cut deeply. Scope and consideration are issued after intake—never as a public tariff.

  • 三術全開：謀局・破局・掌局All three interventions, on one table
  • 主權規程三期連續執行Phases I–III in continuous custody
  • 董事會級密件通道與週度臨床紀錄Board-level private channel and weekly clinical notes
  • 有限名額、保密協議前置Capped quarterly seats. NDA precedes incision

非公開策診申請 · Private Clinical Intake

閉門會診席位

此表僅供董事、執行長與創辦人。提交即進入保密審查。我們不設公開日曆。通過分診後，將以密件回覆是否收治。

Reserved for directors, chief executives, and founders. There is no public calendar. Admission is a clinical decision.

每季收治名額有限。未獲收治者，不會進入任何行銷名單。
Intake is capped each quarter. Declined cases are not entered into any marketing list.