• 3 min read

Heteroskedasticity in Regression Analysis

Heteroskedasticity is a common issue in regression analysis that affects the validity of statistical inferences. It occurs when the variance of the error terms (residuals) in a regression model is not constant across observations. This phenomenon violates one of the key assumptions of Ordinary Least Squares (OLS) regression, which assumes homoscedasticity—constant error variance.

What is Heteroskedasticity?

The term "heteroskedasticity" originates from Greek, meaning "different scatter." In a regression context, it refers to unequal variability of residuals across different levels of an independent variable. For example, in a model predicting household expenditure based on income, low-income households may exhibit less variability in spending compared to high-income households, where spending patterns are more diverse.

Why Does Heteroskedasticity Matter?

Heteroskedasticity does not bias the OLS coefficient estimates; they remain unbiased and consistent. However, it affects the efficiency of these estimates and leads to biased standard errors. This has several implications:

  • Inflated t-statistics: Biased standard errors can result in incorrect hypothesis testing, leading to false positives (Type I errors).
  • Inefficient estimators: OLS no longer provides the best linear unbiased estimator (BLUE) under heteroskedasticity.
  • Misleading confidence intervals: The intervals may be too narrow or too wide, depending on the nature of heteroskedasticity.

Diagnosing Heteroskedasticity

Detecting heteroskedasticity typically involves both visual inspection and formal statistical tests:

  1. Residual Plots:
  2. Plot residuals against fitted values or independent variables.

  3. Patterns such as a funnel shape (narrow at one end and wider at the other) suggest heteroskedasticity.

  4. Formal Tests:

  5. Breusch-Pagan Test: Regresses squared residuals on explanatory variables to test for linear dependence.
  6. White Test: A more general test that does not assume a specific form of heteroskedasticity.

Addressing Heteroskedasticity

If heteroskedasticity is detected, it must be addressed to ensure valid statistical inference. Several remedies are available:

1. Robust Standard Errors
  • Also known as heteroskedasticity-consistent standard errors (e.g., White's standard errors).
  • These adjust for heteroskedasticity without altering the original OLS estimates.
2. Weighted Least Squares (WLS)
  • Assigns weights to observations inversely proportional to their variance.
  • Effective when the pattern of heteroskedasticity is known or can be estimated.
3. Data Transformation
  • Apply transformations such as logarithms or square roots to stabilize variance.
  • For example, taking the log of a dependent variable can often reduce heteroskedasticity.
4. Generalized Least Squares (GLS)
  • A more advanced method that provides efficient estimates by modeling the error covariance structure.
  • Feasible GLS (FGLS) is used when the exact form of heteroskedasticity is unknown but can be estimated.

Practical Examples

  • Income vs. Consumption: Variance in consumption increases with income as wealthier individuals exhibit more diverse spending habits.
  • Market Volatility: Financial data often display heteroskedasticity due to varying levels of market activity over time.

Conclusion

Heteroskedasticity is a critical issue in regression analysis that can undermine the reliability of statistical results if ignored. While it does not bias coefficient estimates, it leads to inefficient estimators and invalid hypothesis tests. By diagnosing and addressing heteroskedasticity through methods like robust standard errors, weighted regression, or transformations, analysts can ensure more accurate and reliable results.

Understanding and correcting for heteroskedasticity is essential for robust econometric modeling, particularly in fields like finance, economics, and social sciences where data variability is common.

  • in zh
  • 1 min read

異質性（Heteroskedasticity）在迴歸分析中的影響

異質性（Heteroskedasticity）是迴歸分析中常見的問題之一，會影響統計推斷的有效性。當迴歸模型中的誤差項（殘差）的變異數在不同觀測值之間不一致時，就會出現異質性。這種現象違反了普通最小二乘法（Ordinary Least Squares, OLS）的關鍵假設之一，即誤差項的變異數應保持恆定（同質性）。

什麼是異質性？

“異質性”一詞源自希臘語，意為“不同的分散”。在迴歸分析中，它指的是殘差的變異性在不同自變數水平之間不一致。例如，在基於收入預測家庭支出的模型中，低收入家庭的支出變化可能較小，而高收入家庭的支出模式則更為多樣化。

為什麼異質性很重要？

雖然異質性不會使 OLS 係數估計值產生偏誤，但它會影響這些估計值的效率，並導致標準誤的偏誤。這具有以下幾個重要影響：

  • 膨脹的 t 統計量：偏誤的標準誤可能導致錯誤的假設檢驗結果，增加偽陽性（第一類錯誤）的風險。
  • 估計效率降低：在存在異質性的情況下，OLS 不再是最佳線性無偏估計量（BLUE）。
  • 誤導性的信賴區間：由於標準誤偏誤，信賴區間可能過窄或過寬。

診斷異質性

檢測異質性通常包括視覺檢查和正式統計檢驗：

1. 殘差圖
  • 將殘差與擬合值或自變數作圖。
  • 如果殘差呈現系統性的模式，例如漏斗形狀（某端較窄而另一端較寬），則表明存在異質性。
2. 正式檢驗
  • Breusch-Pagan 檢驗：將平方殘差對解釋變數進行迴歸，以測試是否存在線性相關。
  • White 檢驗：更通用的一種檢驗方法，不假設特定形式的異質性。

解決異質性的辦法

如果檢測到異質性，需要採取措施以確保統計推斷的有效性。以下是幾種常見的方法：

1. 穩健標準誤
  • 又稱為異質性一致標準誤（例如 White 標準誤）。
  • 這種方法調整了標準誤以考慮異質性的影響，而不改變原始 OLS 的係數估計。
2. 加權最小二乘法（Weighted Least Squares, WLS）
  • 根據觀測值的變異數大小分配權重，權重與變異數成反比。
  • 當已知或可以估計出異質性的模式時，此方法非常有效。
3. 數據轉換
  • 對數據進行轉換，例如取對數或平方根，以穩定變異數。
  • 例如，對因變數取對數通常可以減少異質性。
4. 廣義最小二乘法（Generalized Least Squares, GLS）
  • 一種更高級的方法，通過建模誤差協方差結構來提供更高效的估計。
  • 當未知但可以估計出異質性的具體形式時，可以使用可行廣義最小二乘法（Feasible GLS, FGLS）。

實際範例

  • 收入與消費：隨著收入增加，消費的變化幅度也會增加，高收入人群的消費習慣更加多樣化。
  • 市場波動：由於市場活動水平隨時間波動，金融數據通常表現出異質性。

結論

異質性是迴歸分析中的一個關鍵問題，如果忽視它，可能會損害統計結果的可靠性。雖然它不會使係數估計值產生偏誤，但會導致效率降低並使假設檢驗無效。通過採用穩健標準誤、加權迴歸或數據轉換等方法來處理異質性，可以確保結果更加準確和可靠。

對於金融、經濟學和社會科學等領域來說，由於數據變化幅度常見，因此理解和修正異質性是建立穩健經濟計量模型的重要步驟。

  • 4 min read

LLM Inference - Optimizing Latency, Throughput, and Scalability

Deploying Large Language Models (LLMs) for inference is a complex yet rewarding process that requires balancing performance, cost, and scalability. Optimizing and sizing LLM inference systems involves understanding tradeoffs, selecting the right tools, and leveraging NVIDIA’s advanced technologies like TensorRT-LLM, Triton Inference Server, and NVIDIA Inference Microservices (NIM). This guide explores the key techniques and strategies for efficient LLM deployment.

One of the most critical considerations in LLM inference is the tradeoff between latency and throughput. These two metrics are inversely related: improving one often comes at the expense of the other. For example, with concurrency set to 250, throughput can be up to 50 times higher than with concurrency set to 1, while latency only increases by a factor of 5. By relaxing latency requirements, you can significantly boost throughput and reduce Total Cost of Ownership (TCO). This tradeoff is particularly important when designing systems for applications like chatbots versus batch processing tasks.

As LLMs grow in size due to scaling laws, tensor parallelism (TP) becomes essential for distributing computations across multiple GPUs. Even if a model fits on a single GPU, TP can still provide significant benefits. Deploying a model in TP2 mode across 2 GPUs doubles memory bandwidth and compute resources compared to running the same model on a single GPU in TP1 mode. TP2 improves latency for individual requests but incurs communication overhead between GPUs. For optimal performance, consider using NVLink-enabled servers like DGX or HGX systems or PCIe-connected H100 NVL cards.

The Hopper architecture introduced FP8 precision, which offers significant advantages over FP16. FP8 halves data storage needs compared to FP16 while doubling processing speed. The Transformer Engine dynamically scales tensors to maintain accuracy when using FP8. This makes FP8 especially useful for large-scale deployments where reducing memory usage and maximizing throughput are critical.

Leverage NVIDIA's tools for optimized inference workloads. TensorRT-LLM optimizes models for specific hardware constraints like latency or throughput, while Triton Inference Server simplifies deployment with features like dynamic batching and multi-framework support. NIM provides prebuilt microservices for quick deployment with out-of-the-box optimizations. For models larger than 13B parameters, use NVLink-enabled systems to handle increased memory requirements and inter-GPU communication efficiently.

Choose the appropriate mode based on your application. Streaming mode prioritizes Time-to-First-Token (TTFT) for real-time applications like chatbots, while sequential mode optimizes End-to-End Latency (E2E) for tasks requiring complete responses before consumption. Output tokens dominate both cost and latency; input tokens are comparatively cheaper. Strict latency limits reduce throughput but may be necessary for certain real-time applications.

Production applications often experience fluctuating demand throughout the day. Use 95% of the expected peak requests per second as a reference point to balance underutilization during valleys and capacity constraints during peaks. If only average requests per second are available, use a Poisson distribution to estimate peak demand. This approach ensures cost-efficiency while maintaining acceptable latency during high-demand periods.

On-premise deployment costs include GPU server purchase price (amortized over several years), datacenter hosting costs (electricity, space rental, staff), and NVIDIA AI Enterprise License per GPU (annual cost). Cloud APIs offer flexibility but can lead to higher long-term costs due to token-based pricing models. While cloud APIs simplify deployment, they provide less control over latency and throughput compared to on-prem solutions.

In-Flight Batching (IFB) dynamically combines requests at different stages (prefill and decoding) into a single batch, maintaining nearly constant batch sizes for higher GPU utilization while reducing latency by allowing new requests to enter ongoing batches without waiting for current ones to complete. Chunked context processing splits long input sequences into chunks for efficient processing, balancing compute-bound prefill with memory-bound decoding.

Client-side concurrency maintains stable latencies by sending concurrent requests from clients at a fixed concurrency level (C). This ensures consistent performance even under varying workloads. Larger models require more memory and have higher latency—choose model size based on application needs.

Sizing LLM inference systems involves navigating tradeoffs between latency, throughput, hardware constraints, and deployment costs. By leveraging NVIDIA’s advanced tools like TensorRT-LLM and NIM alongside optimization techniques such as tensor parallelism, IFB, and precision scaling (FP8), you can deploy scalable and efficient inference systems tailored to your application’s requirements. Whether you're building real-time chatbots or processing large-scale datasets offline, these best practices will help you design robust AI-powered solutions that balance performance with cost-effectiveness!

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  • 2 min read

LM 推理 - 優化延遲、吞吐量與可擴展性

部署大型語言模型（LLMs）進行推理是一項複雜但回報豐厚的任務，需要在性能、成本和可擴展性之間取得平衡。優化和調整 LLM 推理系統涉及理解權衡、選擇合適的工具以及利用 NVIDIA 的先進技術，例如 TensorRT-LLM、Triton Inference Server 和 NVIDIA Inference Microservices (NIM)。本指南將探索高效 LLM 部署的關鍵技術和策略。

在 LLM 推理中，最重要的考量之一是延遲與吞吐量之間的權衡。這兩個指標是反向相關的：改善其中一個通常會以犧牲另一個為代價。例如，當併發設置為 250 時，吞吐量可以比併發設置為 1 高出 50 倍，而延遲僅增加 5 倍。通過放寬延遲要求，可以顯著提高吞吐量並降低總擁有成本（TCO）。這種權衡對於設計聊天機器人等應用程序與批量處理任務尤為重要。

隨著 LLM 的規模因縮放定律而增長，張量並行性（Tensor Parallelism, TP）成為將計算分佈到多個 GPU 上所必需的技術。即使模型可以裝入單個 GPU，TP 仍然可以提供顯著的好處。將模型部署在 2 個 GPU 上的 TP2 模式下，相比於在單個 GPU 上運行相同模型的 TP1 模式，可以將內存帶寬和計算資源增加一倍。TP2 改善了單個請求的延遲，但會帶來 GPU 之間通信的額外開銷。為了獲得最佳性能，可以考慮使用 DGX 或 HGX 系統等支持 NVLink 的服務器，或 PCIe 連接的 H100 NVL 卡。

Hopper 架構引入了 FP8 精度，相比於 FP16 提供了顯著的優勢。FP8 將數據存儲需求減半，同時將處理速度加倍。Transformer 引擎動態縮放張量以在使用 FP8 時保持準確性。這使得 FP8 尤其適用於需要減少內存使用並最大化吞吐量的大規模部署。

利用 NVIDIA 的工具來優化推理工作負載。TensorRT-LLM 為特定硬件約束（如延遲或吞吐量）優化模型，而 Triton Inference Server 通過動態批處理和多框架支持等功能簡化了部署。NIM 提供了預構建的微服務，可快速部署並進行即時優化。對於參數超過 130 億的大型模型，使用支持 NVLink 的系統以有效處理增加的內存需求和 GPU 間通信。

根據應用選擇合適的模式。流模式（Streaming Mode）優先考慮首次生成標記時間（Time-to-First-Token, TTFT），適用於聊天機器人等實時應用；而順序模式（Sequential Mode）則優化端到端延遲（End-to-End Latency, E2E），適用於需要完整響應後才能消費的任務。輸出標記主導成本和延遲；相比之下，輸入標記相對更便宜。嚴格的延遲限制會降低吞吐量，但對於某些實時應用可能是必要的。

生產應用通常會經歷全天需求波動。在高峰請求每秒數量（RPS）的 95% 設置參考點，以平衡低谷期間的未充分利用與高峰期間的容量限制。如果僅有平均 RPS，可使用泊松分佈估算峰值需求。此方法確保成本效益，同時在高需求期間保持可接受的延遲。

本地部署成本包括 GPU 服務器購買價格（按多年攤銷）、數據中心託管成本（電力、空間租賃、員工）以及每 GPU 的 NVIDIA AI Enterprise 許可證（年度費用）。雲端 API 提供靈活性，但由於基於標記計費模型可能導致長期成本更高。雖然雲端 API 簡化了部署，但相比於本地解決方案，它們對延遲和吞吐量的控制較少。

飛行批處理（In-Flight Batching, IFB）動態地將不同階段（預填充和解碼）的請求組合到單個批次中，通過允許新請求進入正在進行的批次而不必等待當前請求完成，保持幾乎恆定的批次大小以提高 GPU 利用率並降低延遲。塊狀上下文處理（Chunked Context Processing）將長輸入序列分成塊以進行高效處理，在計算密集型預填充與內存密集型解碼之間取得平衡。

客戶端併發性通過從客戶端發送固定併發級別 (C) 的請求來維持穩定延遲，即使在工作負載變化下也能確保一致性能。較大的模型需要更多內存並具有更高延遲——根據應用需求選擇模型大小。

調整 LLM 推理系統涉及在延遲、吞吐量、硬件約束和部署成本之間進行權衡。通過利用 NVIDIA 的先進工具，例如 TensorRT-LLM 和 NIM，以及張量並行性、IFB 和精度縮放 (FP8) 等優化技術，可以部署符合應用要求且具備可擴展性和效率的推理系統。不論是構建實時聊天機器人還是離線處理大規模數據集，這些最佳實踐都將幫助您設計兼具性能與成本效益的強大 AI 解決方案！

  • 4 min read

Can Coding Teach Children Sustainability and Good Values?

Can we teach children good values, like sustainability, through coding? In an increasingly digital world, coding has emerged as a critical skill for the future. It’s often touted not just as a technical tool but as a means to teach children broader life skills, such as problem-solving, creativity, and collaboration. Some educators and researchers even argue that coding can be used to instill good values like sustainability, empathy, or social responsibility. While the idea is promising and has its merits, there are significant challenges that suggest coding may not be the ideal medium for instilling such values.

Advocates of teaching values through coding often highlight its potential to engage children in meaningful, real-world issues. Through coding projects, children can explore sustainability by creating simulations of ecosystems, designing apps that promote recycling, or programming robots to clean up virtual environments. These activities can make abstract concepts tangible and relatable. Coding also requires children to think logically and understand systems—skills that align well with tackling complex issues like climate change or resource management. By programming solutions to sustainability challenges, children might develop a deeper appreciation for the interconnectedness of the world. Many coding platforms encourage teamwork and sharing of ideas, which fosters empathy as children work together to solve problems that affect their communities or the planet. Additionally, coding allows children to express their ideas in unique ways. By integrating sustainability themes into their projects, they can internalize these values while creating something meaningful.

While the potential is there, teaching values like sustainability through coding is far from straightforward. At its core, coding is about logic, algorithms, and problem-solving—not morality or ethics. While it’s possible to incorporate sustainability themes into coding projects, these values are not inherent to the act of programming itself. For example, writing code for an app that tracks carbon footprints doesn’t necessarily teach a child why reducing carbon emissions is important or foster a genuine commitment to sustainable living. Moreover, sustainability is a complex issue that involves ethical considerations, cultural perspectives, and systemic thinking. Coding projects often simplify these issues into bite-sized problems that don’t capture their full complexity. As a result, children may learn how to build a program but fail to grasp the deeper moral or societal implications of the issue at hand.

There’s also a danger that using coding to teach values could result in superficial engagement with those values. For instance, a child might design an app about recycling without truly understanding or adopting sustainable practices in their own life. The focus on completing the technical task could overshadow the moral lesson. Teaching values like sustainability requires guidance from educators who are well-versed in both ethical principles and technical skills. However, many teachers may lack the training or confidence to integrate these two areas effectively. Without strong facilitation, the connection between coding and values may be lost.

Ultimately, values like sustainability are best learned through real-world actions and experiences—planting trees, reducing waste at home, or participating in community clean-ups—rather than abstract exercises in programming. Coding might spark awareness but is unlikely to lead to meaningful behavioral change on its own.

To be fair, combining coding with value-based education isn’t entirely futile. It can serve as a starting point for conversations about important issues and inspire children to think creatively about solutions. Platforms like ScratchJr or robotics kits like KIBO have shown promise in integrating ethical themes into coding activities. However, expecting coding alone to teach children good values like sustainability seems overly optimistic. Values are deeply personal and often shaped by lived experiences rather than abstract exercises in logic or programming.

While it’s possible to introduce themes of sustainability or other good values through coding projects, it’s unlikely that programming alone can instill these principles in a meaningful way. Coding is a powerful tool for developing technical skills and fostering creativity but falls short when it comes to teaching complex ethical concepts or driving behavioral change. To truly teach children good values like sustainability, we need a more holistic approach—one that combines hands-on experiences with thoughtful discussions and role modeling by parents and educators. Coding can play a supporting role in this process but should not be seen as a substitute for real-world engagement with these vital issues. In short: while coding can spark awareness of good values like sustainability, it cannot replace the depth of learning that comes from real-life actions and experiences.

  • in zh
  • 1 min read

編程能教導孩子可持續性和良好價值觀嗎?

我們能通過編程教導孩子良好的價值觀，例如可持續性嗎？在這個數位化日益普及的世界中，編程已成為未來的重要技能。它不僅被視為一項技術工具，還被認為是一種教授孩子更廣泛生活技能的方法，例如解決問題、創造力和協作。一些教育工作者和研究人員甚至認為，編程可以用來灌輸良好的價值觀，如可持續性、同理心或社會責任。儘管這個想法充滿希望且具有一定的價值，但也存在一些挑戰，表明編程可能不是灌輸這些價值觀的理想媒介。

支持通過編程教授價值觀的人通常強調其能夠讓孩子參與有意義的現實問題。例如，通過編程項目，孩子可以通過創建生態系統模擬、設計促進回收的應用程序或編程機器人來清理虛擬環境，來探索可持續性。這些活動可以使抽象概念變得具體且易於理解。此外，編程要求孩子進行邏輯思考並理解系統——這些技能與應對氣候變化或資源管理等複雜問題非常契合。通過為可持續性挑戰編寫解決方案，孩子可能會更深刻地認識到世界的相互聯繫性。許多編程平台鼓勵團隊合作和分享想法，這在孩子們共同解決影響社區或地球的問題時，可以促進同理心。此外，編程允許孩子以獨特的方式表達自己的想法。通過將可持續性主題融入他們的項目中，他們可以在創建有意義內容的同時內化這些價值觀。

儘管潛力巨大，但通過編程教授像可持續性這樣的價值觀並非易事。從本質上講，編程是一項關於邏輯、算法和解決問題的技術技能，而不是關於道德或倫理的學科。雖然可以將可持續性主題融入到編程項目中，但這些價值觀並非編程本身所固有。例如，為一個追蹤碳足跡的應用程序編寫代碼並不一定能教會孩子為什麼減少碳排放很重要，也不一定能培養他們對可持續生活的真正承諾。此外，可持續性是一個涉及倫理考量、文化視角和系統思維的複雜議題。編程項目通常將這些問題簡化為小型問題，而無法捕捉其全部複雜性。因此，孩子可能學會如何構建程序，但未必能理解該問題背後更深層次的道德或社會意涵。

還有一個風險是，使用編程來教授價值觀可能導致對這些價值觀的表面化參與。例如，一個孩子可能設計了一個關於回收的應用程序，但並未真正理解或在自己的生活中採用可持續做法。完成技術任務的重點可能會掩蓋道德教訓。教授像可持續性這樣的價值觀需要教育者在倫理原則和技術技能方面都具備豐富知識。然而，許多教師可能缺乏有效整合這兩個領域所需的培訓或信心。如果缺乏強有力的引導，編程與價值觀之間的聯繫可能會丟失。

最終，像可持續性這樣的價值觀最好是通過現實世界中的行動和經歷來學習——例如種樹、在家中減少浪費或參加社區清潔活動，而不是通過抽象的編程練習來學習。編程可能激發意識，但單靠它不太可能帶來有意義的行為改變。

公平地說，將編程與基於價值觀的教育相結合並非完全徒勞無功。它可以作為探討重要問題的一個起點，並激勵孩子創造性地思考解決方案。像 ScratchJr 或 KIBO 機器人套件這樣的平台已經在將倫理主題融入到編程活動中顯示出了一定成效。然而，期望僅靠編程就能教會孩子像可持續性這樣的重要價值觀似乎過於樂觀。價值觀是深刻且個人的，它們往往由生活經歷而非邏輯或編程中的抽象練習所塑造。

雖然可以通過編程項目引入可持續性或其他良好的價值觀主題，但僅靠程序設計不太可能以有意義的方式灌輸這些原則。編程是一種發展技術技能和培養創造力的強大工具，但在教授複雜倫理概念或推動行為改變方面卻有所不足。要真正教導孩子像可持續性這樣的重要價值觀，我們需要一種更全面的方法——結合實踐經驗、有深度的討論，以及父母和教育者以身作則地示範行為。在此過程中，編程可以發揮輔助作用，但不應被視為與現實世界接觸這些重要議題的替代品。簡而言之：雖然編程可以激發對像可持續性這樣良好價值觀的認識，但它無法取代從現實生活中的行動和經歷中獲得深度學習的重要性。

  • 4 min read

Embracing Transformation

In today’s fast-paced and competitive world, businesses must evolve to stay ahead. There is a profound difference between organizations that focus solely on production or engineering and those that embrace a market- and service-oriented mindset. To truly thrive, companies must find the perfect balance—leveraging their technical strengths while transforming into customer-focused enterprises. This journey is not just about survival; it’s about unlocking new opportunities, creating value, and building a legacy of excellence.

The foundation of this transformation lies in culture. Every employee, no matter their role—whether they are engineers, accountants, or supervisors—must see themselves as more than just specialists. They are ambassadors of the company’s mission and representatives of its commitment to serving customers. When a customer reaches out with a request, whether it’s a change in production schedules, a technical adjustment, or the resolution of an issue, it should be seen as an opportunity to shine—not as a burden. Every interaction is a chance to build trust, deepen relationships, and demonstrate the company’s dedication to excellence.

Leadership plays a pivotal role in this evolution. True leaders are not just experts in their fields; they are visionaries who understand the bigger picture. They see beyond the technical details and embrace the complexities of business strategy, market dynamics, and customer needs. If they lack these skills, they must have the courage to grow—to seek training, mentorship, or self-development. Leadership is not about maintaining the status quo; it is about inspiring change, driving progress, and empowering teams to reach new heights.

To achieve this transformation, companies must also invest in their people. Business decisions cannot be made in isolation or based on intuition alone; they require informed judgment and deep understanding. Teams must be equipped with the knowledge to navigate economic considerations such as costs, capacity utilization, and profitability. This isn’t just about numbers—it’s about fostering a mindset where every team member sees how their work contributes to the company’s success. When employees understand the "why" behind decisions, they become more engaged, more innovative, and more committed to delivering results.

At the heart of any successful organization is its ability to innovate and remain self-reliant. Technology is not just a tool; it is the soul of many industries. Companies that rely too heavily on external sources for innovation risk losing their independence and adaptability. The path forward requires resilience—a steadfast commitment to developing internal capabilities and resisting short-term temptations that could compromise long-term goals. True innovation comes from within, fueled by curiosity, creativity, and an unwavering belief in what’s possible.

The role of leadership extends far beyond execution. A CEO is not merely an “executive director” but the bridge between the external world and the internal organization. They must bring insights from global trends, customer needs, and competitive landscapes into the company while mobilizing resources to seize opportunities and overcome challenges. A great CEO is both a strategist and an executor—a visionary who turns ideas into reality while inspiring others to do the same.

This transformation isn’t just about processes or strategies—it’s about mindset. Too often, we place excessive value on appearances—on polished presentations—while neglecting substance and critical thinking. True progress comes from asking tough questions, challenging assumptions, and diving deep into problems until solutions emerge. One of the most powerful ways to learn is by teaching others. When you explain something to someone else—whether it’s a colleague or a friend—you uncover gaps in your own understanding. By addressing those gaps, you grow stronger—and so does your organization.

Finally, we must celebrate individuality. Not everyone thrives under traditional expectations like “coming out of their shell.” Just as some creatures carry their shelter with them wherever they go, people have unique strengths that should be embraced rather than forced into conformity. By creating an environment where diversity is valued—where every individual feels empowered to contribute in their own way—we unlock untapped potential and drive collective success.

The road ahead may not be easy—but it is worth it. Transforming from a production-driven organization into one that is customer-focused requires vision, courage, and determination. It demands that we challenge old ways of thinking while staying true to our core values. But with every step forward comes growth—with every challenge overcome comes strength.

This journey isn’t just about adapting to change—it’s about leading it. It’s about becoming more than just a company; it’s about becoming a force for innovation, service, and excellence in everything we do.

The future belongs to those who dare to transform—and by embracing this path with passion and purpose—you can create something extraordinary that lasts for generations to come.

  • in zh
  • 1 min read

擁抱轉型

在當今快速變化且競爭激烈的世界中，企業必須不斷進化以保持領先地位。專注於生產或工程的企業與以市場和服務為導向的企業之間存在著深刻的差異。要真正蓬勃發展，公司必須找到完美的平衡——在發揮技術優勢的同時，轉型為以客戶為中心的企業。這段旅程不僅僅是為了生存，而是為了釋放新的機會、創造價值，並建立卓越的傳承。

這種轉型的基石在於文化。每位員工，無論其角色是工程師、會計師還是主管，都必須將自己視為不僅僅是專業人士。他們是公司使命的大使，也是其服務客戶承諾的代表。當客戶提出需求時，無論是生產計劃的變更、技術調整還是問題解決，都應被視為一個展示公司價值的機會，而非負擔。每一次互動都是建立信任、深化關係以及展示公司致力於卓越承諾的機會。

領導層在這一演變中發揮著關鍵作用。真正的領導者不僅僅是其領域中的專家；他們還是能夠看見全局的遠見者。他們超越了技術細節，擁抱業務策略、市場動態和客戶需求的複雜性。如果他們缺乏這些技能，他們必須有勇氣去成長——尋求培訓、指導或自我提升。領導力不僅僅是維持現狀；它是激勵變革、推動進步並賦能團隊達到新高度。

要實現這種轉型，公司還必須投資於人才。業務決策不能孤立地做出，也不能僅依賴直覺；它需要基於深刻理解的信息判斷。團隊必須具備處理經濟考量（例如成本、產能利用率和盈利能力）的知識。這不僅僅是數字問題——它還涉及培養一種思維方式，使每位團隊成員都能看到自己的工作如何促進公司的成功。當員工理解決策背後的“原因”時，他們會更加投入、更具創新性，並更加致力於實現成果。

任何成功組織的核心都是其創新能力和自我依賴能力。在技術扮演中心角色的行業中，自主性對於長期成功至關重要。公司必須優先考慮創新並保持對其技術能力的控制，而不是過度依賴外部資源。這條前進之路需要堅韌不拔——堅定承諾於內部能力建設，並抵制可能損害長期目標的短期誘惑。真正的創新來自內部，由好奇心、創造力和對可能性的堅定信念所驅動。

領導力的角色遠遠超出了執行層面。一位首席執行官（CEO）不僅僅是一名“執行總監”，而是外部世界與內部組織之間的橋樑。他們必須將全球趨勢、客戶需求和競爭格局洞察帶入公司，同時調動資源抓住機遇並克服挑戰。一位出色的CEO既是戰略家又是執行者——一位將想法變為現實並激勵他人追隨其腳步的遠見者。

這種轉型不僅僅關乎流程或策略——它關乎心態。我們常常過度重視外表——例如精緻演示——而忽視了實質內容和批判性思維。真正的進步來自於提出艱難問題、挑戰假設並深入問題直到解決方案浮現。一種增強學習的方法就是教導他人。當你向他人解釋某個概念時——無論是同事還是朋友——你會發現自己知識中的空白點。通過填補這些空白，你會變得更強大，而你的組織也會因此受益。

最後，我們必須讚美個體差異。不是每個人都能在傳統期望下茁壯成長，例如“走出舒適圈”。正如某些生物隨身攜帶庇護所一樣，人們也有應該被接受而非被迫改變的獨特優勢。通過創造一個多樣性被珍視、每個人都能以自己的方式貢獻力量的環境，我們可以釋放未被開發的潛力並推動集體成功。

未來之路或許不易，但值得努力。從以生產為驅動力轉型為以客戶為中心需要願景、勇氣和決心。它要求我們挑戰舊有思維方式，同時忠於我們的核心價值觀。但每向前邁出一步，我們就會成長；每克服一個挑戰，我們就會變得更強大。

這段旅程不僅僅關乎適應變化——它關乎引領變革。它關乎成為超越一家公司的存在；它關乎成為創新、服務和卓越力量的一部分。

未來屬於那些敢於轉型的人——通過懷抱激情與目標踏上這條道路，你可以創造一些非凡且代代相傳的事物。

  • 3 min read

Leadership, Growth, and the Power of Reflection

Every day, I would take an hour to retreat to my study — a quiet space where I could think, learn, and create. During this time, I would read books, listen to podcast, write down my thoughts in blog, and even look up things I didn’t know. These moments of peace and focus were the most rewarding part of my day. They reminded me that success doesn’t just come from working hard—it comes from finding balance. A sharp mind and a kind heart are equally important in life and work.

In business, challenges often feel like roadblocks, but they are actually opportunities to grow. A colleague once came to me worried about losing a deal. He needed help, and I was happy to step in. That experience taught me something important: the best way to improve is to listen to feedback — even when it’s hard to hear. Customers often point out things we don’t see ourselves — issues with our products, prices, or service. If we only rely on internal reviews, we risk hearing what we want to hear instead of what we need to hear. True progress starts when we step out of our comfort zone and face reality head-on.

Great leaders know this too. A leader’s job isn’t just about managing what’s inside the company — it’s about understanding what’s happening outside as well. By listening to customers and staying connected to the world around them, leaders can bring fresh ideas into their teams and inspire real change. For me, spending time with customers helped me understand the market better and gave me insights that no report or meeting ever could.

One conversation I had years ago completely changed how I think about growth. Someone told me they were leaving their job even though they had been treated well by their boss. When I asked why, they said something that stuck with me: "Don’t we all have a growth imperative?" That was the first time I had heard those two words— growth and imperative — used together. It made me realize that growth isn’t just about getting bigger or making more money; it’s about constantly improving yourself and your organization. Growth is not optional — it’s necessary for survival and success.

This idea ties into a lesson I learned from strategy: being proactive is key. In any business or career, you can’t just sit back and wait for things to happen — you have to take action before problems arise. At the same time, you need to focus on what really matters, like building strong foundations and staying ahead of the competition.

Leadership isn’t just about boosting morale or giving pep talks — it’s about creating a vision that inspires people to follow you. To win in any field, you need a clear strategy and the courage to execute it. For me, that meant focusing on innovation and finding ways to stand out in a crowded market.

I also learned an important lesson about staying relevant. Over the years, I’ve seen talented people fall behind because they couldn’t adapt to change or learn new skills. No matter how skilled you are today, if you don’t keep growing, you risk becoming obsolete tomorrow. In fast-moving industries — and in life — adaptability is one of the most valuable traits you can have.

Finally, remember this: competition is not your enemy; it’s your greatest teacher. Whether it comes from inside your team or outside your company, competition pushes you to be better than you were yesterday. Every challenge is an opportunity in disguise if you’re willing to see it that way.

From taking time for quiet reflection to leading teams through challenges, these lessons have shaped my journey. They remind me that success isn’t just about achieving goals—it’s about how we grow along the way. So take time for yourself, listen carefully to others, embrace challenges with an open mind, and never stop learning. Growth isn’t just important — it’s what defines us.

  • in zh
  • 1 min read

領導力、成長與反思的力量

每天，我都會花一個小時躲進我的書房——一個安靜的空間，在那裡我可以思考、學習和創作。在這段時間裡，我會閱讀書籍、聆聽播客、在部落格上寫下我的想法，甚至查詢一些我不懂的事物。這些平靜而專注的時刻是我一天中最有價值的部分。它們讓我明白，成功不僅僅來自努力工作——它來自找到平衡。敏銳的頭腦和善良的心靈在生活和工作中同樣重要。

在商業中，挑戰往往看起來像是障礙，但實際上它們是成長的機會。有一次，一位同事因擔心失去一筆交易而來找我幫忙。他需要協助，而我很樂意伸出援手。那次經歷教會了我一件重要的事：改善的最佳方法是傾聽反饋——即使這些反饋很難接受。客戶經常指出我們自己看不到的問題——無論是產品、價格還是服務方面。如果我們只依賴內部評估，就可能只聽到我們想聽到的，而不是我們需要聽到的。真正的進步始於走出舒適區，正視現實。

偉大的領導者也深知這一點。一位領導者的工作不僅僅是管理公司內部——還包括了解外部正在發生的事情。通過傾聽客戶並與外界保持聯繫，領導者可以為團隊帶來新想法並激發真正的變革。對我而言，花時間與客戶交流幫助我更好地了解市場，並提供了報告或會議永遠無法給予的洞察力。

多年前的一次對話徹底改變了我對成長的看法。有人告訴我，他們即使在老闆對他們很好時，仍選擇離開工作。我問為什麼，他說了一句讓我印象深刻的話：「我們不都是有成長的必要嗎？」那是我第一次聽到「成長」和「必要」這兩個詞連在一起使用。它讓我意識到，成長不僅僅是變得更大或賺更多錢；它是關於不斷提升自己和組織。成長不是可選項——它是生存和成功的必要條件。

這個想法與我從策略中學到的一課息息相關：主動出擊是關鍵。在任何商業或職業中，你不能只是坐等事情發生——你必須在問題出現之前採取行動。同時，你需要專注於真正重要的事情，比如建立堅實的基礎並保持競爭優勢。

領導力不僅僅是提升士氣或發表激勵人心的演講——它是關於創造一個能激勵人們追隨你的願景。在任何領域取得勝利，你都需要清晰的策略和執行它的勇氣。對我來說，那意味著專注於創新，並找到在競爭激烈的市場中脫穎而出的方式。

此外，我還學到了一個關於保持相關性的寶貴教訓。在這些年裡，我見過許多才華橫溢的人因無法適應變化或學習新技能而落後。不管你今天多麼出色，如果你不持續成長，那麼明天就有可能被淘汰。在快速變化的行業中——乃至生活中——適應能力是你能擁有最寶貴的特質之一。

最後，請記住：競爭不是你的敵人；它是你最好的老師。不管競爭來自你的團隊內部還是公司外部，它都會促使你比昨天更好。如果你願意用開放的心態看待它，每一個挑戰都是偽裝中的機會。

從花時間安靜地反思，到帶領團隊應對挑戰，這些經驗塑造了我的旅程。它們提醒我，成功不僅僅是實現目標——而是在這一路上我們如何成長。所以，請為自己留出時間，用心傾聽他人，以開放的心態迎接挑戰，並永遠不要停止學習。成長不僅重要——它定義了我們是誰。