近年，數位創新轉型已成為企業發展趨勢，金融控股公司（以下簡稱金控）也不例外。然而，金控下屬的子公司往往規模龐大、組織複雜，使數位創新轉型相當困難。因此，本研究旨在探討金控推動子公司數位創新轉型之關鍵因素。

為達成研究目的，本研究採用深度訪談法進行質性研究，並以臺灣資產規模第一大之國泰金控作為研究個案，探討國泰金控如何推動子公司數位創新轉型。研究結果顯示，金控層級在推動子公司數位創新轉型時，有幾項關鍵因素必須重視。

首先，金融控股公司應當重視內部文化的轉型，建立開放、創新的企業文化，給予員工進行數位轉型的嘗試空間 ; 接著，轉型不能單憑一己之力，更應建立策略合作夥伴，導入外部資源與知識以得出適當之解決方案 ; 最後，金控應與子公司維持良好互動，主動挖掘其潛在數位轉型需求並創造合作價值。

本研究希望透過深度訪談法的方式，將國泰金控主管和員工實際經驗進行梳理，以期為企業實務界提供推動數位創新轉型之參考。

In recent years, digital innovation transformation has become a critical trend, and financial holding companies are no exception. However, the subsidiaries of financial holding companies are often large in size and complex in organization, making digital innovation transformation difficult. Therefore, this thesis aims to investigate the key factors that drive the digital innovation transformation of subsidiaries from the perspectives of financial holding companies.

To achieve the objective, the thesis used in-depth interviews to conduct a qualitative study, and using Cathay Financial Holdings, the largest financial holding company in Taiwan in terms of asset size, as a case study to investigate the key factors which help drive digital innovation transformations. The results are shown as follows.

First, financial holding companies should emphasize internal cultural transformation. Second, transformation cannot be simply driven by the company itself, but rather by establishing strategic partnership and importing external resources and knowledge to come up with appropriate solutions. Finally, financial holding companies should maintain good interactions with the subsidiaries to proactively explore their potential digital transformation needs and create value of partnership.

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