【V+ 共創專欄】人力不等於生產力， 效率才是關鍵指標

The English translation of the article can be found after the Chinese version.

那是一個週三的午後，台北下著雨，只是這次不一樣，在過年前更增添幾分熱鬧與憂鬱。

我們坐在創辦人的會議室裡，彼此都沒有打開筆電。這不是一場報告會，而是一場無法再迴避的對話。經過過去幾年的快速成長，公司的組織快速發展，看似一切發展得很順利，但現實的發展往往更富戲劇化。一個無法預期的景氣反轉，頓時打亂所有的規劃與預期，也讓公司發展的方向必須做調整，過去看似穩定堅固的商業模式，在極端狀況發生下產生相當大的風險，目前最重要的是做一個結構的調整，必須明快且到位的執行。

「我們過去已經做過一次調整，但以效果來說，可能只發揮了30%，隨著業務量的累積，人力勢必還要再增加，否則應付不來。」創辦人語氣平穩，卻還是藏不住憂慮。

我點了點頭，沒有立刻回話，而是反問了一句：「在目前的商業模式下，我們只能做到減少營運虧損，公司的結構沒有發生改變，效率沒有發生改變，我們如果沒有做出本質的調整，更多的虧損只會在未來等著我們。」

「如果不是未來公司成長的主力，沒有辦法持續優化效率，那我們這個時刻就應該勇敢的調整，即便組織得做重大改變，會造成短期的士氣打擊，但我們還剩多少時間？」

那一刻，氣氛安靜下來。

「嗯，產品是我們真正的核心，必須專注在產品發展，大幅優化專案的執行，這是過去我們想做卻不敢大刀闊斧去做的，現在我們必須得做。」創辦人低頭深思著。

創業的路上，最難的從來不是錯判市場，而是錯過組織內部的轉折點。

有些人、一些安排，已經不適合未來的節奏。團隊調整，是創辦人領導力的試金石。

組織調整往往是創辦人最困難的決策，人力多寡絕不等於生產力，有時候擴張人力的失當甚至直接導致許多新創公司快速走向衰敗。因此，如何用最有效率的人力執行並迭代演進更是公司未來獲利能力的DNA，新創公司往往在短期的營收與長期的戰略目標中猶豫，錯置資源，更在無形中錯過了發展的最佳時機，無法彌補。

當創辦人回應我們：「好。謝謝你們讓我更堅定。」

我們知道，這家公司，準備好迎向下一階段的成長。

因為我們不只是看到市場機會與成長數據，而是看到創辦人在面對困難決策時的坦率與成熟。在我們眼中，一個能調整團隊的創辦人，才能帶領團隊調整戰略。

故事快轉六個月之後的場景，並不是充滿負面情緒的低迷與壓力，在我們與團隊互動的會議上，已經在擘劃下一個年度的成長計劃，公司看似少了30%的人力，但成長動能不減反增，短短半年便轉虧為盈。「本以為團隊的士氣會受到很大的打擊，但調整後，團隊之前的溝通變得更好了，公司體質快速轉變，現在大家反而變得更有衝勁。」創辦人藏不住激動。

方向總有修正的機會，但執行力，來自於當下的決定。一個重要的決策，往往是決定公司未來最重要的關鍵，但真正重要的，是看得清楚，並確實地做到。

結語：創業路上最好的夥伴關係，是能讓彼此變得更清醒

VENTURE+ 不只是投資資金，更是一種共同思考與推動的關係。我們陪創辦人做艱難的決定，也相信這些當下的「不舒服」，才是未來的成長起點。這樣的創辦人、這樣的對話，是我們願意持續投入的原因。

如果喜歡我們的分享，也歡迎追蹤我們 LinkedIn/FB，上面會有更多我們的分享：

LinkedIn： https://www.linkedin.com/company/ventureplusco

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關於VENTURE⁺

熟悉SaaS領域，並從產業本質出發，除了提供必要的資金協助之外，更帶給新創公司最缺乏的企業夥伴與產業資源合作、實務的成長策略經驗，以及資本市場的專業規劃建議。希望以最佳共同創業夥伴（Best Co-founding Partner）的心態，在SaaS新創、創投與產業企業三者間，建立起長期新創資源整合的合作橋樑。

[V+ Co-Creation Column] Headcount ≠ Productivity — Efficiency Is the Real KPI

It was a rainy Wednesday afternoon in Taipei. The rain wasn't unusual, but the pre-Lunar New Year buzz carried a mix of excitement and melancholy.

We sat in the founder’s meeting room. No laptops were open—this wasn’t a presentation; it was an unavoidable conversation. After several years of rapid growth, the company had expanded quickly and appeared to be on a solid path. But reality, as always, was more dramatic. An unexpected market downturn disrupted all plans and forecasts, forcing the company to reassess its trajectory. A once-stable business model now carried significant risk under extreme conditions. A structural adjustment was no longer optional—it needed to happen, swiftly and decisively.

"We’ve already made one round of adjustments, but frankly, the impact was maybe 30%. With growing business demand, we’ll need to keep adding headcount or we simply won’t be able to cope," the founder said calmly, though concern was visible in his expression.

I nodded, pausing before replying:

"In our current business model, we’ve only reduced operating losses. The company’s structure hasn’t changed. Our efficiency hasn’t changed. Without a fundamental shift, greater losses are inevitable down the line."

"If a function isn’t part of our future growth engine or can't sustain ongoing efficiency improvements, now is the time to make bold changes. Even if that means difficult decisions that hurt morale in the short term—how much time do we really have left?"

The room fell quiet.

"Our product is the core—we must focus on product development and dramatically improve project execution. This is something we’ve always wanted to do but never dared to push through. Now, we must." The founder lowered his head, deep in thought.

In entrepreneurship, the hardest part isn’t always misjudging the market—it’s missing the turning points within your own organization.

Some roles and setups simply don’t match the rhythm of what’s next. Team restructuring is the ultimate test of a founder’s leadership.

Organizational restructuring is never easy. Headcount doesn’t equal productivity. In fact, poorly managed hiring can be the very thing that sends startups spiraling. That’s why optimizing for lean, high-efficiency teams is part of a company’s profitability DNA.

Startups often hesitate between short-term revenue and long-term strategic goals, misallocating resources and, unknowingly, missing the optimal window for growth—sometimes irreversibly.

When the founder responded:

"Okay. Thank you for helping me feel more certain."

We knew this company was ready for its next phase.

Because we didn’t just see market opportunities or growth metrics—we saw a founder confronting tough decisions with clarity and maturity. To us, a founder capable of restructuring the team is a founder capable of pivoting strategy.

Six months later, the scene didn’t reflect gloom or burnout. Instead, during a strategy meeting with the team, plans were already underway for next year’s growth. Though the team had shrunk by 30%, momentum had only increased. The company went from loss to profitability in just half a year.

"We thought morale would take a big hit, but communication actually improved. The company’s fundamentals changed fast, and now the team is more energized than ever," the founder said, visibly moved.

There’s always room to refine direction. But execution strength comes from the decisions we make in the present. A pivotal decision often defines a company’s future—but the real difference lies in being able to see clearly and act decisively.

Conclusion: The best partnerships in entrepreneurship are those that make us more clear-eyed. VENTURE+ doesn’t just invest capital—we invest in shared thinking and forward motion. We stand by founders during hard decisions, because we believe discomfort is often the true starting point for growth. It’s these founders and these conversations that fuel our ongoing commitment.

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About VENTURE⁺We specialize in the SaaS sector, approaching from an industry-first perspective. In addition to providing essential funding, we connect startups with the corporate partners and industry resources they need the most. We also share hands-on strategies for sustainable growth and offer professional advice on capital market planning.VENTURE⁺ aims to be the Best Co-founding Partner for SaaS startups—building a long-term, integrated bridge between startups, venture capital, and industry leaders.

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