Stan Chen-Jung Shih ( zh, t=施振榮, w=Shih Chen-Jung, p=Shī Zhènróng, tl= Si Tsìn-îng; born 18 December 1944) is a Taiwanese businessman and engineer who is the co-founder and honorary chairman of Acer Inc. Shih played a pivotal role in transforming Acer from a small startup in 1976 into a global leader in computer hardware and electronics. Shih has also been involved in philanthropy and public service, including founding the Stan Shih Foundation and serving as Taiwan's Special Envoy at

APEC Asia-Pacific Economic Cooperation (APEC ) is an inter-governmental forum for 21 member economy , economies in the Pacific Rim that promotes free trade throughout the Asia-Pacific region. Following the success of Association of Southeast Asia ...

in 2007. He has also held positions on the boards of various organizations, such

TSMC Taiwan Semiconductor Manufacturing Company Limited (TSMC or Taiwan Semiconductor) is a Taiwanese multinational semiconductor contract manufacturing and design company. It is one of the world's most valuable semiconductor companies, the world' ...

. Shih’s contributions to both business and society have earned him numerous awards, including the Order of Brilliant Star.

Early life

Stan Shih was born on December 18, 1944, in Lukang,

Changhua County Changhua (Wade-Giles: ''Chang¹-hua⁴'') is a Taiwanese County (Taiwan), county that is the smallest on the Geography of Taiwan, main island of Taiwan by area, and the fourth smallest in the country. With a total population of 1.24 million, Chan ...

Taiwan Taiwan, officially the Republic of China (ROC), is a country in East Asia. The main geography of Taiwan, island of Taiwan, also known as ''Formosa'', lies between the East China Sea, East and South China Seas in the northwestern Pacific Ocea ...

, which was under Japanese rule at the time. His father died when he was three years old, and he was primarily raised by his mother, Chen Hsiu-Lien. To support the family, Chen ran a small business selling stationery items, duck eggs, lottery tickets, and incense candles, with Shih assisting from a young age. As a child, Shih was reserved and introverted. Initially, he showed a stronger interest in the liberal arts but did not excel academically. However, his focus shifted after he won first place in a science and mathematics competition during high school, which encouraged him to pursue those subjects more seriously. He graduated from high school in 1962 and later enrolled at National Chiao Tung University (NCTU), where he studied electronic engineering at the Electronic Engineering Research Institute. During his time at NCTU, Shih became more outgoing and actively participated in campus activities. Despite opportunities to study abroad, he chose to remain in Taiwan to stay close to his mother, eventually obtaining a bachelor’s and master's degree in 1971.

Family

Stan Shih married Carolyn Yeh (Yeh Chi Hua) on Teacher's Day, September 28, 1971. Stan and Carolyn met though a mutual classmate during Shih's junior year of college. The two went on to have three children together: two sons and a younger daughter, though Shih fondly refers to Acer as their fourth child. Shih's oldest son Maverick Shih took on his mother's job in 2015 and is currently president of Acer's Build Your Own Cloud (BYOC) and Cloud Computing division. Shih also speaks of his "six fairies, two princes" in regard to his eight grandchildren. Shih is known for playing Dance Dance Revolution and Wii Baseball with his grandchildren who commonly refer to him as "Grandpa Stan." He makes a point to take them back to his hometown of Lukang to instill a sense of appreciation for family heritage.

Involvement in Acer

Originally named Multitech in 1976, Acer was founded by 32-year-old Stan Shih alongside five other coworkers and his wife, Carolyn Yeh. Under his leadership, Acer grew into a global powerhouse dominating computer hardware and electronics, reaching a valuation of $5.8 billion by 1996. Shih drew inspiration from companies like

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for their creativity and

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for their journey from a small country to international success. Multitech began distributing electronic parts before shifting into the personal computer market, releasing three Micro-Professor (MPF) personal computers that resembled existing

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products (two of them MPF-II and MPF-III, were considered Apple clones). Design-wise, Shih’s initial products were structurally similar to a PC, anticipating the company’s later shift toward the personal computer market. Unlike the traditional Chinese model of family-owned businesses, Shih emphasized a decentralized approach within Acer. In 1992, he introduced the “fast-food model,” where Acer branches would assemble Taiwanese products locally. Additionally, he implemented a “client-server” structure, granting subsidiaries autonomy. These subsidiaries had their own stakeholders—often with local management as the majority—and made independent decisions, while Acer’s headquarters in Taiwan functioned as the "server," providing an overarching strategy. In action, these strategies made for a strong distributive network that brought down production costs, resulting in the lower pricing of Acer's PCs compared to Apple's products. Shih retired from Acer in 2004 and subsequently founded iD SoftCapital Group, a consulting firm that provides fund and venture capital management to other companies in Taiwan, China, and the United States. In an interview, Shih expressed he's been planning this retirement (i.e. retiring at 60) for nearly ten years. However, Shih returned to Acer to lead its restructuring efforts following a disappointing quarterly performance in November 2013, during which he proposed reducing the workforce by 7 percent to mitigate losses. He officially retired for a second time in June 2014. Shih remained active in charity work during his retirement, including serving as Taiwan's Special Envoy in the APEC Australia 2007. In November 2013, Shih returned to Acer after being reinstated as president and chairman. Currently, he serves on the boards of Acer Inc., Taiwan Semiconductor Manufacturing Co., Nan Shan Life Insurance Co., Ltd., Taiwan Public Television Service Foundation and Chinese Television System. He is the chairman of Cloud Gate Culture and Arts Foundation, the head of Taiwan Connection Fun Club, One Song Orchestra Fun Club, the convener of the Cultural Tech Alliance, Taiwan and the chairman of CT Ambi Investment and Consulting Inc.

Shih’s role in Acer’s success

From the outset, Stan Shih demonstrated a visionary approach to business that shaped Acer’s trajectory from a local equipment manufacturer into a globally recognized technology brand. He viewed business not as a vehicle for short-term profit but as a long-term value creation strategy benefiting employees, shareholders, and society. One of his earliest moves was to implement an employee stock ownership plan. Starting in Acer’s third year, Shih invited managers to become shareholders, gradually expanding equity access so that by the time the company went public in 1988, some 3,000 employees held a stake. This inclusive approach stood in stark contrast to traditional Chinese family-run firms and reflected Shih’s belief in merit-based leadership and shared success. He embraced failure as a low-cost form of learning and encouraged experimentation and iteration across teams. His early exposure to commerce through his family’s egg and stationery businesses taught him to manage inventory risk and product cycle times—principles he later applied at Acer, educating his subordinates on the relationship between product margins and turnover. As an engineer, Shih also understood the importance of practical innovation. His design of the world’s first pen watch illustrated his belief that even marginal improvements could generate substantial commercial value. Shih’s leadership style reflected a hybrid of Eastern and Western management philosophies. He combined the collectivist, long-term orientation of the East with the decentralized, empowerment-focused culture of the West. He operated on trust, eliminating rigid oversight mechanisms such as check-in/check-out systems, and made a deliberate effort to build a meritocratic culture. His ability to balance structure with flexibility and authority with inclusivity became a key reason Acer was able to evolve beyond its origins and scale into a global organization. In 1987, Shih made a controversial decision to transform Acer into a global brand. He spent aggressively on marketing and branding, registering the Acer name in over 100 countries and designing a distinctive logo. At the time, no other Taiwanese PC manufacturer had taken such a step, and critics at home accused him of arrogance. Yet the branding initiative successfully differentiated Acer from faceless OEM suppliers and positioned it as a legitimate international player. The brand name, derived from the Latin word acer, evoked energy and precision, while also referencing the English word “ace,” reflecting Shih’s willingness to take calculated risks. His approach to supply chain strategy was similarly bold. Instead of building and shipping fully configured PCs from Taiwan, Shih moved final assembly closer to the consumer through 16 distributed production lines. This localization strategy allowed Acer to reduce inventory life by 50 percent, better tailor its products to regional markets, and increase operational responsiveness. The result was a 70 percent surge in sales that helped place Acer among the top five global PC vendors by 1996. In 1989, Shih defied conventional wisdom again by investing $185 million in a joint venture with Texas Instruments to produce DRAM chips in Taiwan. At the time, experts believed Taiwanese firms could not compete with Japanese and Korean giants in semiconductors. Shih anticipated the coming explosion in memory demand triggered by Windows 3.0 and moved early to secure supply. The resulting venture, TI-Acer Inc., became a profitable enterprise that provided Acer with both product and technological capacity, further advancing Taiwan’s domestic semiconductor ecosystem. Throughout his career, Shih consistently rejected the “me-too” mindset that characterized much of the electronics industry. In high school, he chose electrical engineering over medicine, a path followed by most of his peers, not out of defiance, but because he believed in doing things differently. His company reflected that philosophy. Acer was one of the first firms to challenge IBM and Compaq in speed-to-market, launching a 386-based machine in 1986, ahead of most competitors. In 1991, Acer introduced ChipUp, a socket design that allowed easy processor upgrades. The innovation was licensed by dozens of companies, including Intel, and also became a point of legal defense against IP infringement by domestic competitors. Shih’s influence extended well beyond Acer. By modeling an organizational structure that broke from the traditional family-dominated model, he inspired a generation of Taiwanese entrepreneurs to build globally competitive companies. Lance Wu of Taiwan’s Computer and Communication Research Laboratories described him as the road model for start-ups, much like Bob Noyce at Intel served as a prototype for Silicon Valley. Publications such as Fortune and MicroTimes recognized him as one of the most influential figures in the technology industry. Stan Shih’s career is best understood not simply in terms of the company he built, but in the cultural and economic legacy he left behind. By institutionalizing innovation, empowering employees, and challenging assumptions at every level whether about branding, chip production, or corporate structure, Shih transformed Acer into a case study in how leadership rooted in long-term vision and structural reform can redefine national industries.

Awards and achievements

Stan Shih made a multitude contributions to both the technological landscape and International business community throughout the length of his career, landing him a variety of awards and achievements. Aforementioned achievements include the founding of Acer with his wife in 1976. In 1981, Shih was honored as ''The Most Outstanding Young Engineer'' in Taiwan in acknowledgement of his excellent potential in the field of engineering. Five years prior to this, Shih was named 1 of the ''10 Most Outstanding Young Persons in Taiwan,'' furthering his reputation and achievement. This title was furthered in 1983 when Shih received the distinguished title of ''First of the 10 Most Outstanding Young Persons in the World''. In addition to these, a most notable achievement was Shih's special feature in ''Time'' magazine article "60 Years of Asian Heroes", that emphasized Shih's role as pivotal in transforming Taiwan into the modern powerhouse in computer manufacturing it is today. Shih is still recognized as a key figure in the rise of Asian international technological force. He also received the Order of Brilliant Star with Grand Cordon in October 2011 and the 1st Industrial Technology Research Institute Laureate in 2012. Most recently, he was awarded by the Ministry of Culture an award titled the "Taiwan Cultural Collaboration Medal."

Legacy and philanthropy

Stan Shih's approach to leadership and philanthropy has been shaped in part by Confucian principles, particularly the term of personal social responsibility (PSR). PSR emphasizes the role of individuals in contributing to societal well-being through ethical leadership and community engagement. Shih advocates for a leadership style rooted in long-term societal benefit, and he encourages business leaders to balance the pursuit of revenue with the broader commitment to sustainability and community well-being. This philosophy, also known as "Wangdao," emphasizes the importance of self-discipline and sacrifice in leadership roles. Throughout his career and into retirement, Shih maintains his involvement in initiatives aimed at public and social good. During a critical period at Acer, he and several senior colleagues at the company accepted significant pay cuts as part of their efforts to support the company's stability and workforce. This decision was attributed to a commitment to personal social responsibility, rather than being driven by financial considerations. Shih emphasized that leadership involves "self-discipline and sacrifice," reflecting his view on how corporate responsibility extends beyond gaining profit. In addition to his business activities, Shih is active in his philanthropic efforts. He established the Stan Shih Foundation, which fosters initiatives aimed at social impact and community development in Taiwan. His environmental advocacy also includes the Green APEC Opportunity Initiative, a proposal focused on promoting green energy initiatives to address climate change on a regional scale. Further extending his commitment to environment sustainability, Shih spearheaded a NT$800 Million fundraising effort for Porrima Company to create zero carbon emission vessels. This project was aimed to establish a "Taiwan-designed, locally built" industrial model that integrates technologies such as hydrogen fuel systems, carbon fiber materials, and recyclable solar systems for the betterment of the environment. These initiatives reflect Shih’s commitment and continued engagement in issues of public interest beyond his corporate leadership roles.