None, I can't think of any.

Great, really great. I originally thought only the managers were out of touch, but it turns out the employees are all the same. If you're looking for a job, choose your boss carefully—especially since the managers at the Institute for Information Industry's Smart Systems Research Institute are all so wonderful!

In our experience working together, this was a project outsourced by the Institute for Information Industry's Smart Systems Research Institute. At the start of the project, they misled us by saying it would be very simple, but they kept adding functions that were not in the specifications (by the end, the system was completely different from the specifications). During the process, there were also many instances where they added a requirement and then, after a while, said they no longer wanted the function. We repeatedly had to carry out the same work simply because the Institute's managers would first test what they imagined the vendor's requirements to be, only to discover in meetings with the vendor that it was not what they had imagined. This wasted a great deal of our time, and the project took more than twice as long as originally agreed. We even asked the Institute manager's superior to attend a meeting. The manager repeatedly implied in writing that treating the contract specifications as binding was how foreign companies and multinational corporations operated, whereas Taiwan had different practices. Since there was still a warranty period after the project ended, we did not dare to retaliate. (During meetings held while the project was underway, the Institute would maliciously prepare bugs and bring them up to criticize us. We were clearly in a cooperative relationship, so why treat us like enemies? Their attitude was always terrible.) Judging from their attitude in meetings, if we angered them, the warranty period would probably be difficult as well. The manager's understanding and technical knowledge were already far out of step with the times. When there was an error in the system, they never considered whether the problem was caused by their own settings or operation; they always blamed us first. Even when we explained things to them afterward, they sometimes did not understand what we were saying. If we talked back or resisted, they would find a new bug (or some relatively unimportant minor detail) to use against us. Although we always remained polite, this was the first time we had encountered such a working relationship. If we had the choice again, we would not take on another project from the Institute for Information Industry.