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随着变革管理风靡全球，罗森伯格亚太CEO Olaf Scale先生积极拥抱变革，引领这家专注于连接科技的欧洲隐形冠军企业在亚洲蓬勃发展。
With change management all the rage, Rosenberger Asia Pacific CEO Olaf Scale has embraced it in pursuit of boosting the top-notch European connectivity firm’s presence in Asia.
When Rosenberger Asia Pacific became entirely privately owned in 2022, it was an opportunity to play to its strengths.
在新任CEO Olaf Scale的领导下，罗森伯格亚太顺利完成了分拆天线和DAS无线覆盖业务，重新聚焦于其深厚的专业领域：射频、光纤、高速数据传输和高压连接技术。Scale先生在欧洲、中东、非洲和亚太地区私营和上市公司工作多年，拥有丰富的跨国管理经验，对变革秉持积极态度。
Having divested itself of its antenna and wireless coverage product portfolio, the company, led by new CEO Olaf Scale – with broad international experience working for private as well as stock-listed companies in the EMEA and Asia–Pacific regions – embraced the change and refocused efforts on its original area of expertise: radio frequency, fiber-optic, high-speed data and high-voltage connectivity solutions.
他告诉《CEO杂志》：“有人说‘变革管理’只是个时髦词汇，但对于我们意味着一旦退出之前的合资模式，我们便能对罗森伯格进行组织结构、生产布局和运营流程的现代化升级变革。”
“Some say ‘change management’ is a buzzword, but once we left our previous joint venture we were able to modernize Rosenberger with respect to the organization, production footprint and operational processes,” he tells The CEO Magazine.
“这是一个重新将罗森伯格全球业务紧密结合的绝佳机会。”
It was a chance to reconnect the dots between Rosenberger’s presence around the world.”
“全球布局，本地服务。”
“IT’S ABOUT THINKING GLOBAL AND ACTING LOCAL.”
随着中国和整个亚洲市场对罗森伯格业务的重要性日益凸显，分拆完成后，罗森伯格亚太总裁在其使命中设定了一个新的目标。
But with the Chinese and greater Asian markets more important than ever to its business footprint, the Rosenberger Asia Pacific chief’s post-independence mission includes a new objective.
他指出：“这就是全球布局，本地服务。借助罗森伯格集团基地的全球布局，我们在垂直领域具备强大的整合和创新能力。”
“It’s about thinking global and acting local,” he says. “With Rosenberger Group’s global site grid, we have strong capabilities for vertical integration and innovation.
“我们致力于进一步加深本土洞察。罗森伯格能立足于亚太市场，并要扩大成功，需要拥有一流的产品、市场准入和专业团队。”
罗森伯格专注于三大技术路线，作为全球射频、光纤和高压领域的连接技术开拓者，罗森伯格是移动通信网络、数据中心、测试与测量、汽车电子和高压连接系统、医疗电子、工业电子以及航空航天工程等领域的合作伙伴。
Rosenberger appears to have all three. A worldwide leader in the realm of high-frequency, high-voltage and fiber-optic technology, the company is an ally to the telecommunications, data center, automotive electronics, test and measurement industries, as well as for high-voltage contact systems, medical and industrial electronics, and aerospace engineering.
Scale表示：“在如今市场上，拥有出色的产品和方案并不代表拥有绝对优势。在公司当前发展阶段，最关键的是拥有人才，留住人才，激励人才。同时，罗森伯格拥有60多年的历史、在中国也有20多年的积累，我们需要紧随亚太地区日新月异的创新发展，并保持平衡。
“Having the right product or application in today’s markets means not having it all,” Scale says. “But at this stage in the company’s journey it’s all about having the right people, retaining them, motivating them and striking the right balance between the company’s more than 60 years of history, the more than 20 years we have in China and the constant innovation speed in APAC.
“还有一个关键点是企业文化的传承，我们构建相应的体系，在亚洲贯彻和深化罗森伯格企业使命和愿景。”
“It’s about how to pass on Rosenberger’s corporate culture and promote our mission and vision here in Asia and the infrastructure to house it.
“未来两年内，我们将在长三角地区建成新厂，其中一个重要目标就是实现可持续发展。罗森伯格集团母公司在欧洲是实现可持续发展型企业的典范，我们在中国及亚太地区也致力于设立同样的标杆。”
“We’re building a new factory in the greater Shanghai region over the next two years, and one of our targets is that it must produce sustainably. Our mother company is running a most sustainable business in Europe, so we have to set the same expectations for us in China and the APAC region.”
“我们为长远发展而来，寻求与合作伙伴共同创造长期价值。”
“WE ARE HERE FOR THE LONG-TERM AND LOOK FOR PARTNERS WITH WHOM WE CAN DEVELOP LONG-TERM VALUES.”
在COVID-19时期，远离母公司的情况下，凭借罗森伯格的经营之道，Olaf Scale得以成功重塑这个拥有2500多名员工的公司。
What’s helped Scale to reshape the group with more than 2,500 people far from its parent during COVID-19 times is Rosenberger’s approach to doing business.
他透露：“作为家族企业，我们具备独特优势，亲力亲为，决策迅速。我们60余年的历史和14,000多名员工共筑我们的成功故事。尽管规模庞大，但我们拥有高度的主人翁精神，务实、脚踏实地、富有创意。大家对公司充满忠诚, 我们的团队就像一个大家庭。”
“Being privately owned gives us the advantage of being very hands-on and quick to make decisions,” he reveals. “Our success story encapsulates a 60-plus-year history and 14,000 people, but despite our size we have a fast entrepreneurial mindset, are down to earth, pragmatic and creative. We have the commitment of all teams like a family.”
Scale强调，公司战略的核心还有一个关键要素。
It also has one key element Scale says is at the center of the company’s strategy.
“我们向客户传递价值，与客户建立创新研发的合作伙伴关系。他们从中获得品质卓越、技术前沿的产品，满足他们多样性的数据传输和高压连接需求。”
“We deliver values to our customers, offering a partnership in innovation technology. They get the latest and highest-quality technology for any data transmission and high-voltage needs they have,” he confirms.
这不是短期的业务合作；而是追求长期的合作。
It’s not a short-term business, either; customers tend to be in it for the long haul.
“进入汽车行业意味着，产品一旦获得准入，就要满足这个行业的长期要求。“Scale说：“只要目前生产的汽车型号使用我们的产品，我们就能提供长久的服务。通讯行业也是如此，我们致力于提供长期服务和支持。”
“A presence in the automotive industry means you can be in it for the long-term once you can prove your ability,” Scale says. “As long as they’re making the model of car that uses our products, we deliver. Same with the telecom industry – we strive to supply for long-term service and support.”
反过来，罗森伯格也希望在供应商和客户身上看到这种信任和可靠。
In turn, Rosenberger looks for trust and reliability in its own suppliers and customers.
“我们为长远发展而来，寻求与合作伙伴共同创造长期价值。我们不仅分享最新的创新成果，还要分享我们希望前进的方向。”
罗森伯格在中国和亚太地区发展已经二十余年，Scale表示，公司正寻求注入新的活力。
Given the history Rosenberger group has in China and the Asia–Pacific region, Scale says the company is looking to revitalize itself.
他指出：“我们将更紧密地与罗森伯格全球能力中心合作，重塑我们在亚太的业务布局。要加强各种形式的合作，充分发挥罗森伯格欧洲和全球基地之间的协同优势。”
“We will reshape and rebuild our presence in the region with a stronger connection to our global competencies,” he points out. “It’s about leveraging the strengths between Rosenberger Europe and Rosenberger around the world, and that implies enhancing collaboration by all means.”
中国制造和出口拥有世界级的速度，Scale相信这将助力实现多方共赢。
Being in China brings with it a world-class speed of manufacture and export, something Scale believes will lead to a win–win situation on all sides.
他表示：“欧洲与亚洲之间的合作越紧密，我们越能更好地为全球客户提供优质服务。”
“The more collaboration there is between Europe and Asia, the better we can serve our customers worldwide,” he says.
“欧洲与亚洲之间的合作越紧密，我们越能更好地为全球客户提供优质服务。”
“THE MORE COLLABORATION THERE IS BETWEEN EUROPE AND ASIA, THE BETTER WE CAN SERVE OUR CUSTOMERS WORLDWIDE.”
变革，尤其是组织结构调整所带来的持续变化，是艰难的。然而，尽管变革伴随着阵痛，Scale表示，要想获得长期的声誉和成功，就必须克服这种困难。
Change, particularly the kind of constant change that comes with organizational restructure, is hard. However, as uncomfortable as it may be at times, Scale says it’s necessary to endure to reach long-term recognition and success.
他透露：“未来可期，新规当立，我们会不断推动团队和供应商走出舒适区。传承好罗森伯格企业文化，保证员工获得足够的支持，鼓励大家勇于承担责任，积极适应变化，迎接挑战并不断提升自己。”
“The old is gone and the new is not there yet, so we’re constantly pushing our teams and our suppliers out of their comfort zone,” he reveals.“What helps is having the right culture to support people during those moments, making sure they’re taking responsibility and willing to adapt, eager to step up and develop themselves.
“如果企业培养了这种文化，我确信我们将源源不断地获得新的业务机会，开发出新产品，吸引更多客户并更好地与客户需求进行匹配。这就意味着，我们阔步走在正确的道路上。”
“If you foster this kind of culture, my belief is that you will constantly develop new business opportunities and new products, and you’ll find the right customers. Basically, you’ll speak the right language.”
