Stefan Sacre, President CEO of Carl ZEISS Japan, originally came to Japan to pursue research in Tokyo University during the 80s. Dr. Sacre was fascinated by Japan, an emerging Asian power at the time, particularly in the semiconductor industry. He even remembers one of his professors in Germany saying “better watch out” as he predicted Japan to become the next superpower.
By the time he was around 30, Dr. Sacre had lost interest in research and became an advisor to the European Commission in metals of industrial corporation towards Japan. His experiencing working in the “bureaucratic” circle gave him key insights into the funding structure of projects, which gave him an edge once he started working at a German optoelectronics company, SICK. There, Dr. Sacre was hired to turn around the loss-making business as someone new to a leadership role. Dr. Sacre implemented new work habits and restructured the business strategy to focus on selling key products. To have these products accepted by Japanese clients through meticulous testing and communicating this back to headquarters was a major challenge he faced. Yet Dr. Sacre fortunately found like-minded colleagues and stayed persistent.
After three years, Dr. Sacre moved back to the company headquarters in Germany. By that time Dr. Sacre was married to a Japanese partner and decided to raise their children in Japan, he returned and became CEO of Bosch Rexroth in Japan. There, he managed a company of 1000 employees from originally leading 10-15 in his previous position. Dr. Sacre again had the challenge of communicating between headquarters and Japanese offices, and persuading those who were resistant to change. In addition, the organization was struggling from the impact of the 2008 Financial Crisis.
He then moved to Eagleburgman in Germany after 6 years in Bosch, and returned to Japan to resume the role of CEO at ZEISS Japan. At ZEISS, Dr. Sacre manages a team of approximately 350 people and is proud of the company’s reputation for integrity, long-term thinking and super advanced technology. Yet he has been confronted with difficulties that come from long-term success where people are reluctant to change from good to great. Dr. Sacre has taken on this challenge through constant communication and building trust, particularly by being transparent and consistent in his thought process and behaviour. To newcomers arriving in Japan, Dr. Sacre advises people to be open to learning without making any quick judgements based on your previous experiences, and accepting Japan as a well-functioning society.
