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據(jù)我們所知，您當時接到的是幫助中國制定機械機床工業(yè)發(fā)展道路的項目，當時您為什么會接這個項目？當時給出的建議是什么？如今中國機床工業(yè)規(guī)模世界第一，在那時候，您能想象到嗎？

The World Bank had invited bids for a project to develop the Chinese machinery and machine tool industry. We won this mandate. At that time most machinery production plants in China rather resembled production workshops. Visiting China’s tool manufacturing industry for the first time showed us the massive development potential. Yet despite this obvious potential, it was difficult for anyone of us to imagine that the industry would grow by an astonishing eighty-fold in the three decades to come.
The Chinese authorities acted on the huge opportunities of the time. However, the limitations of the state-directed economy in developing such an industry became obvious and they took the very courageous steps to open up the economy and give a more important role to private enterprises. It was clear that at that time state-owned enterprises were still run inefficiently but that there was also a dynamic from within these companies toward a more economic management style. We supported this development by introducing efficient governance structures and processes, new technologies as well as finance and accounting procedures.
世界銀行對發(fā)展中國機械機床工業(yè)的項目進行招標。我們贏得了授權。當時中國的大多數(shù)機械生產(chǎn)廠房更像生產(chǎn)車間。首次參觀中國的機床制造工業(yè)，我們感受到了巨大的發(fā)展?jié)摿?。但是，盡管它的潛力十分明顯，我們還是沒有想到，在接下來的三十年，這里的工業(yè)會以八十倍的速度增長，這是十分驚人的。中國當局抓住了當時的巨大機遇，采取了相應行動。然而，在發(fā)展此類工業(yè)方面，國家主導經(jīng)濟的局限性越來越明顯，這時中國當局勇敢地邁出了開放經(jīng)濟的步伐，并給予民營企業(yè)更為重要的地位。顯而易見的是，當時的國有企業(yè)運營效率仍然十分低下，但是這些公司的內部也充滿活力，樂于接受更為經(jīng)濟的管理方式。我們通過引進高效的治理結構和流程，新的技術以及財務會計規(guī)程，對這種發(fā)展給予了支持。

The German machine tool industry is supreme across the globe. As things stand, the entire German industry, the manufacturing industry in particular, enjoys a strong reputation. In your opinion, what does it take to make the German industry powerful and long-lasting?
德國的機床工業(yè)是世界首屈一指的，事實上整個德國工業(yè)特別是制造業(yè)一直以來都享有盛譽，在您看來德國工業(yè)強盛不衰的原因是什么？

Germany has a unique mix of large corporations and SMEs as well as a good combination of industry and high-value technical services. With a share of GDP well above 20%, industry in Germany is far more important than in other developed countries like Great Britain or France, for example. Its success is based, among other things, on its decades-long experience as an export world champion. Especially Germany’s SMEs play an important role in this: 60% of the products made by approximately 1,200 “hidden champions” go to export. Their experience has provided them with a deep understanding of their international customers’ needs. Plus,they are mostly privately owned by their founders or founding families who have a strong influence on the firms’ organizational culture. Also, with their top managers often being personally liable, they focus on sustainability in the sense of long-term success rather than short-term profit. However, in order to stay successful in a changing and highly challenging competitive global economic environment, those companies urgently need to use the opportunities the digital transformation of industry – Industry 4.0 – offers.
德國大企業(yè)與中小型企業(yè)的組合十分獨特，而工業(yè)與高價值技術服務的契合度也很好。德國工業(yè)占GDP的比重超過20%，相比其他發(fā)達國家而言，如英國或法國，工業(yè)對于德國具有更為重要的意義。德國工業(yè)獲取成功的原因有許多，其中一個就是數(shù)十年來作為全球出口“冠軍”所獲取的經(jīng)驗。特別是德國的中小企業(yè)在其中發(fā)揮了重要作用：60%的出口產(chǎn)品均由大約1200個“隱形冠軍”所生產(chǎn)。它們的經(jīng)驗讓它們對國際客戶的需求了如指掌。另外，它們大多數(shù)都是創(chuàng)始人或創(chuàng)始家族的私有公司，這對公司的組織文化會產(chǎn)生深遠影響。同時，因為它們的高層管理者通常承擔個人責任，他們更專注于可持續(xù)發(fā)展，即長期成功，而非短期利潤。然而，為了在這個急劇變化、高度競爭的全球經(jīng)濟環(huán)境中處于不敗之地，這些公司都亟需抓住工業(yè)數(shù)字化轉型，即工業(yè)4.0所帶來的機遇。