Name: 為什麼施耐德電機的 Olivier Blum 曾猶豫不決，最終卻決定接任 CEO 大位？ (Why Schneider Electric’s Olivier Blum Hesitated on Becoming CEO — And What Made Him Say Yes)
Uploaded: 2026-03-06T18:15:13.000Z
Duration: 32 min 20 s

動名詞

Every leader's journey is shaped by a handful of defining decisions, those moments of risk, doubt, and conviction that influence their lives and careers.

每位領導者的旅程都由幾個關鍵的決定形塑，那些充滿風險、疑慮和信念的時刻，深刻影響著他們的人生與職涯。

to 不定詞

In this podcast, we get to hear the stories behind those choices.

在這個 podcast 中，我們將聽到這些抉擇背後的故事。

Welcome to Executive Decisions with me, Steve Sedgwick.

歡迎來到「Executive Decisions」，我是 Steve Sedgwick。

In this episode, I speak to Olivier Bloom, the CEO of energy tech company Schneider Electric.

在這集節目中，我將與能源科技公司 Schneider Electric 的執行長 Olivier Bloom 對談。

I think when you take a CEO role, it's a very important commitment.

我覺得當你接任執行長一職時，這是一個非常重要的承諾。

I'm not this kind of person that do that, you know, for one year, two years.

我不是那種做一年、兩年就走的人。

So if I accept it because I want to commit.

所以我接受是因為我想要有所承諾。

Olivier Blum has been at Schneider Electric for 32 years.

Olivier Bloom 在 Schneider Electric 待了 32 年。

That longevity, along with his experience across several parts of the business, have given him a deep understanding of the company.

這樣長久的任期，加上他在公司各個部門的豐富經驗，讓他對公司有深刻的理解。

But that doesn't mean he's not open to debate.

不過這不代表他不會接受討論。

They prefer this kind of management style of relationship where you are challenged, you put things on the table, but at the end of the day, you are in charge, which means you are accountable.

他們比較喜歡這種關係式的管理風格，你會有挑戰，你會提出想法，但最後還是由你做決定，這也代表你需要負責。

He talks about why decisive leadership matters and how stepping away helps him find clarity on his biggest choices.

他談論了果斷領導為何重要，以及暫時抽離如何幫助他釐清最重要的決定。

The most important business decision that I take, I take them when I run, when I practice, when I'm in the mountain.

我做的最重要的商業決策，都是在我跑步、練習、在大山裡的時候做的。

These are Olivier Bloom's executive decisions.

這些都是 Olivier Bloom 的 Executive Decisions。

我對 Schneider Electric 非常瞭解。

It's a company I've learned lots about in the last decade.

這是我過去十年學到很多的公司。

To start, you make my life very difficult.

說真的，你讓我的人生變得好難。

Well, look, if I have to define myself, I would say I'm a very passionate person.

嗯，你看，如果我必須定義我自己，我會說我是一個非常熱情的人。

So whatever I do, I do it at 100% or more.

所以我做的任何事，我都會做到百分之百或更多。

I like to have a kind of freedom in everything that I do in my personal life or professional life.

我喜歡在我做的任何事情上，無論是個人生活還是職業生涯，都能擁有一種自由。

So I would say my passion and my commitment is really always proportionate to my level of freedom when I feel I can really impact, when I can really have a positive impact on everything that I do.

所以我會說，我的熱情和我的承諾，總是與我的自由程度成正比，當我覺得我真的能產生影響，能對我所做的一切產生正面影響時。

I was lucky enough to meet this company, Schneider Etrix, 32 years ago, and I'm still there.

我很幸運能在 32 年前遇見這家公司 Schneider Etrix，而且我還在那裡。

So, yeah, I've enjoyed the journey so far.

所以，是的，到目前為止我都很享受這段旅程。

Let me go backwards and find out a little bit more about your backstory as well.

讓我們先往回追溯，多瞭解一點你的背景故事。

告訴我，Olivier Blum 小時候是怎麼樣的？

Before I started my professional life, I wanted to be a rugby player.

在我開始我的職業生涯之前，我曾想當一名橄欖球員。

I think I had a bit of skill, but I was not working enough.

我覺得我有點天賦，但我沒有足夠努力。

And what I've learned through my professional life is there is no mystery, you know, even if you have a bit of, you are gifted, you have a bit of talent, at the end of the day, if you want to be good at something, you have to train hard.

而我在職業生涯中學到的是，沒有什麼奧祕，你知道嗎，即使你有點天賦，有點才能，歸根結底，如果你想在某件事情上做得好，你就必須努力訓練。

And probably I've learned that it took me too long, probably.

而且我可能學到的是，我花費了太長時間，可能吧。

And if I knew that when I was a boy, maybe I would have been a professional rugby player.

如果我小時候就知道這一點，也許我就會成為一名職業橄欖球員了。

But I applied at least that learning in my professional life and I think I put a bit more energy in my work and that has helped.

但我至少把這個學到的東西應用到了我的職業生涯中，我認為我付出了更多的精力在我的工作上，這很有幫助。

我認識的成功人士，沒有一個人。

But when I look at and like you, I love those analogy with sport.

但我看著你，我很喜歡你用運動來做比喻。

But when you look at the most talented spirit sport player in the world, you take Jordan in basketball, you take Mbappe in soccer or whatever, maybe they have all of this.

但如果你看看世界上最有天賦的運動員，像是籃球界的喬丹，足球界的姆巴佩，或是其他運動，他們可能都具備這些特質。

But what I've learned is they have one characteristic.

但我學到的是，他們有一個共同的特點。

I mean that they apply more than the other, they work more than the other, they train more than the other.

我的意思是，他們比別人付出更多，比別人更努力，比別人訓練更多。

所以我不太相信你天生就有天賦。

I think you can build new muscle, but you can build those new muscle to be more strategic, to be good at that or whatever.

我認為你可以鍛鍊出新的肌肉，而且你可以鍛鍊出這些新肌肉，讓你更有策略性，更擅長某件事。

But you just have to train more, to practice more, you know.

但你就是得多訓練，多練習，你知道的。

So I agree with you, but I think that that's probably the most important characteristic.

所以我同意你的看法，但我認為那可能是最重要的特質。

So you realized you weren't going to be a sportsman and then just tell me a little bit about your latter stages of education and who was your mentors as well.

所以你意識到自己不會成為運動員，然後跟我說說你後來的教育，以及你的導師是誰。

Just tell me a little bit about growing up and how people helped you make decisions.

跟我說說你成長的過程，以及人們是如何幫助你做決定的。

So I was really, really lucky to have a pretty good leader when I was in the commercial organization when I started.

所以我在剛開始進入公司的時候，很幸運有一位很棒的領導者。

And I would say the most important moment was in 2001 when I was called by the CEO of Schneider before Jean Pascal, Henri Lackman, to become his chief of staff.

我認為最重要的時刻是 2001 年，當時 Schneider Electric 的執行長 Henri Lackman 在 Jean Pascal 之前找我，要我擔任他的首席幕僚。

And I really asked to myself, why did he ask me to do the.

我當時真的問自己，為什麼他會找我做這件事。

But I've learned so much being close to him.

And I was lucky between Henri Lackman at that time and then Jean Pascal to spend a large part of my career close to amazing leader.

而且我很幸運，在 Henri Lackman 和後來的 Jean Pascal 身邊，我職業生涯中有很大一部分時間都跟著很棒的領導者。

And I've learned so much from those people.

You know, they did not tell me much actually, but they challenged me a lot.

你知道的，他們其實沒有跟我說太多，但他們給我很多挑戰。

They are not kind of people who tell you should do that or that or that or that.

他們不是那種會直接告訴你該做什麼的人。

But they challenge you, they raise the bar.

但他們會挑戰你，不斷提高標準。

And you have to capture those signals sometime.

You know, I remember my first executive committee as a chief of staff.

你知道的，我還記得我第一次擔任執行長幕僚長時，參加了執行委員會。

I entered to make a presentation that I prepared with the CEO at that time.

我進去做了一個當時我和執行長一起準備的簡報。

And I started to be attacked by all the executive community member.

然後我開始被所有執行委員會的成員攻擊。

And he did not say anything and he was just looking at me, you know, how I would react in such an hostile environment, you know.

他什麼也沒說，只是看著我，你知道，看我在這種敵對的環境下會如何反應。

And I went back home and I said to my wife, I think that was my last day at Schneider, you know, but what I mean, it was more indirect leadership, indirect coaching, you know, and that has been so powerful.

我回家後跟我太太說，我想那是我在 Schneider 的最後一天了，但我的意思是，那是比較間接的領導、間接的指導，而且那真的非常強大。

But again, you are so fortunate when you are close to those people and you observe the, the way they work and you spend time with them, you know, it's.

但話說回來，當你接近那些人，觀察他們工作的方式，跟他們相處時，你真的很幸運，你知道，這就是。

What did you think when you thought, oh, this is my last day at Schneider, this is the career I want.

當你心想「喔，這是我在 Schneider 的最後一天了，這是我想要的職業生涯」時，你當時是怎麼想的？

I'm, you know, I'm working on these amazing people.

我，你知道，我跟這些很棒的人一起工作。

That was not a big problem at that point of time, you know, I think it was.

那時候那不是個大問題，你知道，我想當時是。

I would have loved to escape the company at that point of time.

But no, and joke aside, I stick to the job and I've learned so much.

但沒有啦，開玩笑的，我還是留下來繼續做，而且學到好多東西。

I don't often respond well to feedback when I was, certainly when I was younger.

我以前不太能好好接受意見回饋，尤其是我年輕的時候。

I think I'm getting better as I get older, but I find it quite hard sometimes.

我覺得隨著年紀增長，我變得比較好了，但有時候還是覺得有點難。

Being present, feeling rested, feeling that you are in a good mood to make decision or whatever is also true for feedback.

保持在當下，感覺休息好了，感覺心情不錯，適合做決定，或是其他任何事情，這對意見回饋也是一樣的。

Sometimes those feedback hurts, but they are so useful sometimes.

有時候那些意見回饋會讓人受傷，但它們有時候又非常有幫助。

I don't say, I don't react when I don't like necessarily those feedback, but feedback is a gift at the end, you know, you.

我不會說，我不會立刻有反應，如果我不是那麼喜歡那些意見回饋，但意見回饋最終都是一份禮物，你知道的。

I used to be very defensive at one point of time on my career, on those 360, you know, that you do in leadership.

在我職涯的某個階段，對於那些 360 度領導力評鑑，我以前真的很防禦。

And I was always trying to bring an explanation to the feedback.

而且我總是試圖為那些意見回饋找解釋。

But at the end of the day, you know, feedback is a perception.

但說到底，意見回饋就是一種看法。

That's how you are perceived in the world.

You know, it's about emission and what I meet when I speak to you.

這關乎你傳達出來的訊息，以及我跟你交談時的感受。

如果別人對你的看法是負面的，那就代表。

It means that it's black and it's not white.

這就是負面的，而不是正面的。

So I try to reflect a lot on those feedback and I guess I'm less and less emotional and all that because maybe I feel a bit more rested than I used to be.

所以我試著 많이 思考那些意見回饋，我想我越來越少情緒化了，可能是因為我覺得自己比以前休息得好一點。

字幕列表影片播放

為什麼施耐德電機的 Olivier Blum 曾猶豫不決，最終卻決定接任 CEO 大位？ (Why Schneider Electric’s Olivier Blum Hesitated on Becoming CEO — And What Made Him Say Yes)

perception

meditation

commitment

tough