Jörgen Wigh

"The focus on proprietary products has become a cornerstone of Jörgen Wigh’s strategy, enabling the company to tap into higher-margin opportunities. It’s a far cry from the days of value-added distribution, where growth was more limited, and margins were thinner, largely due to the geographical boundaries of that business model."

"Jörgen Wigh not only recognized Lagercrantz’s potential to pivot into acquiring highly specialized businesses with proprietary products almost 20 years ago. He also set the company on a path for geographic expansion. With a strong cultural foundation and a decentralized approach, he successfully led Lagercrantz into new markets in recent years."

"Under Jörgen Wigh’s leadership, decentralization became not just an organizational structure but a guiding philosophy that unleashed entrepreneurship and local adaptability. By focusing on acquiring niche companies with their own, often long-lived products, Lagercrantz created a more stable and high-margin-oriented business. The establishment of the Niche Products division symbolized this new direction."

"The first step came with the acquisition of Nordic Alarm in early 2006, a leading Swedish provider of integrated security systems for high-security environments. It was a slightly different model—a system integrator—but aligned well with Jörgen Wigh’s goal of building market-leading positions in specialized technical niches such as security. The acquisition of Elpress, just a few months later, solidified this transformation."

"The new division: Niche Products In 2012, Jörgen Wigh made an important move that redefined Lagercrantz’s future. He established Lagercrantz’s fourth division, Niche Products. For the key role of leading the division, Wigh handpicked Jonas Ahlberg, a former management consultant and two-time entrepreneur. Until then, Lagercrantz had operated with just three divisions: Electronics, Mechatronics, and Communications. However, as the company expanded, not every acquisition fit neatly into these categories."

"As Jörgen Wigh pointed out, the central warehouse model presented a fundamental question: “Who owns the warehouse? Who is responsible for the warehouse?”"