book

The Lenovo Way: Managing a Diverse Global Company for Optimal Performance

by Gina Qiao, Yolanda Conyers

August 2014

Intermediate to advanced

272 pages

5h 13m

English

McGraw-Hill

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Protect and Attack
Built on the Ashes of the Cultural RevolutionPlaying Catch-Up in the Computer Tech WorldThe Birth of a LegendStringing Pearls in the Business WorldGrowing Beyond ChinaThe Creation of a Homegrown BrandEarly Strategy: Build a MeritocracyBuild Incentives to Achieve a Loyal WorkforceThe Rise of a Marketing StarWhat to Do When Market Share ErodesDo What We Say, Own What We Do by Liu Chuanzhi

The Long-Term Lenovo Strategy EmergesEarly Exposure: Lenovo’s IPOStripping Down to Core CompetenciesThe Importance of Branding: A New LookDon’t Acquire Before It’s Time, but Be Ready to GrowLeverage the Employees Who Are Ready for ChangeFu Pan: Self-Critique for SuccessMake No Assumptions When Dealing with Different CulturesThe Announcement That Rocked the Business WorldA Postmerger Period Rife with MisunderstandingOne Lenovo Strategy: Cultivate a Zero MindsetDifferent Business Practices Can Get Lost in TranslationThe Lenovo Way: Put the Needs of the Company FirstSlow It Down: Give Everyone in the Room a Chance to UnderstandOne Company with Two SystemsRemember Just How Important Communication IsDon’t Discount the Small Stuff: Even a Gesture Can Boost MoraleGet Personal: Speaking from the Heart Cuts across Cultures
Changing of the GuardBridging the East/West DivideBring in a Change AgentCreating a Corporate United NationsHighlight the Strengths and Identify the WeaknessesInterview People Face to FaceCorporate Cultures Can Be as Distinct as National CulturesIdentify the Positives and Build from ThereMotives Can Be MisunderstoodTransforming a Culture Is Never a Rush Job
Changing Culture Is in the DetailsCustomize the Playbook for a Total Global OverhaulBeyond DiversityRedefine Diversity for the New Global RealityEmbrace and Understand Your Company’s Core ValuesPut Teams in Place Who Will Drive ChangeDefining the Economics of TrustBuild Mutual Respect by Paying Attention to the DetailsCultural Training Starts in the C-Level BoardroomPut Diversity into ActionLook through a Different LensDevelop a Clear Business StrategyEstablish Universal Protocols for CommunicationNever Assume a Common DefinitionUsing Lean Six SigmaSimplify Your Key Performance IndicatorsBe Consistent When Rewarding PerformersManage How the Team Comes Together and Executes
Be Unpredictable—It Keeps the Competition GuessingLeadership ChangesObserve and LearnGrabbing the WheelStreamlining and Empowering the Leadership TeamRules of Engagement Must Be Modeled by Senior LeadersOur Founder Does an InterventionStrip Down Your Corporate Values and Identity the EssentialsKeep It Simple
PlanPerformPrioritizePracticeThe Innovation Triangle in Action
International Assignments and Job Rotations Are Key to Professional DevelopmentInternational Postings Change PerspectivesGoing Overseas Leads to Invaluable Skill TransfersFor Families, an Overseas Assignment Can Be a Tough CallDiscovering the Things We Take for GrantedTransferring Company SpiritBoth the IAs and the Local Offices Benefit from Mutual MentoringIndividual Role Models Serve as Critical Cultural Bridges
Pioneer: Expand Beyond Core Businesses and Capture New CustomersEntering the PC+ EraAttack with Bold New Marketing StrategiesPartnerships and Acquisitions Increase Our Global FootprintLeveraging Big Blue—AgainLeapfrog over the CompetitionProtect and Cultivate the Home TurfEvolve and Reorganize When NecessaryWith Each New Acquisition, the Integration Process Begins AgainBe Quick to Get Everyone on the Same PageFollow the Blueprint for Sustainable, Long-Term Success

Content preview from The Lenovo Way: Managing a Diverse Global Company for Optimal Performance

Index

Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.

Accountability, 80

Acquisitions

announcement of, 48–50

bias with, 60

different business practices with, 55–57

global footprint increased by, 198–199

of IBM PC, 1, 2, 3–4, 5, 9, 33, 35, 42, 45, 48–50

integration with, 206–207

of Motorola Mobility, 9, 201–202, 206

revenues with, 49

salaries and compensation with, 57

stability after, 60