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CITATION

Qiao, Gina and Conyers, Yolanda. The Lenovo Way: Managing a Diverse Global Company for Optimal Performance. New York: McGraw-Hill Education, 2014.

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

Authors: Gina Qiao and Yolanda Conyers

Published:  August 2014 Pages: 272

eISBN: 9780071837255 | ISBN: 9780071837248
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  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Foreword by Liu Chuanzhi
  • Foreword by Yang Yuanqing
  • Yolanda’s Story: Gateway to China
  • Gina’s Story: Merging Cultures
  • Chapter 1 Going Global
  • Protect and Attack
  • Chapter 2 The Birth of the World’s #1 PC Company
  • Built on the Ashes of the Cultural Revolution
  • Playing Catch-Up in the Computer Tech World
  • The Birth of a Legend
  • Stringing Pearls in the Business World
  • Growing Beyond China
  • The Creation of a Homegrown Brand
  • Early Strategy: Build a Meritocracy
  • Build Incentives to Achieve a Loyal Workforce
  • The Rise of a Marketing Star
  • What to Do When Market Share Erodes
  • Do What We Say, Own What We Do by Liu Chuanzhi
  • Chapter 3 Managing a Corporate Culture Clash
  • The Long-Term Lenovo Strategy Emerges
  • Early Exposure: Lenovo’s IPO
  • Stripping Down to Core Competencies
  • The Importance of Branding: A New Look
  • Don’t Acquire Before It’s Time, but Be Ready to Grow
  • Leverage the Employees Who Are Ready for Change
  • Fu Pan: Self-Critique for Success
  • Make No Assumptions When Dealing with Different Cultures
  • The Announcement That Rocked the Business World
  • A Postmerger Period Rife with Misunderstanding
  • One Lenovo Strategy: Cultivate a Zero Mindset
  • Different Business Practices Can Get Lost in Translation
  • The Lenovo Way: Put the Needs of the Company First
  • Slow It Down: Give Everyone in the Room a Chance to Understand
  • One Company with Two Systems
  • Remember Just How Important Communication Is
  • Don’t Discount the Small Stuff: Even a Gesture Can Boost Morale
  • Get Personal: Speaking from the Heart Cuts across Cultures
  • Chapter 4 Leading through Chaos
  • Changing of the Guard
  • Bridging the East/West Divide
  • Bring in a Change Agent
  • Creating a Corporate United Nations
  • Highlight the Strengths and Identify the Weaknesses
  • Interview People Face to Face
  • Corporate Cultures Can Be as Distinct as National Cultures
  • Identify the Positives and Build from There
  • Motives Can Be Misunderstood
  • Transforming a Culture Is Never a Rush Job
  • Chapter 5 Global World, Global Thinking
  • Changing Culture Is in the Details
  • Customize the Playbook for a Total Global Overhaul
  • Beyond Diversity
  • Redefine Diversity for the New Global Reality
  • Embrace and Understand Your Company’s Core Values
  • Put Teams in Place Who Will Drive Change
  • Defining the Economics of Trust
  • Build Mutual Respect by Paying Attention to the Details
  • Cultural Training Starts in the C-Level Boardroom
  • Put Diversity into Action
  • Look through a Different Lens
  • Develop a Clear Business Strategy
  • Establish Universal Protocols for Communication
  • Never Assume a Common Definition
  • Using Lean Six Sigma
  • Simplify Your Key Performance Indicators
  • Be Consistent When Rewarding Performers
  • Manage How the Team Comes Together and Executes
  • Leading at Lenovo by Yang Yuanqing
  • Chapter 6 Protect and Attack
  • Be Unpredictable—It Keeps the Competition Guessing
  • Leadership Changes
  • Observe and Learn
  • Grabbing the Wheel
  • Streamlining and Empowering the Leadership Team
  • Rules of Engagement Must Be Modeled by Senior Leaders
  • Our Founder Does an Intervention
  • Strip Down Your Corporate Values and Identity the Essentials
  • Keep It Simple
  • Chapter 7 The 4 Ps for Business Success
  • Plan
  • Perform
  • Prioritize
  • Practice
  • The Innovation Triangle in Action
  • Chapter 8 Sharpen Global Leadership Skills
  • International Assignments and Job Rotations Are Key to Professional Development
  • International Postings Change Perspectives
  • Going Overseas Leads to Invaluable Skill Transfers
  • For Families, an Overseas Assignment Can Be a Tough Call
  • Discovering the Things We Take for Granted
  • Transferring Company Spirit
  • Both the IAs and the Local Offices Benefit from Mutual Mentoring
  • Individual Role Models Serve as Critical Cultural Bridges
  • Chapter 9 The 5th P: Pioneer New Products and Conquer New Frontiers
  • Pioneer: Expand Beyond Core Businesses and Capture New Customers
  • Entering the PC+ Era
  • Attack with Bold New Marketing Strategies
  • Partnerships and Acquisitions Increase Our Global Footprint
  • Leveraging Big Blue—Again
  • Leapfrog over the Competition
  • Protect and Cultivate the Home Turf
  • Evolve and Reorganize When Necessary
  • With Each New Acquisition, the Integration Process Begins Again
  • Be Quick to Get Everyone on the Same Page
  • Follow the Blueprint for Sustainable, Long-Term Success
  • Notes
  • Acknowledgments
  • Index
  • About the Authors