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我记得当年宣布正式并购IBM全球个人电脑业务的那一天,全场掌声热烈,之后他们告诉我,鼓励的是我们的勇气,而不认为我们会成功。并购后也确实不是一帆风顺。2008年全球金融危机出现后,联想的业务一个季度曾经亏损2.26亿美元,那时联想已经站在悬崖边上。原先的经验又不够用了,克服新危机需要新办法。这时候联想采取了包括改组领导层在内的一系列紧急措施,从那以后形势确实发生了突出变化,营业额、利润、市场份额都有了大幅增长。那时候其实暴露的一个问题是文化磨合问题,不同企业来的人,
I remembered the day when I announced the formal acquisition of IBM’s global PC business, the audience applauded and they told me that it was our courage to encourage, and did not think we would succeed. After the merger is indeed not easy. After the global financial crisis in 2008, Lenovo’s business suffered a loss of 226 million US dollars in a quarter, when Lenovo was already standing on the edge of the cliff. The original experience is not enough, and new ways of overcoming the new crisis are needed. At this time Lenovo adopted a series of emergency measures including the reorganization of the leadership. Since then, the situation has indeed undergone remarkable changes with a substantial increase in turnover, profits and market share. At that time, in fact, one of the problems exposed was culture run-in problem. People from different enterprises,