Lenovo coaching change- who is going to hop dance-.docVIP

 PAGE \* MERGEFORMAT 6 Lenovo coaching change: who is going to hop dance? From the enterprise life-cycle perspective, Lenovo is in a toddler stage companies, IBM is in a period of noble enterprise. In the toddler phase of Lenovo’s purchase of a noble enterprise business IBMPC period of division, it is like snake swallowing an elephant, digesting not only have to spend some time together, but the strategy needs to digest. Recently, the enterprises concerned joint study shows that among the companies expected synergies following the merger or synergies failed to materialize. Therefore, the Lenovo’s purchase of the rapid coaching change after the move I do not think this is what is the fuss of. The merger will always lead to conflict in corporate culture, and only through the best trained and highly talented management personnel will have ready and able to deal with related issues. If the whole digestive process likened to a dance if needed at different stages of the role are incompatible. The one person in the whole arena Tiaowan all the steps that really too hard, the best way is carried out in phases, different stages by different people to jump. Dance music began to who should jump? Toddler period, Lenovo’s acquisition of IBM’s personal computer business, you need to have a convergence process. In this integration process need someone to integrate the various aspects of the work. Who is better? Clearly, from when he was general manager of IBM’s personal computer business as Stephen M Ward, CEO of Lenovo Group, is the most insurance. With Stephen M Ward, you can help the smooth implementation of this phase of the integration work to accelerate the integration process. The Lenovo Group said second-quarter earnings: From May 2005 to complete the acquisition of IBM’s personal computer business since the company has made the following main results: customer retention and stability, Lenovo shipped a record high, market share and the acquisition of the Lenovo and I