联想重建企业文化（Lenovo rebuild corporate culture）.doc

联想重建企业文化（Lenovo rebuild corporate culture） He didnt do anything to help the CEO rebuild his management team and corporate culture. On May 27, 2010, lenovo reported its 2009/2010 results. Chairman liu chuanzhi successfully fulfilled his promise, as of March 31, 2010, lenovo group, the total sales of about $16.605 billion, $129 million profit, reversing the losses of about $226 million last year. At the same time, according to the results, in the past four quarters, lenovo in each quarter performance outperform the global PC market, in the last two fiscal quarter sales growth, more than the main competitor. The groups PC sales grew 28.2 percent year on year, and the market share reached an all-time high of 8.8 percent. From December 31, 2008, liu chuanzhi reacted as chairman of lenovo group and released the results in 2009/2010, which lasted 512 days. Thats not enough time for a giant company that sells more than $16 billion. But Mr Liu feels differently than he has done several times in the past. This time is better than before. I used to have a rare situation where I could talk first. ndash; One year turned the losses around. I was not so sure when I was really dying. In 1997, is the most typical Hong Kong lenovo big loss, my mind on how to borrow money to cover losses, readjust structure has ideas, but can be implemented according to my idea, not too big hold in my heart. Now Yang yuanqing is mature and I am mature. In the process of running an enterprise, we have to live every year. Everything is different. We have experienced it all at the end. Throughout the ; Lenovos fourth quarter results attributed much of the improvement to clear strategy at the start of the year. ndash; Considering the limitation of resources, lenovo no longer pursues full flowering, but has developed ldquo; To defend and attack. Strategy: to protect the core business of Chinese market and global business, stabilize market share and pursue profit. At the same time attack the fast-growing