Lenovo-IBM: Bridging Cultures, Languages, and Time Zones Integration Challenges (B)

Stahl, Günter and Köster, Kathrin (2013) Lenovo-IBM: Bridging Cultures, Languages, and Time Zones Integration Challenges (B). WU Case Series, 5. WU Vienna University of Economics and Business, Vienna.

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The focus of this case lies in the post-merger integration issues that Lenovo had to master in order to extract full value as well as synergies from its acquisition. The time span analyzed is from the merger until approximately one year after. The case describes the "Best of Both Worlds" integration approach adopted by Lenovo and the top management team's attempts to set aside egos and learn from each other, as well as to make decisions that are in the best interest of the new company, e.g., the decision to move the corporate headquarters to the US and to use English as the working language. The case illustrates the significant cultural differences separating the two companies and draws attention to the first major difficulties starting only eight month after the merger when the new CEO, Steve Ward, was replaced by Bill Amelio, an ex-Dell executive. This raised questions as to whether Lenovo was able to build a diverse top management team that could successfully run a global business.

Item Type: Paper
Keywords: Lenovo Group / Mergers and Acquisitions / IBM Corporation / Internationales Management
Classification Codes: RVK QP 450, QP 305
Depositing User: ePub Administrator
Date Deposited: 16 May 2013 11:22
Last Modified: 22 Oct 2019 00:41
URI: https://epub.wu.ac.at/id/eprint/3872

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