联想集团国际化和董事会建设（B）

This case series comprises Cases (A), (B), and (C). Case A covers Lenovo Group’s announcement to acquire the PC division of IBM in December 2004 through the completion of the acquisition in February 2005. Case A primarily explores the basic environment of the PC industry and the position of Lenovo before the merger, as well as various estimations of the merger made by the media, the business community, internal parties within Lenovo Group, and other parties. By reviewing the many and varied comments reported by the media, students can put themselves in the position of management in the period before the acquisition and discuss a series of complex problems Lenovo’s senior management team faced. Questions raised in Case A include: How should Lenovo’s management team prioritize construction of the board of directors among the many problems they face? And what were the options to consider concerning governing models? Case B describes the Lenovo/IBM transaction, which was approved by the U.S. government in March 2005 although detailed acquisition issues were not yet resolved. Three private equity investment firms proposed their intentions to sit on Lenovo’s board of directors. In Case B, the general governing model raised in Case A leads to questions concerning how to construct the board of directors. Case C is set in early 2009, when William Amelio, president and CEO of Lenovo, was forced to resign and Liu Chuanzhi, founder of Lenovo, was reappointed. Within four years of the acquisition of IBM’s PC business, China was once again the foundation of Lenovo’s market, and the old-style Lenovo methods of governing international enterprise were once again in use. Was this a means of expediency, or was it an ice-breaking advance in Chinese global management competence? Was Yang Yuanqing, current CEO of Lenovo, or other Chinese entrepreneurs capable of managing transnational companies?