联想2009(A):柳传志复出

Translated title of the contribution: Lenovo 2009 (A): The Role of Board Chairman in a Turnaround

Neng Liang (First Author), Ziqian Zhao (Participant Author), Mike Useem (Participant Author)

Research output: Other contributionCase Studies

Abstract

The case brings readers to February 6, 2009 just after Lenovo, China’s largest PC maker, had replaced its American CEO — the third time in the five years since Lenovo’s acquisition of IBM’s PC business. The leadership shakeup was seemingly caused by the worsening condition in Lenovo’s key target market and the disastrous financial loss that followed, but the deeper causes actually lay within Lenovo. Lenovo had undergone the trickiest internal challenges that a globalizing Chinese company could experience: retaining international executives during a time of severe financial distress, integrating two companies with different cultural roots, changed power relations on the Board, the awkward relationship between a Chinese executive Chairman and a foreign CEO. The case includes four video clips of case author’s interview with Liu Chuanzhi, non-executive Chairman of Lenovo’s Board of Directors, the protagonist of the case. The first two clips contain Liu’s answers to the first two assigned case questions (see Section 2: Suggested Assignment Questions). The third and fourth video clips can be used for the discussion of question 3 and show Liu discussing his view of the Board’s role, and his thoughts on making Lenovo “a family business without family ties” from a governance perspective.
Translated title of the contributionLenovo 2009 (A): The Role of Board Chairman in a Turnaround
Original languageChinese (Simplified)
Number of pages17
Publication statusPublished - 1 Dec 2014

Case number

OB-14-265

Case normative number

OB-14-265-CC

Case type

现场案例

Update date

2016-07-01

Published by

中欧国际工商学院

Keywords

  • 国际化
  • 接班
  • 联想
  • 董事会
  • 董事长

Case studies discipline

  • General Management

Case studies industry

  • Manufacturing

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