摘要
In 2009 February, Lenovo Group, the biggest PC maker in China, announced that company founder Liu Chuanzhi resumed his position as chairman of the board. Since Lenovo bought IBM's PC business in 2004, Liu gradually left the center of power. After the merger, cooperation among the top management had been a great challenge: this became more prominent in the aftermath of the 2007 financial crisis and it was made even worse by Lenovo’s losses beginning in the third quarter of 2008. At this critical moment, in order to strengthen the confidence of the board of directors, Liu Chuanzhi, who had handed power over to Yang Yuanqing, had to return. Would the 65-year-old legendary veteran be able to lead Lenovo in creating another growth miracle? This case, which presents the development of Lenovo Group and Liu Chuanzhi’s leadership and management theory, is suitable for MBA or EMBA leadership courses.
源语言 | 英语 |
---|---|
页数 | 18 |
出版状态 | 已出版 - 1 1月 2010 |
案例编号
OB-14-090案例规范编号
OB-14-090-CE案例类型
Library更新日期
2016-06-23来源
China Europe International Business School关键词
- Executive Succession
- Leadership
- Lenovo Group
- Liu Chuanzhi
- PC industry
案例学科表
- 组织行为
- 人力资源管理
案例行业表
- 制造