Lenovo is the world's leading personal computer company. Lenovo Group is committed to creating superior personal computer, with innovation, efficiency and customer satisfaction oriented business model, and actively enter new markets. Formed by Lenovo Group and the former IBM Personal Computing Division, Lenovo is in the development, manufacturing and sales around the world, reliable, high quality, safe-to-use technology products and professional services. Lenovo operates in more than 60 countries worldwide to provide personal computer in more than 160 countries. Lenovo has approximately 26,000 employees worldwide.
Type of organisation learning Learnin in Lenvo can be identified as Adaptive learning according to Marquardt. Because Lenoval takes an action intedned to further an identified organizational goal; the action results in some internal or external outcome; a new action or modification of the previous action is initiated based on the outcome. There are many reasons forLenovo's success, but it can not be ignored that Lenovo has a very unique practice of organizational learning, making the company respond to changes in the environment, timely adjustment of organizational structure, management, and thus helps healthy growth.After in-depth understanding and careful analysis, I believe that there are several organizations learning styles in Lenovo: Learning from cooperation.
Lenovo and Hewlett-Packard fromed cooperation in the operation of the market, channel development and HR management, learning the partners management experience, Lenovo got the great benefit; now, Lenovo actively carry out international, domestic and technical cooperation in the computer industry with many well-known companies such as Intel (Intel), Microsoft, HP, Toshiba, maintained good relations of cooperation.Therefore, I have reason to say: Lenovo is a very good company learning from the cooperation partners. First of all, Lenovo had to learn to achieve their strategic goals as an important part. Secondly, although the association is the focus of cooperation in order to achieve their commitments: "the world's most advanced technology, the most efficient way to offer the cheapest prices to Chinese customers," but the deeper meaning is that to make up their own deficiencies.
Meanwhile, every partnership can do and actively absorb the most advanced technology, learning international companies in technology, product development, production management, organizational management and operation of the market, and many other management experience and the scientific method, and this can be used creatively to drive continuous improvement of their management level. Lenovo also learn from others in addition to learn something from outside the partnership, a very determined to the "learner", to learn from good competitors in the industry or other sectors of the business and customers. 2] Culture towards learning The ompany president Liu Chuanzhi repeatedly emphasized the cultural importance, an important task for human resources management is to establish a stable, high-quality, business objectives, corporate culture that promoting a strong sense of identity and belonging of the workforce. Maintenance of cultural identity for the whole enterprise plays an important role to maintain combat effectiveness.
Therefore, the company has taken several effective measures to ensure recognition of staff of the corporate culture, enhance their cohesion.First, the new staff after entering the company must be accepted "into the mold training", in-depth understanding of Lenovo's history, current situation, to accept the influence of corporate culture. Secondly, the company met to unify the people who are good at thinking through and implementing the corporate culture and business philosophy, decision-making criteria. With these simple but effective measures to form a stable company that has a strong corporate culture and core staff.The organizational learning theory states that only the formation of organizations shared mental models, organizational learning can be effectively carried out.
Therefore, the enterprise culture in promoting organizational learning identity has played a unique role. Culture of learning in the workplace Lenovo formed within the organization several simple but effective organizational learning mechanisms, including meetings, education and training, the system of procedure, committees and working groups and so on.Lenovo has always been known to love meetings. Lenovo will also have a lot of tricks of meetings: meeting for unity of thinking and the spirit of the oath-taking; having seminar comments to explore the work; coordination meeting.
Through meetings, not only unity of thinking and implemention the spirit is realized, but also realized exchanging experiences and collective wisdom to improve the scientific decision-making. Education and training is for unity of thinking, it is also an important way of individual learning.Lenovo's focus on full, all-round, the whole process of education and training has been initially built a better education and training system: from the new staff "into the mold," training, to accept the influence of Lenovo's corporate culture, to the senior officials and management training seminars ; from the theory of professional skills training to business seminars every year to engage consistently and continually to improve and perfect, and strive to come up with practical results.Through education and training, Lenovo has cultivated a stable, high-quality, business objectives, corporate culture of identity and belonging, the core staff team, created a group on the construction team. At the same time, Lenovo employees improve the ability to adapt to growing jobs, increasing personal qualities, personal growth.
In order to establish a strong leadership to improve the effectiveness of leadership, while strengthening information exchange and improve the decision-making, the company built a procedure system, ncluding: weekly morning meeting, general manager reporting daily work, arrangements for the deployment to solve specific problems; regular meeting once a month for general manager. Whatever rules of procedure, although very simple, but these can guarantee that members of both groups in solidarity, speaking out, brainstorming, but also unity of thinking. With great efforts to strengthen the integrated management of landscape, Lenovo plans to gradually set up an investment committee and technical committee, planning, leadership and coordination of group activities and research and development of major investment.Committee leadership will come from different departments, technicians and experts and scholars, to facilitate increased business investment and R & D leadership efforts.
It also set up special committees for specific tasks and working group to ensure rapid progress of the work focused and coordinated. Although the focus of this work to establish mechanisms for organizational learning, it will produce effect objectively to ensure and promote the mechanism for organizational learning. Organisational values and attitudes towards learningLenovo has been able to learn, because it has a very interesting President Mr. Liu, the president developed the "ostrich theory".
He stated that when two chickens are the same, one of them must think she is younger than another; when one is a turkey, the other is only a small chicken, One might feel very, very big, but the other thinkthey she is as large as the other. Only when you are ostriches, chickens by then will admit you. Puting forward the "ostrich theory" is to remind employees to have self-knowledge, do not overestimate their own strength too.If one wants to gain a competitive advantage, it is better than to have a very clear advantage.
It was with the "ostrich theory" as a guide to guide people’s attitude toward learning. External and internal forces impacting the culture When Lenovo grows, it had expereinced building partnership, alliances and undertaken merger and acqusitions. It is in the process of globalization and international strategy implmentation that Lenovo meets internal and external impacts.Like national culture, corporate culture has a historical basis and forms through a process of socialisation when members within the organisation have learned how to act accordingly (Schweber and LeVine, 1984). Very often, many components of the culture within the organization originate with founders or certain strong leaders who articulated them as a company philosophy or as a set of principles to which the firm should rigidly adhere and which underpin company policies.
Over time, these values and beliefs become embedded in how the company should conduct its business, are shared by management and employees, and persist as new employees are encouraged to adopt and follow the same values and practices. Gradually, corporate culture becomes an integral part of the organization. Meanwhile some scholars note that since culture has a historical basis and is socially constructed, it can be described as a product of successful adaptation to the environment.So it will resist to change that may occurs due to M&As or change in company’s strategy (Hofstede, 1980; Gordon, 1991). Therefore, difficulties may arise when one tries to modify another’s corporate culture during mergers and acquisitions (Schrader and Self, 2003).
As Lodorfos and Boateng (2006) assert, corporate culture represents an important element of the merger and acquisition process and its full strength is seen during an acquisition when two divergent cultures are forced to become one, which is likely to have a substantial impact on organizational performance and outcomes.Therefore, it is not surprising that a number of studies have shown that M&A often fails as the results of managers underestimating the importance of the people factor and cultural fit ((Hofstede, 1980; Gordon, 1991; Schrader and Self, 2003; Lodorfos and Boateng, 2006). [4] Policy impacting the learning culture Establishing a sound management system is constantly adjusting the organizational structure, based on this, the company also continues to accumulate experience, rules and systems, and strive to improve the organization and management, plug the loopholes and improve efficiency.Today, Lenovo Group has developed into six subsidiaries, dozens of business units, hundreds of branches, tens of thousands of employees of large enterprise groups. Since 1997 business integration, Lenovo and explore their own development in the management system, organization and incentives, such as the promotion of personal responsibility, leadership and subordinate interview system, the system of procedure leadership, reform pay system, the establishment of staff training system and so on.They also constitute the organizational learning necessary to ensure the smooth learning.
These policies provide an environment and incentive for learning. Brief evaluation of the effectiveness of this learning Lenovo Group is one of China's first enterprises to introduce and actively practicing the learning organization. Lenovo's growth development process and the development validate a number of proven learning organization management thinking.Through years of practice, Lenovo Group has formed its own distinctive "organizational learning fish" Created a model: start with the concept as a primary learning basis, "learning from competitors," "learn from customers", " learn from one’s own experiences " and other advanced learning concepts, and gradually built up the two major endogenous and exogenous learning system, supplemented by a sound mechanism for effective protection, and continuously adjusting the organizational structure to take the initiative to adapt to the market and customer needs, Lenovo Group is a results-oriented, emphasizing the development is the main tone for the business, it is a typical learning type enterprise.
