Lenovo Corporation -- Chinese wisdom of a leading enterprise

Author: Chi Yuze
Publisher:
Publish Date: 2005-04-01
Features: Reaching the other side of the river is our goal, something everyone can see clearly. The challenge lies in how to build a bridge, how to make a boat, or how to learn to swim. To plunge into the water without knowing how to swim is nothing but a burst of foam and a comical tragedy. We should not want this; we should want to be heroes who can achieve results. — Liu Chuanzhi
The author attempts to use a theory of "making a game" to depict the growth history of Lenovo. Most Chinese enterprises do not understand the essence of a "game." Some who have a superficial understanding of it often fall into the trap of "devious strategies" and "clever tricks." Moreover, Chinese enterprises' focus is mostly on the stages of laying out the game, playing the game, and concluding the game, rarely do they truly care about what comes after or outside the game. Those who truly care about the game and what lies outside it are the ones with the potential to become leaders. They care about what comes after the game to ensure the company becomes a "long-lasting enterprise, a century-old brand"; they care about what lies outside the game for the sake of corporate social responsibility.
A true entrepreneur who treats business as a calling must possess three qualities in the complex economic life filled with power hunger, injustice, and force: passion for getting things done, the ability to maintain a distance from people and affairs, and a sense of responsibility that transcends vanity. The author has no intention of evaluating whether Lenovo is excellent or outstanding. He simply uses the story of this Chinese enterprise to remind every leader of Chinese enterprises: the art of business is not just about solving interpersonal relationships through rationality; ultimately, it returns to faith.
The author attempts to use a theory of "making a game" to depict the growth history of Lenovo. Most Chinese enterprises do not understand the essence of a "game." Some who have a superficial understanding of it often fall into the trap of "devious strategies" and "clever tricks." Moreover, Chinese enterprises' focus is mostly on the stages of laying out the game, playing the game, and concluding the game, rarely do they truly care about what comes after or outside the game. Those who truly care about the game and what lies outside it are the ones with the potential to become leaders. They care about what comes after the game to ensure the company becomes a "long-lasting enterprise, a century-old brand"; they care about what lies outside the game for the sake of corporate social responsibility.