联想的企业并购秘籍

    据联想两位高管的介绍，在收购一家外国公司时，需要考虑以下三个基本点：

    1.真正融入多样性。2009年，联想发现由联想、IBM和戴尔（Dell）前高管组成的新领导团队，并没有完全意识到需要把公司融汇成一个整体来经营。康耶丝说，当时每个人都有自己的一套做事方法，结果变成了“三套体系，各自为政”。只有当公司意识到文化融合不应被压抑而应被重视时，员工才会真正感受到他们是一家国际化企业的一份子。

    2.抱着一切归零的心态。并购后进入新公司的员工往往想当然，以为自己可以在新公司复制以往的成功经验。在规划公司战略时，工作往往需要从头开始，员工对这一点的充分理解是成功的必要条件。

    3.谦逊。谦逊是人和人之间尝试了解双方文化的基础。“当一个人保持谦逊时，就会虚心接受新的观点。这在任何一家国际化企业里都是必不可少的，”康耶丝说。（财富中文网）

    According to the Lenovo execs, here are three key components companies should consider when acquiring a company from a different part of the world:

    1. Live diversity every day. In 2009, Lenovo realized that the new leadership team, comprised of executives drawn primarily from Lenovo, IBM and Dell, was not fully committed to bringing Lenovo’s operations together into one fully integrated business. “There was this terminology of three rivers” as each created silos between themselves, said Conyers. It was only once the company realized that cultural integration shouldn’t be rushed and needs to be something constantly considered did workers feel like they were truly apart of one global firm.

    2. Have a zero-mindset. Too often, employees who come into a new company after a merger think that the success they had in the past can be replicated in the future with their new firm. Understanding that you often need to start from square one when outlining corporate strategies is essential to success.

    3. Have humility. Humility is the basis of any meaningful interaction between two people trying to understand each other’s culture. “When you have humility, you are humble and you are open to new ideas. That’s essential at any global company,” says Conyers.