Lenovo Case Study

PROJECT MANAGEMENT IMPROVES LENOVO’S
STRATEGY EXECUTION AND CORE COMPETITIVENESS
I. Background
In recent years, the personal computer (PC) industry has been developing by
leaps and bounds. Global sales of PCs totaled 230 million units in 2006,
representing a 9 percent increase over the previous year. Lenovo has a
product line that includes everything from servers and storage devices to
printers, printer supplies, projectors, digital products, computing accessories,
computing services and mobile handsets, all in addition to its primary PC
business, which made up 96 percent of the company’s turnover as of the
second quarter of 2007.
Since its acquisition of IBM’s Personal Computing Division in May 2005,

Lenovo has been accelerating its business expansion into overseas markets.
The company transferred its corporate headquarters from Beijing, China to
Raleigh, North Carolina, USA. Today, the group has branch offices in 66
countries around the globe. It conducts business in 166 countries and employs
over 25,000 people worldwide. Lenovo is organized into four geographical
units: Greater China, America, Asia-Pacific, Europe, and the Middle East and
Africa (EMEA). Within each unit there are functional departments that include
production, transportation, supply chain management, marketing and sales.
Sales outside of Greater China compromised 59 percent of the company’s
total turnover in the second quarter of 2007.
II. Challenges
Before 2004, multinational PC makers like Dell and HP were experiencing

difficulties localizing their business in the Chinese market and thus did not
pose a serious competitive threat to Lenovo. However, their operations began
to have a major impact on Lenovo market share in 2004, particularly among
key accounts—mandating better execution and core competitiveness in order
to increase market share and improve business performance.
III. Solutions
In order to address these challenges, Lenovo proposed substantial changes to

its business model and strategy in 2004, employing a project-focused
approach to develop its corporate strategy. Specific steps taken were:
1
Implementing project management as the tool for executing corporate
strategy
1. After confirming the company’s overall corporate strategy, Lenovo set

about organizing priority tasks that required multi-department
cooperation into projects, referred to as strategic projects. Strategic
projects differ from R&D projects in that time and cost cannot be used as
yardsticks for success. Such projects may be about expanding into new
markets, solving underlying problems, enhancing organizational
efficiency, integrating strategic resources or improving employee
satisfaction or capabilities. In the past, some strategic planning had not
been followed up on sufficiently but the application of strategic project
management solved this problem; strategic projects began to actually be
executed and generated results.
2. Lenovo also established a Project Management Office (PMO) to

coordinate strategic projects. Beginning in 2004 and early 2005, Lenovo
put in place the processes and the organizational structure for its PMO. It
also formalized the relationships between strategic leaders and the PMO
and budgeted resources for the office. Subsequently, all of Lenovo’s other
departmental regulations needed to conform to PMO regulations, with
detailed regulations being outlined by specific business departments.
However, Lenovo’s PMO did not interfere with projects administratively;
rather it offered training and established standardized procedures. Lenovo
employees see the PMO as a kind of resource rather than an
administrative facility. Designating a PMO as an administrative facility is
one of several things that have doomed such offices in the past, but
Lenovo’s office has thrived, winning the company’s excellent team award.
The company believes that certain conditions must exist in order to
successfully utilize project management: First, a company must face a
challenge (i.e. an external factor that demands it to do so); second, the
office must be prioritized by the company leadership; third, the office
must be led by a professional team in order to guarantee that company-
specific systems are developed; and finally, it must conform with the
company’s organizational culture and be appreciated. Otherwise it’s hard
to execute.
3. Lenovo also earmarked money for strategic implementation. Previously,

completed strategic plans were not financially supported. But with the
strategic shift, the leadership set aside additional money to execute
projects outside of the original budget and to provide bonuses for those
involved—paving the way for the successful execution of strategic plans.
Valuing project management professionals
2
1. Lenovo sent its top talent in project management to take the PMP®
certification exam and apply project management standards. PMP®
certification is developed and managed by Project Management Institute
(PMI) which is the largest professional project management institute in the
world. The PMP certification is the most authoritative and influential of its
kind and is the only certification genuinely recognized and accepted
globally within the project management discipline. PMP® certification
conforms to A Guide to the Project Management Body of Knowledge
(PMBOK® Guide), the standards issued by PMI. The PMBOK® Guide is also
recognized and accepted internationally by premier authorities in
standards. After Lenovo’s acquisition deal with IBM’s PC business, Lenovo
project managers needed a shared platform to communicate with and
manage teams in different countries. As the de- facto global standard for
project management, the project management standards of PMI helped
Lenovo standardize its processes. Starting from its functional departments
(e.g. R&D, supply chain management, etc.) Lenovo selected a group of
key professionals to receive training in project management and sit for the
PMP® certification. The returning professionals catalyzed project
management in their respective functional departments and trained other
team members.
2. A hierarchy of project management positions was introduced within the

company, in line with the position structure set up by the company’s
human resources department. Lenovo Corporate Research & Development
introduced this position structure between 2000 and 2001. Different levels
for engineers included assistant engineer, deputy engineer in charge,
engineer in charge, managing engineer etc. Professionals were appraised
by experts annually on two fronts: First, based on their knowledge base,
namely their background and relevant understanding; second, based on
their performance, for example their ingenuity in R&D. In 2006, Lenovo
kicked-off a global reshuffling of its positions. As an example, the
company’s sales division is broken up into sequential levels such as
assistant salesperson, sales manager and consultant. Positions are
associated with salaries, but company regulations limit the percentage of
employees at each level. For example, top-level positions can only occupy
five percent of a given team. Full-time project managers can advance
within the company’s project management hierarchy. There are over 100
full-time project managers in Lenovo, but nearly all staff of lenovo have
participated in some projects. The hierarchy builds a professional ladder
for project managers, serving as a channel for project management career
development.
IV. Major Achievements
3
Lenovo’s experimentation in project management significantly advanced the
transformation in its corporate strategy and improved its business model. The
company’s project-oriented approach improved teamwork and leveled the
playing field; team culture and corporate culture have been promoted; an
innovative spirit has been instilled; and international integration has been
improved. In terms of the market results, Lenovo’s adaptation of project
management has improved the company’s core competitiveness with
improved delivery and customer satisfaction. In turn, distinctive performance
was delivered: In 2006, the company had a market share of seven percent in
the global PC market, led only by Dell and HP. Its total turnover was USD 14.6
billion, a rise of 10 percent over the previous year.

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How did Lenovo implement project management as a tool for executing corporate strategy?

What steps did Lenovo take to value project management professionals?

PROJECT MANAGEMENT IMPROVES LENOVO’S

STRATEGY EXECUTION AND CORE COMPETITIVENESS

Since its acquisition of IBM’s Personal Computing Division in May 2005,

Before 2004, multinational PC makers like Dell and HP were experiencing

In order to address these challenges, Lenovo proposed substantial changes to

1. After confirming the company’s overall corporate strategy, Lenovo set

2. Lenovo also established a Project Management Office (PMO) to

3. Lenovo also earmarked money for strategic implementation. Previously,

Valuing project management professionals

2. A hierarchy of project management positions was introduced within the

IV. Major Achievements

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