This series uses the Mergers and Acquisitions Synergies Framework to explore the careful way Lenovo managed cultural integration with IBM to become a world leader in computer sales.
How Lenovo management avoided miscommunication and took proactive steps to avoid obstacles that are common for the merger of two very different companies.
Lenovo made adjustments that influenced the way meetings were organized and conducted, along with other changes, to ensure behavioral/cultural differences would have little impact on the merger.
Lenovo recognized that leadership and the decision-making processes of management would contribute to the success or failure of the merger.
Being aware of the public perception can help soften the blows of media opposition. How Lenovo’s relocation to the US helped overcome some of the environmental concerns of the merger.
With differences in accounting standards and valuation, the Lenovo-IBM PC merger required attention to both the accounting and finance aspects of the business.
Lenovo is an example of a successful cross-border M&A, as it displays each of the components of the M&A Synergies Framework.