Lenovo's corporate culture

The development course of upstairs association

Individuals and enterprises develop synchronously-Lenovo's corporate culture concept has changed from the youthful ambition of "What will the world be like if human beings lose Lenovo" to the mature self-confidence of "Lenovo is by your side". As the representative of national high-tech enterprises in China and the leader of IT industry, Lenovo Group has achieved "every year, every day, we are making progress" with the belief of being realistic, enterprising and innovative during the fifteen years of development. At the beginning of the new millennium, Lenovo Group ranked first in PC sales in the Asia-Pacific market and first in China's most valuable brand computer industry with a market share of 8.5% in the third quarter of 1999, achieving a new historical leap. The emergence of Lenovo is not a myth, but behind it is an inexhaustible source of power for the survival and innovation of modern high-tech enterprises, that is, the power of strong corporate culture.

Lenovo's corporate culture, in the words of President Liu Chuanzhi, is people-oriented. Some people think that only innovative enterprises that are ahead of the times in the West will put forward the slogan "People are more important than profits". Chinese enterprises can only agree with the people-oriented management thought in theory, but can't really realize it. But approaching Lenovo, you will find that the core idea of "integrating employees' personal pursuit into the long-term development of enterprises" has rich connotation and practical deduction.

Entering Lenovo is to create success.

Lenovo believes that the productivity of talents is the foundation of enterprise development, the truth, goodness and beauty of human nature is the foundation of enterprise management, and the cultivation and rational use of talents is an important internal cause to enhance Lenovo's comprehensive strength. Therefore, Lenovo proposes to provide every employee with equal opportunities for development. Employees and enterprises depend on each other, promote each other and succeed together. On this basis, many employment thoughts with associative characteristics are summarized, and a unique employment view is formed.

Lenovo not only looks at academic qualifications, but also looks at ability, not seniority and performance. In the selection and appointment of talents, they have a set of standardized means and processes. Employing and selecting people is not determined by a person's subjective judgment, but on the basis of comprehensive evaluation of quality and ability, the right person is placed in the right position. Some people complain that Lenovo's employment procedures are too complicated, but Lenovo repeatedly contacts talents and helps him find a suitable fulcrum before using manpower. Through this fulcrum, he can maximize his expertise and release his potential. Lenovo advocates the theory of talent growth, which is commonly known as the insole theory of the company. Employees should start from basic work and grow up step by step. They have a set of operational requirements from strategic objectives to organizational structure to job responsibilities, and formulate measurable indicators and incentive mechanisms for performance management to identify good horses in horse racing. Every employee may enter Lenovo in a certain period of time, and his education level will be high or low, but as long as he has the ability and has created remarkable achievements, he can be reused and developed. In Lenovo, some people were promoted three times in one year because of their outstanding performance, and some people were reused only three months after joining Lenovo.

Lenovo's pursuit is to provide you with a stage without ceiling, where you can give full play. There are two roles in an enterprise, one is a small role on a big stage, and the other is a big role on a small stage. Lenovo is a big stage for young people to gather. The average age of employees is 29 years old, and more than 80% have a bachelor's degree. Today, the manager of a subsidiary that has created 6 billion benefits is only 35 years old. In the past few years, Lenovo's business has grown at a rate of 100% every year. Due to the rapid development of business, the requirements for the quality of employees are constantly improving, which gives the young people here a huge development space and a stage for free display. Working in Lenovo, almost everyone will feel the pressure and load from work, because they have to constantly undertake work beyond their ability. In Lenovo, you will always be a "small horse-drawn cart", because once you grow into a big horse, there will be a bigger cart to pull for you, which also forces employees to constantly put forward higher requirements for themselves in the process of promotion and cope with the pressure and challenges of work.

The cultivation of human resources is also an investment.

Lenovo believes that the cultivation of human resources is also an investment, and should not focus on short-term losses, but on long-term interests. The improvement of everyone's ability will benefit the enterprise endlessly. It is Lenovo's educational philosophy that small companies do things and big companies behave themselves. Lenovo divides talents into three levels: those who can do a good job independently, those who can lead a group of people to do a good job, and those who can assess the situation and have the ability to see the end at a glance. People at these three levels, whether in management series or technology series, can find a stage to display their talents and ambitions in Lenovo and find a road suitable for their own development.

Lenovo regards every employee as an indispensable member of the enterprise, recognizing that everyone has their own abilities and advantages, and constantly provides opportunities to improve their abilities and develop their potential. They have a complete training system. On the first day, new employees should receive induction training, identify with Lenovo values, and cultivate customer awareness and cooperation spirit. Ordinary employees have the opportunity to receive vocational skills training, including the strengthening of modern office skills and communication skills, the improvement of technology and quality, and the knowledge of market and service. For management cadres, Lenovo's concern makes them not only department leaders, but also successful shepherds. For middle-level leaders, Lenovo pays attention to their ability to lead the team and the spirit of unity. Lenovo people at every level have the opportunity to further develop on their own basis. Lenovo believes that if training investment is regarded as spending money, it will not be bold to let go. Lenovo regards employee training as a kind of venture capital and an indispensable investment for enterprise development. Lenovo Computer Company spent 4.5 million yuan on training in 1999, and the per capita training cost was more than 3,600 yuan. In Lenovo, the principle of doing things is to do things right, not to people, and to allow failures. The improvement of ability can only be based on constantly summing up the past. Therefore, Lenovo encourages people to have innovative performance. Only innovation can embody their own characteristics, win greater opportunities and finally achieve development.

Corporate culture becomes details.