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联想集团组织架构调整:调整为Lenovo业务和Think业务两大集团
今天联想集团董事局主席兼 CEO 杨元庆给公司内部发邮件,宣布联想集团组织架构调整。此次调整将联想旗下业务拆分为 Lenovo 业务集团和 Think 业务集团。其中 Lenovo 业务集团由交刘军负责,主要负责 Lenovo 品牌的消费和商用电脑、笔记本电脑,平板电脑以及智能手机、智能电视等业务。而 Think 业务集团交由 Peter Hortensius 负责,主要负责 Think 品牌的台式机,笔记本等硬件业务和各类型的企业服务,着重高端商业消费市场的拓展。由于 Think 是联想最优质品牌资源,因此 Think 也被赋予了在高端市场抗衡苹果和三星的使命。

另据腾讯科技的梳理,自 2009 年以来,联想已经进行了多次架构调整。2009 年,联想曾按照市场将业务划分为成熟市场与新兴市场两大业务集团。伴随这一调整,联想还按照产品结构成立新的 Think 产品集团及 Idea 产品集团。2012 年 1 月初,联想集团再次进行架构调整,将全球业务划分为四个大区,分别是:中国市场、北美市场、EMEA 市场 (欧洲、中东及非洲) 和亚 太 - 拉美市场。 今日联想集团内部宣布,公司将进行新的组织架构调整,调整之后公司将会分成两大业务集团:Lenovo 业务集团和 Think 业务集团。

以下是杨元庆内部邮件全文:

各位同仁,

大家知道,我们的市场在发生着日新月异的变化,我们正在进入全新的 PC+ 时代。今天的联想,早已不再是一味争取市场份额的个人电脑厂商。今天的联想,是全球个人电脑行业的领军者,更是全球 PC+ 领域中迅速崛起,不容小觑的竞争者。

几年来,我们成功进军了消费个人电脑和 MIDH 等新业务领域。我们的营业额从 140 亿美元增长到上个财年的 300 亿美元,业务规模已经翻番,并在每个季度仍然保持着超越大市的增长。然而,越是业绩喜人,势头强劲之时,我们就越是要提高效率,注重成效。联想一定可以做得更好!在新的市场竞争中,面对机遇,我们要先行一步,掌握主动;面对挑战,我们要未雨绸缪,有备而动。

我们要考虑的因素如下:

随着业务规模的不断扩大,我们目前的管理跨度比以往任何时候都大。以前我们是规模小得多的,仅有个人电脑业务,甚至主要是商用个人电脑业务的公司。而今天,我们的管理任务已经截然不同。我们的成长速度远超竞争对手,但我们的效率还有很大的上升空间。

进一步来说,不同的业务需要不同的业务模式和技能。想在消费业务 / 交易型业务中取胜,靠的是速度和效率。而企业级 / 关系型业务靠的是最佳的品质和定制化服务。而两者都需要在各自业务模式的范围内进行适当的创新,并实现端到端的整合 ---- 从产品开发和设计,到用以满足具体需求的供应链管理,到营销和帮助拓展市场的其他职能,等等。

而我们目前基于功能块的组织结构已经成为了一个障碍。在功能型组织结构下,每个人需要多种技能,跨越多个领域,这导致协调合作比较困难,也往往造成决策缓慢。

日益响亮,但我们尚未充分利用这一品牌,使它成为我们强有力的竞争优势。我们曾经尝试在成熟市场推广 Lenovo 品牌,但我们发现,作为一个产品品牌,Lenovo 只在主流和低端领域有明显成效。而在高端产品市场,Think 是我们最好的品牌资产,也是唯一可以在高端市场与苹果一争高下的品牌。因此,我们要充分发挥这两个品牌在各自细分市场上的潜能,在最大程度上实现各自的价值。我们要清晰化和简单化我们的品牌策略,让市场更清楚地理解 Lenovo 和 Think 这两个产品品牌各自的定位,由此更好地服务于业务的拓展。

现在,我们已有了足够的规模,能够投入充足的资源,在各个领域术业专攻,各个击破,赢得胜利。因此,我们要再次革新,让我们的组织结构确保我们在下一轮的增长中实现更高的目标。在此,我宣布一项重组计划,建立两个新的端到端的业务集团。本计划自四月一日起将正式生效:

Lenovo业务集团(Lenovo Business Group,简称LBG),由刘军领军,致力于推进主流的消费和商用台式电脑、笔记本电脑和平板电脑的业务。此外,LBG将继续推进在MIDH产品组合上全方位的高速增长,特别是智能手机业务在中国的持续增长和全球拓展,以及在智能电视等新领域的投资。

Think业务集团 (Think Business Group,简称TBG),由Peter

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