What You Can Learn From Lenovo and IBM

When things go wrong, firms often focus on where to apply blame. However, writes Rob Enderle, buried inside Lenovo/IBM transactions is a method to move from processes that are akin to medieval medical practices to more modern diagnosis-based methods that are far more likely to be successful.

medieval medical
Credit: Thinkstock

I’m on Lenovo’s advisory council and the only member who covers both servers and PCs, so I’ve been able to observe the IBM PC Company acquisition and was just briefed on the IBM x86 Server acquisition. As a result, I’m seeing a repeat of the same successful process that was created to turn the IBM PC division from failure to market leader in the server division.

In both cases, the products weren’t the problem. It was that inside IBM these divisions couldn’t win and in Lenovo (realize this is still mostly on paper for the server division) they couldn’t lose.

It is rare you can move a unit with thousands of employees from one corporate environment and then move it intact to another and see what happens. In this case, what happens is kind of extraordinary and I think the learnings are far broader than just IBM.

Basically, over time companies develop layers of processes unintentionally and they slowly create a drag on the firm. It is so gradual that executives don’t see it happening and they don’t realize that the molasses like drag that surrounds them doesn’t have to be there.

Now, if they leave and go to a younger company, they often talk about how much easier things are to get done but rarely have the time to really analyze or communicate why that is. It just feels better. But when you do that at a company scale the change can be almost magical and in Lenovo it is very obvious. I’m going to cherry pick some examples.

Let’s talk about that.

Centralized Committee vs. Distributed Individual Decision Making

The older a firm gets the more likely it is to develop complex rules that make it difficult to make timely decisions. Layers upon layers of management are created, and to avoid one manager making a decision in a vacuum rules are put in place that cause the number of people required to make a decision to balloon out of proportion to a point where people only tangentially connected to an action feel their voice needs to be heard before a decision is made. In addition, the executive staff, which is located at headquarters, often not only is included in this process but gets the final vote.

This means that the people who are farthest from a decision are often the ones with most of the capability to make it. Not only does this make the process incredibly long, it puts the folks who have the least knowledge at the front of the line.

Younger firms like Lenovo tend to push decisions out to the edges so that the people closest to the problem are the ones who are missioned to find ways to fix it. Executive staff acts more like an executive resource and less like an impediment to those who have their feet on the street.

The example given at the meeting was that for a major customer problem in a large account it often took up to two weeks to get approval to start the fix, in Lenovo the fix could be completed in 24 to 48 hours.   This was from customer/account management testimony.

Legal Looks to Remove All Risks

In large old firms, legal departments appear to learn over time that the best path is to step in and prevent the firm from taking any risks. In effect, they become the insurmountable obstacle to getting things done.  

In a young company, legal is missioned to help the firms get things done with minimal risk but over time firms do get sued successfully. This makes the firm more and more risk-adverse so the legal department slowly shifts from being an enabler to becoming a near insurmountable barrier. And they are often not the only one, in one large firm I watched as the PR organization, which had been largely responsible for the success of a firm in the 1990s, became instrumental in the firing of that same firm’s CEO by becoming a barrier last decade.  

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