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据研究发现,企业在并购后的第一年,被并购方47%的高管会离开;在头3年里,被并购方75%的高管会离开。联想并购IBM的PC部门,一个重要目标就是获得IBM的研发和市场能力,而这种能力的载体是管理者和员工。如何保持原IBM人力资源队伍的稳定,让联想有充分的时间吸收、消化各种能力并培育自己的国际化人才,是联想并购整合面临的又一挑战。平衡的艺术为了保证原IBM的管理层稳定,联想在并购整合过程中可谓是煞费苦心。“我们要提升效益,我们要实现协同效益,就得裁员重组,原来的IBM高级副总裁史蒂夫下不了手,因此我们就挖了一个高手。”在CEO的人选上,杨元庆考虑了很多。为了并购初期的
According to the research, 47% executives of M & A side will leave in the first year after M & A; in the first three years, 75% executives of M & A side will leave. Lenovo’s acquisition of IBM’s PC division, an important goal is to get IBM’s R & D and marketing capabilities, and this capacity is the carrier of managers and employees. How to maintain the stability of the original IBM human resources team, so that Lenovo have sufficient time to absorb, digest a variety of capabilities and nurture their own international talent, Lenovo merger and integration is facing another challenge. Balanced art In order to ensure the stability of the original IBM management, Lenovo mergers and acquisitions in the process can be described as painstaking. “We want to enhance efficiency, we have to achieve synergy, we have layoffs and reorganization, the original IBM senior vice president Steve off, so we dug a master. ” In the CEO’s candidate, Yang considered a lot of. For the initial acquisition