Lenovo’s Powerful Potential Global Market Position

This last week I was with Lenovo going over their server, storage, and networking strategy as they continue their pivot to become one of the last remaining hardware focused vendors in a market more often defined by change than focus these days.  One of the things that strikes me as a huge competitive advantage is that unlike most technology companies that are based in either the US or Asia, Lenovo is pretty much evenly balanced between the US and China putting them closer to a future model of being more of a global company than one located in any one country. Let’s explore that this week. To read the complete article, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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Lenovo’s DCG and Purpose-Driven Innovation

Mergers and acquisitions in the tech industry tend to follow a common script with most of the focus of reporters, analysts and other interested bystanders attuned to the acquiring company, not the one being purchased. That makes a lot of sense in most cases but not all, and Lenovo’s 2014 acquisition of IBM’s System x group is one of the outliers. Why is that the case? Because just as it did with its purchase of IBM’s PC organization and assets in 2006, Lenovo intended the System x deal to fundamentally transform its business and market focus. Prior to 2006, Lenovo was a minor, if well-regarded, China-based PC vendor. Buying IBM’s PC group, which included the Thinkpad and other well-established business product lines, allowed the company to step fully into the big leagues and, eventually, into the global PC sales leadership position it occupies today. To read the complete article, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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HANA Alliance Deepens for Lenovo & SAP

IT vendor alliances and partnerships are more fragile than most of those involved would be willing to admit. Typically, companies ally to pursue specific strategic or market objectives. But in a fast-moving industry like IT, yesterday’s strategies often become as fragrant and desirable as last week’s forgotten gym socks. Partnerships are also often associated with specific executives, withering easily if or when those individuals move on. But the most extreme cases of alliance dysfunction occur around corporate acquisitions. In those situations, it’s common as grass for the involved parties to babble happy platitudes even while they and their customers scramble for the exits. So it is truly remarkable when a strategic alliance not only survives but deepens and improves after one of the partners is acquired. That’s certainly the case concerning Lenovo and SAP, along with the new products and solutions announced at the latter’s Sapphire NOW 2016 conference in Orlando. To read the complete article, CLICK ON AUTHOR’S BYLINE NOTE: This column was originally published in the Pund-IT...

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Why Lenovo Dominates the SAP Hana Market

It is kind of amazing how much Lenovo has changed in the last 15 years or so. In 2001, I doubt most of us had even heard of the company and then they bought the IBM PC product group, along with one of the most iconic PC brands; ThinkPad. Most recently they bought IBM’s System x x86 server business, and on a call last week SAP confirmed that Lenovo sells over 50% of the solutions for SAP’s HANA. SAP Hana is one of the leading analytics engines and it has been designed and tuned to run on x86 platforms. These implementations tend to be large and sell well into the enterprise space which, outside of PCs, hasn’t been a Lenovo strength historically. Consider also that IBM’s System x business was under resourced to a near starvation level and carried massive IBM overhead so it is wonder it even operated let alone came to dominate a critical market segment like SAP HANA. I think it was the result of three things; applied stress, an unusually close relationship with SAP, and Intel. Read more at http://www.tgdaily.com/enterprise/157256-why-lenovo-dominates-the-sap-hana-market#M56KgYATXqHaJmD8.99 NOTE: This column was originally published in the Pund-IT...

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Lenovo + Juniper: Leveraging the Partnership Model

There are two ways to approach a complex solution opportunity. One is to fully integrate and build it all in-house. This path has been taken by HP and Cisco with regard to the hyperconverged solutions. The other is to partner with vendors whose offerings complement your own, and this is the path that Lenovo and Juniper Networks are on. Let’s talk about the advantages and disadvantages of each approach, then conclude with some comments on the Lenovo/Juniper effort. For more information, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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