????據(jù)聯(lián)想兩位高管的介紹，在收購一家外國公司時(shí)，需要考慮以下三個(gè)基本點(diǎn)：

????1.真正融入多樣性。2009年，聯(lián)想發(fā)現(xiàn)由聯(lián)想、IBM和戴爾（Dell）前高管組成的新領(lǐng)導(dǎo)團(tuán)隊(duì)，并沒有完全意識到需要把公司融匯成一個(gè)整體來經(jīng)營?？狄z說，當(dāng)時(shí)每個(gè)人都有自己的一套做事方法，結(jié)果變成了“三套體系，各自為政”。只有當(dāng)公司意識到文化融合不應(yīng)被壓抑而應(yīng)被重視時(shí)，員工才會真正感受到他們是一家國際化企業(yè)的一份子。

????2.抱著一切歸零的心態(tài)。并購后進(jìn)入新公司的員工往往想當(dāng)然，以為自己可以在新公司復(fù)制以往的成功經(jīng)驗(yàn)。在規(guī)劃公司戰(zhàn)略時(shí)，工作往往需要從頭開始，員工對這一點(diǎn)的充分理解是成功的必要條件。

????3.謙遜。謙遜是人和人之間嘗試了解雙方文化的基礎(chǔ)?！爱?dāng)一個(gè)人保持謙遜時(shí)，就會虛心接受新的觀點(diǎn)。這在任何一家國際化企業(yè)里都是必不可少的，”康耶絲說。（財(cái)富中文網(wǎng)）

????According to the Lenovo execs, here are three key components companies should consider when acquiring a company from a different part of the world:

????1. Live diversity every day. In 2009, Lenovo realized that the new leadership team, comprised of executives drawn primarily from Lenovo, IBM and Dell, was not fully committed to bringing Lenovo’s operations together into one fully integrated business. “There was this terminology of three rivers” as each created silos between themselves, said Conyers. It was only once the company realized that cultural integration shouldn’t be rushed and needs to be something constantly considered did workers feel like they were truly apart of one global firm.

????2. Have a zero-mindset. Too often, employees who come into a new company after a merger think that the success they had in the past can be replicated in the future with their new firm. Understanding that you often need to start from square one when outlining corporate strategies is essential to success.

????3. Have humility. Humility is the basis of any meaningful interaction between two people trying to understand each other’s culture. “When you have humility, you are humble and you are open to new ideas. That’s essential at any global company,” says Conyers.