In Lenovo's view, we would never have achieved such a successful supply chain integration if we had simply tried to replace the Western-centric worldview of the IBM PC division with an Eastern-centric viewpoint. One of the common mistakes of many large organizations - both Eastern and Western - is to view the global market homogenously, and to force a homogeneous, one-size-fits-all company culture throughout its global operations. Doing that leaves good ideas and top talent out of the picture. Worldsourcing got its start, in fact, with internal efforts to forge a best-of-all world approach, training employees to engage with and understand the many cultures represented inside the company, and to exploit the unique ideas that emanate from such a diversity of thinking. Rather than divining and imposing a single corporate culture on the newly merged organization, Lenovo chose instead to forge a new culture based on common goals and shared values. Over time, applying the lessons learned from mining cultural diversity evolved to a worldsourcing approach to both the inputs and outputs of management, operations, and world markets.
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