Birthday: 1964 1 1 month.
Ethnic group: Han nationality
Native place: Zhoushan, Zhejiang
Place of birth: Hefei, Anhui
Yang 1986 graduated from Shanghai Jiaotong University, and 1989 obtained a master's degree in computer science from China University of Science and Technology, and joined Lenovo Group in the same year. 1994, as the general manager of Lenovo Microcomputer Division; 1995, as assistant president of Lenovo group; 1996, promoted to vice president of the group; 1998, former senior vice president of the group and general manager of Lenovo computer company. In 2000, he served as senior vice president of Lenovo Group and president of Lenovo Computer Company. 200 1, as president and CEO of Lenovo group. On February 8, 2004, he became the chairman of Lenovo Group.
Yang is a national senior engineer who enjoys special government allowance. He is also a member of all-china youth federation, a director of China Entrepreneurs Association and a visiting professor at China University of Science and Technology. 1998 was rated as "Top Ten Outstanding Young People in Beijing", and 1999 was awarded the highest honor-"China May 4th Youth Medal" by all-china youth federation. Among the 20 Millennium heroes who promoted the development of Asia in Asia Weekly, he was chosen as one of the two representatives of Chinese mainland. In June 20001year, it was awarded the title of "Asia Star" by Business Week Asia Edition.
[Edit this paragraph] Memorabilia of People
From 65438 to 0986, Yang graduated from Shanghai Jiaotong University, majoring in computer science, and in the same year he entered graduate department of China University of Science and Technology for further study. 1989, Yang entered Lenovo Group.
199 1 year, Yang was appointed as the general manager of the CAD department of Lenovo Group. Since he took office, the business volume of this department has increased by more than 100% every year, and he has won the "Best Agency Award in the World" from Hewlett-Packard Company of the United States for many times.
From 65438 to 0994, Yang became the general manager of Lenovo Computer Company. Under his leadership, Lenovo sold 42,000 computers with its own brand, ranking the top three in the China market. Yang was praised as a "sales wizard" and a "star of science and technology" by all walks of life in China. Yang was 29 years old.
1995, Yang served as senior vice president and vice chairman of the executive committee of Lenovo Group and became a core member of the decision-making level of Lenovo Group. 1998, Lenovo computers grew at a rate of more than 130%, ranking among the top three in the domestic market with an annual sales volume of105,000 units, becoming the only domestic brand computer product among the top five manufacturers in the domestic computer market.
From 65438 to 0996, Lenovo Computer Company led by Yang won the first place in PC sales in China. At the same time, we will expand our own brand product line and invest R&D, manufacturing and sales resources in server products and notebook computer products.
From 65438 to 0997, Lenovo Computer continued to maintain the number one PC sales volume in China market, representing China brand entering the top six brands in Asia-Pacific for the first time.
From 65438 to 0998, Lenovo computer jumped to the fifth place in the Asia-Pacific market (excluding Japan), and it was the only computer manufacturer among the top ten manufacturers in the Asia-Pacific region whose market share and ranking rose for five consecutive quarters. 1998 The/kloc-0.0 millionth computer manufactured by Lenovo went offline.
In 2000, the president of Yang Ren Lenovo Computer Company, Lenovo computer sales reached 2.62 million units, ranking first in Asia (excluding Japan) again, and notebook sales 1 10000 units, ranking first in China market for five consecutive quarters. The product line has been further enriched, and its own brand products have developed to almost all information front-end equipment and components, including computer boards, complete machines, server products, notebook computer products, information household appliances, digital assistant equipment, consumer electronics products, digital output products and information value-added services.
From 1999 to 200 1, Yang made in-depth and enlightening analysis and research on the influence of Internet on information products represented by computers and the influence of e-commerce accompanying the Internet on all links of traditional manufacturing industry. The ideological and practical achievements of this period are mainly reflected in Yang's important works, such as The Third Transformation of Information Industry, Lenovo and China E-commerce Growing Together. Yang believes that the Internet age has given China enterprises (both traditional enterprises and IT enterprises) an excellent opportunity to keep up with the pace of the world. Based on this idea, at the Lenovo swearing-in meeting on April 20th, 20001,Yang solemnly announced Lenovo's development strategy in the next few years, that is, Lenovo's future positioning: high-tech Lenovo, service Lenovo and international Lenovo.
Because of Yang's outstanding contribution to Lenovo and China's information product manufacturing industry, he was awarded the title of 1993 Outstanding Youth of China Academy of Sciences (Beijing), 1994 Nomination Award of "Star of Youth Science and Technology Entrepreneurship" in Beijing, 1996 Second China Outstanding Youth Science and Technology Entrepreneurship Award, 1997 China Academy of Sciences,/. In the same year, he was selected by Asia Weekly as one of the two representatives of Chinese mainland among the 20 Millennium heroes who promoted the development of Asia. In June 20001year, it was awarded the title of "Asia Star" by Business Week Asia Edition.
[Edit this paragraph] President and CEO of Lenovo Group
At the swearing-in meeting of Lenovo in fiscal year 2000, Liu Chuanzhi officially awarded the dark blue Lenovo flag to Yang. With the formal curtain call of Yang, the first generation director who created Lenovo legend, young people began to step onto the historical stage of Lenovo. This shift in focus was regarded by Hong Kong News as "the management headed by Yang has been accepted by the market, and Lenovo has really entered the post-Liu Chuanzhi era". Yang will face a game he has never met before. The positive solution of this game comes not only from his opponent, but also from the pressure that the company transmits all the time.
The victory of the brave
For Yang, this is a major change in his career, and for Lenovo, this change is the inevitable result of the third strategic choice that determines Lenovo's fate: Lenovo is split into two new Lenovo groups and Digital China Group according to its own brand and distribution organization. In the "era of Liu Chuanzhi", Yang, who developed PC business and saved Lenovo from danger, walked from behind the scenes to the stage and had the opportunity to release his energy in Lenovo to the maximum extent.
When the PC industry in China reached its first peak in 1995, Lenovo Group ranked 56th among the 500 largest industrial enterprises in China, and Yang, who was in charge of personal computer business at that time, became the backbone of Lenovo. Yang, who is used to doing business in Lenovo, has always set high standards for himself. In 2000, Yang proposed Lenovo's first "three-year plan", which divided its business into six business groups: consumer IT, handheld devices, information services, enterprise IT, IT services and parts/OEM manufacturing. Yang's goal for all these businesses is to achieve a turnover of 26 billion in fiscal year 200 1. In the three-year plan, Lenovo's annual growth rate will reach 50% and its profit will reach 40%. By the end of fiscal year 2003/4, the turnover of Lenovo Group will reach 60 billion.
Achieving this goal will undoubtedly make Lenovo a top giant enterprise in China IT industry. Through this goal, people can still see the courage shown by young Yang after he took charge of Lenovo, although this is almost an impossible task. According to the financial figures for 2002/3 released by Lenovo in Hong Kong in May 2003, Lenovo's total business in 2003 was HK$ 20.23 billion (equivalent to about RMB 2 14 billion). However, in the past three years, Yang, who bears the burden of a new generation of business leaders, has frequently added history to Lenovo's memorabilia, and people can still see that the distance between executives and strategists is gradually shortening.
row against the flood/stream/tide/wind
In the bleak cold wind of IT industry, from 200 1 to 2003, Lenovo once took several strides in line with its identity. Although it can't achieve rapid results in the three-year plan, it is a Lenovo-style big step based on extensive reference to excellent enterprises, which is indispensable for Lenovo's future development. At the beginning of taking over Lenovo at 200 1, Yang visited more than 20 international enterprises.
In June 5438+February, 2002, Lenovo launched a technology conference called "Legendary World". Yang categorically expressed his determination to create the image of "technology association" in order to change Lenovo's strategy of "pure market lineage" and win a favorable seat for the digital convergence era. In order to make "associated application" the final standard, almost all the troubles came from Lenovo after the establishment of "Flash Link". After China Telecom was brought into the alliance camp, Lenovo tried to quickly improve the industrial chain required by the standard, promote "related applications" and expand the number of users, and finally made the "related agreements" rise to the national standard.
In order not to let people think of Lenovo only in PC three years later, and to make Lenovo a successful enterprise like Samsung, Yang's work in Lenovo in the past three years has been diversified. After Yang designed six business groups, Lenovo's business also entered the four fields of mobile phone manufacturing, IT consulting services, insurance software and telecom system integration through acquisition or holding.
Since 1992, Lenovo has set up seven overseas branches in Europe and America, but it is far from internationalization. In April 2003, when Lenovo changed its bid, Yang listed international Lenovo as the development focus.
At this point, it can be said that the Lenovo layout characterized by "technology, service and internationalization" has taken shape. For Yang, the real problem is how to carry out this strategy to the end. After becoming a media figure, what Yang did was far more impressive than what he said. How to connect the four fields that have entered into one, and finally form a comprehensive market solution through services, this integration is not so much a test of Lenovo's research and development ability and execution ability, but rather a test of Yang's ability to grasp Lenovo's direction.
Face a "deadlock"
Since 2004, there have been endless criticisms of Lenovo's performance, because Lenovo's turnover stopped at HK$ 20 billion and failed to achieve the goal of HK$ 60 billion set by Yang for Lenovo in three years. Lenovo, which had been growing at a high speed for a long time, entered a two-year "stalemate" state and met the ceiling in the process of growth.
In a letter to employees, Yang strongly reminded employees, "Why didn't it be done in three years? Why did Lenovo lose its passion and ambition? " At the same time, I also summed up the shortcomings of my leadership in the past three years. "The excessive pursuit of high growth and diversification does not match limited capabilities and resources, leading to extensive cultivation of Lenovo's business." At the same time, he admitted that there were many obstacles in his three-year career. No matter horizontal development (diversification) or vertical development (internationalization), there are countless difficulties and hardships for enterprises. Let's not talk about diversity, let's talk about duality. When the business changes from one yuan to two yuan, it is a complicated process. In this process, Lenovo can learn how to transplant its own core competitiveness, how to establish its own core competitiveness, and so on. It is even more difficult to talk about internationalization, but this hurdle must be overcome. If you don't take it, it's not a question of whether you can become an international brand, but whether you can survive.
For Lenovo, it is sometimes difficult to stick to it at different stages of development. In any case, it is still too early to draw conclusions about the first three years of Lenovo era led by Yang. No enterprise can keep harmony with the capital market forever, and the only choice is to stick to its own direction. This is Yang's consistent style.