You can genuinely care about your job, want to succeed, and want to bring success to your organization at Lenovo, but unfortunately a large portion of the people you need to rely on to accomplish those goals will not share your passion, and you end up burning out as a result.
There are a lot of under-qualified or completely unqualified people in key roles that are a drag on the rest of the team and they are rarely moved or fired due to performance. There are many places to "hide" organizationally where you can under-perform, or have very little on your plate in terms of workload. There are also smart, talented people who receive no training, guidance, or opportunity and are underutilized which is a shame.
At Lenovo, your skills in office politics will get you much farther than your job performance. This is true in both the US and especially in China.
While you are treated with respect, you are still very much a bar code in the grand scheme of things. HR partners cover hundreds of people and are generally unavailable to anyone under the Director level, and have piles of paperwork. In 5+ years at the company I've had maybe 5-10 minutes of face time with HR, most of which took place during the interview process. Time spent at the company is not valued, and you are no more/less valuable to the company than someone who can do your job and just walked in off the street. I've also had serious issues that have gone ignored for almost a year.
The company is somewhat disorganized, processes are not optimized or even followed in some cases, and the solution to bottlenecks is usually to hire more people instead of solving the underlying issues, which just complicates things further.
It seems like Lenovo would rather hire 10 people for $10k/year that make millions of dollars worth of mistakes than spend $100k on hiring 1 person who makes minimal mistakes, can actually handle the job they are assigned, and could save the company millions. This is especially true in China where average salaries are lower and there are more positions to fill.
Finally, while Lenovo has plenty of strategies and resources devoted to developing and implementing them, there is frequently no cohesion between organizations. Different units/teams/etc. have conflicting KPIs and despite everyone having the same over-arching goals, no one is unified or aligned on how to achieve them. The strategies themselves usually lack a concrete "how". It's a lot of talk about vague "enhance this" or "improve that", with no mention of how this is going to happen. At the end of the day the strategies just become words on paper.
