text: Lenovo's acquisition of IBM's businesses is arguably one of the greatest case studies on merging massive international enterprises. Though this acquisition in 2005 ultimately resulted in success, the integration of the businesses had a difficult and challenging beginning. Lenovo had employees from different cultures, different backgrounds, and different languages. These differences caused misunderstandings, hampering trust and the ability to build a new corporate culture. At the end of its first two years, Lenovo Group had met many of its original challenges, including integrating two disparate cultures in the newly formed company, maintaining the Think brand image for quality and innovation, and improving supply chain and manufacturing efficiencies. However, Lenovo had failed to meet a key objective of the merger: leveraging the combined strength of the two companies to grow volume and market share. In order to achieve success, Lenovo embraced diversification at multiple levels-  business model, culture, and talent. By 2015, Lenovo grew into the world's number 1 PC maker, number 3 smartphone manufacturer and number 3 in the production of tablet computers.
  In March 2017, Lenovo announced it was partnering with Fort Lauderdale, Florida-based software storage virtualization company DataCore to add DataCore's parallel I/O-processing software to Lenovo's storage devices.  The servers were reportedly designed to outperform Storage Area Network (SAN) SAN arrays.
  In 2017, Lenovo formed a joint venture with Fujitsu and the Development Bank of Japan (DBJ). In the joint venture, Fujitsu would sell Lenovo a 51% stake in Fujitsu Client Computing Limited. DBJ would acquire a 5% stake.