In 2005, Lenovo Group completed its acquisition of IBM Personal Computer. In the midst of controversy, the group began its integration of the PC division. At first, the new group had a foreign CEO, but when the economic crisis took hold, Chinese senior managers began returning from overseas, taking senior positions, and turning Lenovo’s fate around. Why such a circuitous route to success? How does Lenovo sum up its experiences and lessons learned? How can Chinese companies learn from these experiences when undertaking future overseas acquisitions?