Four years after the acquisition of IBM PCs by Lenovo, the company was suffering heavy losses. Why did this happen to Lenovo after a lengthy period of integration? Was it the integration of IBM PCs that caused Lenovo to sink, and what should Lenovo do next? Can it adjust its strategy and get out of the quagmire under the impact of huge losses? Through this case, we will try to explore, in the face of the long-term examination of international integration, how Lenovo summarizes the gains and losses of its four-year integration strategy, how it can regain synergistic value with IBM, and what strategy to use to re-adjust its integration strategy accordingly.