"Previously a consultant at McKinsey, where he'd offered advice to Lenovo, Hu joined the company in 2009. After developing his awareness of technology-enabled change at an advisory firm, Hu relished the opportunity to put his knowledge into practice as an IT executive at a blue-chip firm. "It was good to be advising people, but I wanted to have the accountability," he says. "The consultants advise, but the ultimate ownership resides with the people who are executing. I wanted to be part of the team that was doing the work and owning the results.""
"The mountain Lenovo was attempting to conquer when Hu joined the firm in 2009 was globalisation. The organisation was eager to avoid separate silos for regional entities, such as the Americas, Europe and Asia, and the business transformation was closely tied to IT change and an attempt to ensure the organisation benefited from globalised systems. "We wanted to be one company," he says, referring to the link between business and digital strategy. "And in that sense, it's something that I've always believed, which is that the technology is a manifestation of where the business wants to go, and it's an embodiment of its strategy.""
Art Hu serves as global CIO at Lenovo and faces significant challenges in leading IT amid near-constant change. Hu moved from McKinsey to Lenovo in 2009 to gain accountability and implement technology-enabled change. The initial strategic priority was globalisation, removing regional silos across the Americas, Europe and Asia and deploying globalised systems. Hu treats technology as a direct embodiment of business strategy and emphasizes the link between business and digital strategy. Hu prioritizes continuous transformation, operational ownership, and actively executing initiatives rather than remaining in an advisory role.
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