logo
Lenovo Sales Beat Estimates Though Profit Sags From PC Rivalry

Lenovo Sales Beat Estimates Though Profit Sags From PC Rivalry

Bloomberg22-05-2025

Lenovo Group Ltd. posted its fourth straight quarter of double-digit revenue growth, reflecting a growing lead in PCs as well as demand for AI servers.
The Chinese company reported a faster-than-anticipated 23% rise in sales to about $17 billion. But net income plunged a worse-than-expected 64% to roughly $90 million, reflecting a loss on derivatives and pricing pressures in a still-stagnant PC market.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Is AI something we need to embrace ... or survive?
Is AI something we need to embrace ... or survive?

Travel Weekly

time35 minutes ago

  • Travel Weekly

Is AI something we need to embrace ... or survive?

Richard Turen Consider this one in an ongoing series of columns that will eventually be written by AI, I'm sure. I was not anxious to open the door to this subject. Perhaps articles about AI's potential impact on our industry should best be written by those who study and design AI in the tech sector or at universities. Many travel advisors I speak to say they will embrace AI when it can do more. Some think it is a threat in terms of eliminating the need for professional, human advisors. Why, after all, rely on the travel knowledge and experience stored in one single brain when you can more quickly access the collective wisdom of tens of thousands? In our time together, I have not addressed in depth the potential impact of AI. I do not want to try to predict where it/we are headed. I do not want to pretend that I have any scientific expertise in the field. But I thought it might be helpful to devote some space to just talking through some of my observations over the past several years regarding the impact of amateur or, if you prefer, "artificial" intelligence on our industry. I have been keeping files on the progress of AI over the years, knowing I would write about it at some point when I felt I had a handle on the subject. Any objective observer would look back and marvel at the progress that has been made in technology in a few years and, all too often, in just a few months. Should we be worried? Should we be unusually proactive? Or should we do the one thing we as a profession never do: Should we actively communicate to our clients that AI is a potentially destructive way to enable a machine to plan the best moments of one's life? In wondering what the future might hold for our little shops that sell the world, I decided to start with the source: "While AI is gaining ground in the tourism sector, this does not mean that travel agents will disappear. On the contrary, their role is evolving. Rather than focusing on flight and hotel research, they can now focus on their true expertise: advising, guiding and offering unique experiences." That is not an altogether reassuring statement. If we lose the ability to compete with AI in flight planning and accommodations, does that mean that we all need to convert to the highest level of personal FIT planning? And will that be profitable? Do we want to engage in a profession where we are no longer trusted to do 75% of what most of us do for a living? I did not write the statement. Google AI wrote it in response to my question. It is the only part of this column I did not write. And it is interesting in terms of Google AI's confidence that it will soon be taking over several of the most critical functions we fulfill. And there is a question left unanswered: If our "true expertise" is offering "unique experiences," how will we compete with a technology that can scan tens of thousands of unique experiences at any destination in the world within moments.? A comment from respected Stanford professor Fei-Fei Li illustrates the major goal of AI and its immediate focus. She said there was a phrase from the 1970s that AI "is a machine that can make a perfect chess move while the room is on fire." Machines lack contextual understanding. Travel industry skeptics, and I am not one of them, claim that the lack of conceptual understanding is the reason that AI will never replace the home-based IC or the office-based corporate agent. Let's continue this conversation next time -- there may, after all, be a new AI breakthrough to report.

The Cure For Shiny Object Syndrome? Try 'Strategy Stacking'
The Cure For Shiny Object Syndrome? Try 'Strategy Stacking'

Forbes

timean hour ago

  • Forbes

The Cure For Shiny Object Syndrome? Try 'Strategy Stacking'

How to Lead Your Company Into the Future—Even When Everyone Around You Is Obsessed With Right Now Getty Images Business leaders, let's face it: your day is a battlefield of distractions. Your inbox is a parade of 'urgent' requests. Your team needs answers. Your customers need reassurance. Your vendors want time. Everyone has a to-do list—and you're on it. But here's the catch: their to-do list is not your job. If you're truly leading, your role isn't about solving today's fires. It's about architecting tomorrow. That's why you need Strategy Stacking—a method that helps founders and CEOs shift from reactive chaos to deliberate progress. Think of Strategy Stacking as a productivity hack for your vision. It's a way to consistently focus on long-term growth—even when the world keeps pulling you into short-term noise. Here's how it works: Simple? Yes. Easy? Not at first. But once you master it, you'll spend 10–20% of your time in a state of high-leverage leadership. That's where your impact is greatest. It's flattering to be the genius behind the curtain. But if your team can't make a move without your approval, you're not leading—you're babysitting. And guess what? They'll always ask, because it's safer to get the boss's blessing than to think for themselves. Don't take the bait. Empower your people to own their lanes so you can stay in yours. In a tech-enabled world where businesses have to re-invent their value propositions every 12–18 months, long-term plans are mostly fantasy. At Birthing of Giants, we live by a more agile framework: the 'One Year From Today' Plan. Here's the prompt: What's the one opportunity you'd gladly devote the next year to solving? This simple question sharpens your focus. It demands prioritization. And once you define the opportunity, you build a roadmap—complete with resource plans, red-light/green-light checkpoints, and clear definitions of success. Stack one focused year on top of another, and the transformation is real. We've seen it help leaders build A-player teams, exit at 9- and 10-figure valuations, or completely reinvent their brand. Not every plan works. But every plan moves you forward. Let's be honest: you're a bit of a control freak. And that's okay—because as an owner, you have X-ray vision across your company. You see pricing. You see delivery. You see customer satisfaction and operational gaps. Your instinct to pivot? That's your superpower. Strategy Stacking channels that instinct into focused evolution instead of scattered reaction. Here's where it gets even more powerful: the best strategy for the year ahead often comes from the lessons of the year behind. Warren Buffett once said: 'The percentage change in book value in any one year is likely to be reasonably close to that year's change in intrinsic value.'Translation? If you want to know where to go, look at where you've been. We call this the Buffett Benchmark: Take an honest look at what helped—or hurt—your company's value in the last 12 months. That's your starting point for your next 'One Year From Today' plan. Double down on what worked. Skip the potholes. Allocate resources wisely. Because you're not Google. You have limited time, money, and people. If you: You'll burn out your team and your budget long before you hit gold. Strategy Stacking fixes that. Here's the formula: It's how you stop being the 'help desk' for every little problem and start becoming the architect of your company's future. It lets you stack wins, stay focused, and keep your business moving in the right direction—one year at a time. Finding the right value proposition for your business is where you, the leader, add the most value. Your time is your scarcest resource. Use it where it counts.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store