文章首先基于技术创新理论、组织变革理论和流程再造理论对联想集团的数字化转型进行了分析；其次，基于平衡计分卡理论，通过对比分析法，从财务、客户、内部流程、学习与成长等维度，评估了数字化转型对联想集团企业绩效的影响。针对联想集团数字化转型的案例研究发现：
（1）联想集团数字化转型的动因包括响应智能时代发展需要、打造业务新增长引擎、提升国际化运营效率和满足跨文化用户差异化需求等，其数字化转型由内外动因共同驱动。
（2）联想集团数字化转型路径主要有组织机构变革、业务流程变革和技术平台变革等，具体为：一是创建数字化转型团队，加强端到端业务流程的协调与合作，定义和优化数字化基础架构建设，以全面推动数字化转型；二是快速整合跨地区、跨文化的业务流程，满足用户差异化需求，提供令用户满意的产品与服务；三是混合多元技术平台构建技术支撑体系，以较低成本支持了实时数据应用及快捷业务扩展。
（3）联想集团通过数字化转型明显提升了绩效。从财务方面看，收入、净利润等数据指标得到明显改善；从客户维度看，抓住了市场机遇，品牌价值不断提升，全球新兴市场渠道不断拓展；从内部流程维度看，销售与管理费用率有效降低，内部流程优化效果良好；从学习与成长维度看，研发投入与力度不断加强，进一步提高了企业的学习与发展能力。
（4）联想集团数字化转型路径与其绩效形成了双向反馈效应。联想集团在数字化转型过程中的不断变革影响了其绩效，而绩效的变化反向促进了数字化转型，形成了稳健的良性循环。
最后，文章还在联想集团的数字化转型经验的基础上，总结了国际化企业数字化转型路径建议，包括强化多渠道、跨文化客户触点建设，优化客户体验，提升竞争力；重点建设全球供应链生态系统，以数据驱动提升供应链管理水平；探索新型数字化服务模式，增强技术创新能力；重视全球化中的文化及法律差异，保障数据安全；升级办公模式，突破物理空间限制，提升人文关怀；积极承担社会责任，促进可持续的数字化发展。

The article firstly analyzes Lenovo Group's digital transformation based on technology innovation theory, organizational change theory and process reengineering theory; secondly, it explores the impact of digital transformation on Lenovo Group's corporate performance in four dimensions: finance, customers, internal processes, learning and growth, based on the balanced scorecard theory with comparative analysis. The case study of digital transformation for Lenovo Group found:
(1) The drivers of Lenovo Group's digital transformation include responding to the development needs of the smart era, creating a new growth engine for its business, improving the efficiency of its international operations, and meeting the differentiated needs of cross-cultural users, etc. Its digital transformation is driven by a combination of internal and external factors.
(2) Lenovo Group's digital transformation path mainly includes organizational changes, business process changes and technology platform changes, etc. First, the digital transformation team is built to strengthen the coordination and cooperation of end-to-end business processes, defines, and optimizes the construction of digital infrastructure to comprehensively drive digital transformation. Second, the cross-regional and cross-cultural business processes are integrated rapidly, to meet the differentiated needs of users and provide products and services that satisfy customers. Third, a technology platform support system is built with hybrid technology, to support real-time data application and fast expansion at a lower cost.
(3) Lenovo Group has significantly improved its performance through digital transformation. From the financial aspect, operating revenue and operating profit have been significantly improved; from the customer dimension, market opportunities have been seized, brand value has been continuously improved, and channels in global emerging markets have been continuously expanded; from the internal process dimension, the sales expense ratio and management expense ratio have been effectively reduced, and internal processes have been optimized; from the learning and growth dimension, R&D investment and efforts have been continuously strengthened, further improving the learning and development capability of the enterprise.
(4) Lenovo Group’s digital transformation path has a two-way feedback effect on its performance. Lenovo Group's continuous changes in digital transformation has affected its performance, and the changes of performance has promoted the transformation in the reverse direction, which forms a steady virtuous circle.
Finally, the article also summarizes the suggestions of digital transformation paths for international enterprises based on Lenovo Group's digital transformation experience, including strengthening the construction of multi-channel and cross-cultural customer touchpoints to optimize customer experience and enhance competitiveness; focusing on building a global supply chain ecosystem to improve supply chain management with data drive; exploring new digital service models to enhance technological innovation capability; paying attention to the cultural and legal differences in globalization to ensure the data security; upgrading the working mode to break the limit of physical space and improve the humanistic care; taking social responsibilities actively to promote the sustainable digital development.