This is simply the next logical step after IBM sold the PC business to Lenovo.
The problem is that Intel X86 architecture based products are commodities, with commodity pricing and razor thin margins. They are fungible: given the same specs, it largely doesn't matter whose name is on the box, and the purchase decision comes down to price. In that environment, lowest cost producer wins, and IBM isn't and can't be the lowest cost producer.
As the market for servers developed, things like dedicated rack servers emerged, and later blade servers. In the early stages, they provided added value that customers would pay more for. Those innovations are now standard and widely available, and don't command a price premium. Servers are commodities just like destops and laptops. (At a former employer, we were adding rack mounted servers at a rapid clip. I preferred HP for reliability, and so did my boss, but Dell got the nod because they were cheaper.)
It made perfect sense for IBM to sell the server lines to Lenovo, and for Lenovo to buy them. IBM can't make money on the hardware. Lenovo can.
The question is whether Lenovo can maintain the needed level of quality and reliability, and it's a safe bet that they'll certainly try to. The market still has higher expectations for reliability and useful life on server products than it does for PCs and laptops.
Does the market benefit from commoditization of servers? Sure. It lowers costs and increases what the market can do with servers, because server based computing becomes more affordable. It's another instance of the same forces that made the PC ubiquituous. The barrier to most things that might be desirable is what it will cost to do them, and as costs drop, more things happen.
HP and Dell will gain shares at least in the US market for a period of time. In the other market, Lenovo may not gain share either even with IBM's name for some period of time. HP and Dell cost base is not much higher than Lenovo's since both of them have manufacturing (ODM etc.) in the Far East. Lenovo was able to gain PC share due to its home market in China, which is much larger than the US market (4.5 times of US population), consumers like to buy product from their home manufacturers; yet, its PC revenue is no more than HP PC sale, the total profit is about 10% of HP's. IBM really should work on 'low margin' business; that is the future of this business. If not, IBM's revenue will continue to shrink, eventually will become irrelevant in the field. Besides, America needs this kind of manufacturing jobs.
@HangLai:Besides, America needs this kind of manufacturing jobs.
Forget it. That sort of thing migrated to China for lower costs, and won't come back in that form. The market simply won't pay what it would cost to do it here.
If that sort of manufacturing does come back, you can assume it will be robotics, with machines doing the assembly. No one will pay US wage scales to have that done by human beings. There will be jobs created, but they won't be the unskilled/low skilled jobs that made assembly lines popular employment. The new jobs will be programmers for the robotics and techs to maintain them, and a factory using robotics to build this stuff will employ a fraction of the work force and old style factory did.
@rick merritt: I wonder if Lenovo will use this heft to start competing for the big data center business at Google, Amazon, facebook, et al.
I should think so. X86 server hardware is now a commodity with commodity pricing, and you have to sell huge numbers to make any money. Big data center outfits like Google and Facebook are logical potential customers.
But they'll need to be able to customize: Facebook, for example, has specific ideas of what they need in a rack server that an off-the-shelf model might not match.
There is a big opportunity there to serve the market of big cloud and data center providers like Google and Facebook--one that IBM did not tap. Lenovo seems like an ambitious enough vcompany, and one that is dedicated in the longer term to the x86 market. IBM had been trying to get out of that market for some time, they just seemed to not be able to agree on the valuation of the unit.
What are the engineering and design challenges in creating successful IoT devices? These devices are usually small, resource-constrained electronics designed to sense, collect, send, and/or interpret data. Some of the devices need to be smart enough to act upon data in real time, 24/7. Are the design challenges the same as with embedded systems, but with a little developer- and IT-skills added in? What do engineers need to know? Rick Merritt talks with two experts about the tools and best options for designing IoT devices in 2016. Specifically the guests will discuss sensors, security, and lessons from IoT deployments.