This study investigates the strategic adaptations undertaken by Lenovo, a Chinese technology firm, as it transitioned from adomestic manufacturer to a globally competitive multinational enterprise. The research aims to understand how Lenovo navigated complexinternational markets, overcame cross-cultural challenges, and leveraged strategic tools such as acquisitions, product diversification, andlocalization to establish its global footprint. Using a qualitative case study approach grounded in interpretivist philosophy, the analysisdraws on secondary data including company reports, industry publications, and media articles. The research employs thematic andlongitudinal analysis to trace Lenovo’s transformation across five key strategic phases from 1984 to the present.Findings reveal thatLenovo’s globalization strategy was marked by bold acquisitions—most notably IBM’s Personal Computing Division and MotorolaMobility—combined with strong R&D investments, brand repositioning, and a commitment to localized innovation. The company’s abilityto integrate Eastern and Western management practices, adopt a hybrid supply chain model, and reposition its identity as a solution-driventechnology provider were instrumental in maintaining competitiveness in mature and emerging markets alike. This case offers valuableinsights for other emerging market multinationals (EMMs) seeking to enhance their dynamic capabilities, adapt to global businessenvironments, and sustain growth through strategic agility.Keywords: Lenovo, strategic adaptation, emerging market multinational, globalization, dynamic capabilities, technology firm,acquisitions, localization, innovation strategy