Art Hu, global CIO at Lenovo, recognises that leading IT for the Chinese technology giant involves significant challenges, particularly in an age of almost constant change. “We seem to always be in transformation, because there’s always the next mountain that we want to go and conquer,” he says.
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.”
Climbing mountains
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.”
Hu says this first slice of technology leadership action was exciting because he hadn’t joined Lenovo to work in the back office, run the systems and keep the lights on. However, shifting from advising companies to running IT was a significant transition.
“It was good to be advising people, but I wanted to have the accountability. 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”
Art Hu, Lenovo
“It probably took me the better part of a year to sink in and develop some muscle memory about what it is like to think and do versus just thinking and saying,” he says. “It was a bit of a rocky transition, but luckily, it did work out, and I was able to rotate through various leadership roles in the team.”
During the subsequent seven years, Hu took on other leadership positions, such as overseeing infrastructure, enterprise architecture, security, development and operations, which allowed him to develop a broader view of IT. As a result of his successful transition across these responsibilities, he became CIO in 2016.
As he moved into the role, Hu helped Lenovo climb its second business transformation mountain – diversification. In addition to its successful PC business, Lenovo was eager to expand into other areas, with the business having acquired Motorola Mobility from Google and IBM’s low-end x86 server business in 2014.
Hu helped ensure a smooth diversification across IT hardware divisions before moving to the third mountain – services. “Increasingly, that’s where our customers want us to be,” he says. “And to meet our customers where they are, we started shifting the company to be more services-led, and that, as a CIO, is where I am today.”
Delivering services
Hu says creating a services-led business is equivalent to creating a new organisation. The systems, processes and talent required for this operation differ significantly from a traditional hardware specialist.
“As a CIO, I’m excited because it’s like starting again,” he says. “You have some things that you can reuse, but those are the minority. And so, fundamentally, it’s a business-building process intersected with an awareness of how to manifest the strategy in the technology architecture.”
Hu suggests the digital leadership magic lies in exploring the delicate balance between designing efficient processes and leveraging cutting-edge technologies. He recognises that this magic has become increasingly important in his attempts to create a services-led business and helps explain why he assumed the additional responsibility of chief delivery and technology officer for Lenovo’s Services & Solutions Group (SSG) in April 2023.
“SSG is Lenovo’s approach to being more services-led,” he says. “We want to take the best of our device, intelligent and infrastructure solutions groups, bring that to customers, and surround that expertise with services. The idea is to take the best of the services I deliver internally as CIO for Lenovo to our customers.”
So, as a digital leader who has developed strong solutions to intractable business challenges during his time with Lenovo, is Hu well placed to lead the sharing of this expertise with his company’s customers? The short answer, he suggests, is yes.
“You have to remember our starting point,” he says. “If we had already had 100,000 people doing services, then maybe it’s not the best fit. But given that we were starting from essentially zero, and we had not built the business before, what we’ve learnt is that internal IT is a good accelerator to create services for our customers.”
Applying AI
Hu’s desire to pass lessons on to Lenovo’s customers will depend on his ongoing attempts to maintain a delicate balance between efficient processes and cutting-edge technologies. Right now, his digitally enabled business transformation internally is focused on artificial intelligence (AI).
“One big area is how do we make the entire company intelligent, and how do we, as IT, serve the company in a very different way, where we are not the only ones who can create technology?” he says. “That power is democratised through AI and now goes into the hands of all of our employees, and we have to govern that change, which takes a lot of effort.”
Top-down is a strategy that involves everyone in the company. But at the same time, the exploration of AI has to be bottom-up, because only the people doing the work have the knowledge of AI and are most likely to find and explore the future Art Hu, Lenovo
Hu says Lenovo wants AI to penetrate all parts of its business. To foster this exploration, the company has created a top-down and bottom-up commitment, where employees are encouraged to explore AI in a tightly governed and secure manner.
“Top-down is a strategy that involves everyone in the company,” he says. “There’s no part of the business where AI should not apply. But at the same time, the exploration of AI has to be bottom-up, because only the people doing the work have the knowledge of AI and are most likely to find and explore the future.”
Hu says there are more than 1,000 registered AI projects running across Lenovo, ranging from explorations to tests and deployments. Key use cases include assisting support specialists via conversation summarisation, refining agents to help with enterprise-grade software engineering, and using generative AI to create effective marketing collateral.
“We have projects across the lifecycle, and that’s really important,” he says. “I take heart from that because I think our bottom-up approach is working. We have more demand than we can review. We’re always getting pressure to review faster, but we love that pressure because it means people are generating ideas.”
Growing services
When Hu turns to priorities during the next few years, he focuses on his desire to grow Lenovo’s SSG business. He says the organisation faces an opportunity to take a new digitally enabled approach to services.
“This is a moment that hasn’t been present in the last 30 or 40 years,” he says. “There’s a chance to introduce a different operating model. The services business has been all about labour arbitrage. Labour has been a huge driver of the IT services industry since modern telecommunications enabled remote work in the 1990s.”
Hu said AI makes it possible to move from labour arbitrage-based services to a capital-based approach. “We’re trying to build a tech-led and labour-light model for serving customers because we believe that it can offer superior experiences for customers and better economics for Lenovo,” he says.
Making that transformational shift relies on the implementation of technology platforms. Hu says Lenovo will invest in technology internally across all its practice areas to build these platforms. This process will involve the creation and integration of digital systems and services.
“We’re very clear-eyed on the fact that you can’t build everything,” he says. “The big trends around being able to take in a lot of data that has been ingested, and predict and be proactive around that, and actually have significantly less human intervention, are just going to continue and compound.”
Hu says growing SSG involves assuming a challenger mindset. The technology investments he’ll make in the next two years will help, and he hopes the changes he makes internally will build momentum externally via a strong set of clients and good business results.
“What we would look for is continued growth with superior profitability as we’re able to create this new model,” he says. “We want to continue to take share as we grow the business using this approach with our customers.”
Changing responsibilities
After more than 15 years at the sharp end of technology delivery, Hu reflects on the scale of change that characterises the CIO position. While the responsibilities associated with digital leadership continue to change, he’s confident that a trusted internal IT adviser is still a crucial executive position.
“I’m very positive about that fact, because digital fluency, and the ability to live comfortably at the intersection of technology and what it means for business and also society, will be at even more of a premium in the future,” he says. “The signal-to-noise ratio is a problem. People who understand and can help chart a path will be highly valuable.”
While digital leadership in some guise will remain, Hu says it’s important not to get hung up on job titles. As digital and AI continue their inexorable rise, more people outside IT will develop a strong understanding of technology. He envisages a situation where digital and AI become part of the business baseline, with a consequential impact on IT leadership positions.
“Maybe we won’t need a CIO in the future,” he says. “But if that change means business leaders pick up the fluency and the dexterity needed to make the most of AI and digital, then that might be a good thing as well.”
Michael Calore: Yeah. It’s like when people say, let me film that. You’re not actually filming anything. You’re shooting a digital video.
Lauren Goode: So then if you have a video podcast, are you shooting the podcast? What do you say? Do you say taping, then?
Michael Calore: I think you say recording because it just—
Lauren Goode: Recording the pod.
Michael Calore: Yeah.
Lauren Goode: We’re recording the pod.
Michael Calore: It covers all the bases.
Lauren Goode: We’re capturing it.
Michael Calore: That’s what we’re doing.
Lauren Goode: We’re sublimating it. All right. Well, should we record this pod?
Michael Calore: I would like to, yes.
Lauren Goode: Let’s do it.
Michael Calore: Honestly, I’m still recovering from last week’s Big Interview event. My throat is still feeling a little bit raw, even though it’s been like four or five days.
Lauren Goode: You sound delightful to me.
Michael Calore: Thank you.
Lauren Goode: But that really was an epic event.
Michael Calore: It was.
Lauren Goode: Yeah.
Michael Calore: You were on stage.
Lauren Goode: I was. I was first up in the morning. Katie, our boss, gave the intro to the conference and then it was me and Lisa Su, the CEO of AMD. And not only was it a really interesting conversation, but then I was done for the day. I didn’t have to do any more interviews after that. And I just got to listen and absorb, and there were some other really great talks.
Michael Calore: There were, yes. And we’re going to talk through some of them. We’re also going to listen to your conversation with Lisa Su, and then we’ll talk about it, and we’ll take listeners behind the scenes of The Big Interview.
SpaceX is planning to raise tens of billions of dollars through an initial public offering next year, multiple outlets have reported, and Ars can confirm. This represents a major change in thinking from the world’s leading space company and its founder, Elon Musk.
The Wall Street Journal and The Information first reported about a possible IPO last Friday, and Bloomberg followed that up on Tuesday evening with a report suggesting the company would target a $1.5 trillion valuation. This would allow SpaceX to raise in excess of $30 billion.
This is an enormous amount of funding. The largest IPO in history occurred in 2019, when the state-owned Saudi Arabian oil company began public trading as Aramco and raised $29 billion. In terms of revenue, Aramco is a top-five company in the world.
Now SpaceX is poised to potentially match or exceed this value. That SpaceX would be attractive to public investors is not a surprise—it’s the world’s dominant space company in launch, space-based communications, and much more. For investors seeking unlimited growth, space is the final frontier.
But why would Musk take SpaceX public now, at a time when the company’s revenues are surging thanks to the growth of the Starlink Internet constellation? The decision is surprising because Musk has, for so long, resisted going public with SpaceX. He has not enjoyed the public scrutiny of Tesla, and feared that shareholder desires for financial return were not consistent with his ultimate goal of settling Mars.
Data Centers
Ars spoke with multiple people familiar with Musk and his thinking to understand why he would want to take SpaceX public.
A significant shift in recent years has been the rise of artificial intelligence, which Musk has been involved in since 2015, when he cofounded OpenAI. He later had a falling out with his cofounders and started his own company, xAI, in 2023. At Tesla, he has been pushing smart-driving technology forward and more recently focused on robotics. Musk sees a convergence of these technologies in the near future, which he believes will profoundly change civilization.
Raising large amounts of money in the next 18 months would allow Musk to have significant capital to deploy at SpaceX as he influences and partakes in this convergence of technology.
How can SpaceX play in this space? In the near term, the company plans to develop a modified version of the Starlink satellite to serve as a foundation for building data centers in space. Musk said as much on the social media network he owns, X, in late October: “SpaceX will be doing this.”
Weatherproofing. Every model needs a weatherproof rating to survive outside, so if you don’t see one, don’t buy it. There’s usually a lower rating for the control box compared to the rest of the lights, so be sure you can put that somewhere that’s a little less exposed to the elements. (As mentioned above, make sure you have an outdoor outlet, and check if there’s only one on a certain side of your home in case it limits your installation options.)
A range of installation options. You’ll want a set that comes with plenty of options for your own installation, including adhesive and drilled mounting options. What you need will vary based on your home design and materials; e.g., you’ll want adhesive for homes you can’t drill into. WIRED reviewer Kat Merck, who tested a couple different permanent lights, especially liked sets that had holders you screw onto your home that the puck-style permanent lights can slide onto.
Controls for individual lights. This should be a no-brainer, but some cheaper lights won’t give you this ability or have more roadblocks for customized control. Make sure you’ll have easy individual controls, or you might find yourself frustrated with the design results of these lights. It’s similar to design controls that you’d see on smart bulbs and smart string lights.
A great app. This goes hand in hand with the need for individual light control—a good app determines whether that and other features are accessible. Govee and Eufy, two of our favorite permanent outdoor lights we’ve tried, both have good apps that are easy to use and come with preloaded designs. These tech companies make more than just outdoor lights and make other favorite gear of ours, so they’re a good brand to trust to make a usable product and app. We also like Lepro’s more affordable lights, though the app had some extra hoops to jump through to get to controls, while Lumary’s app was a brutal experience for our tester.
Our Favorite Permanent Outdoor Lights
We’ve tested a handful of permanent lights on different homes, and have a few clear favorites. These options are all ones we recommend, provided your home exterior meets the constraints mentioned above.
Govee
Permanent Outdoor Lights Pro
This model from Govee has been one of our top picks in our smart Christmas lights review for a reason, and it’s still one of our favorite models at this price point for everything you’ll get with it. WIRED reviewer Simon Hill tested the 100-foot string that came with six sections, plus an extension code. He used adhesive and screw clips to secure the light pucks and cables, and found installation easy. This is a set that you can cut and splice, but he says that isn’t a task for the faint of heart. It has an IP67 rating, and an IP65 rating for the control box. The busy companion app has everything you could want within it: color controls, tons of Scenes (Govee’s lighting effects), scheduling abilities, and even a music sync option (though that felt a little gimmicky). There’s Matter support, and Govee can connect to Alexa and Google’s ecosystems for voice control. Simon says he’d like these lights to be closer together and the design to be a little more subtle, as you can see the cords pretty easily.
Eufy
Permanent Outdoor Lights S4
WIRED reviewer Kat Merck has tested two different sets of permanent outdoor lights on her home, and Eufy’s S4, incorporating RGB with both warm and cool whites, is by far her favorite. She’s found the app incredibly easy to navigate and find the features she wants, from preset holiday scenes (120!) and colors to schedules and brightness adjustments. There’s even an AI feature that lets you create customized light shows based on moods and scenarios. They were relatively easy to install on her home, which has nonstandard architectural features, as this set has extensions and can be cut and spliced. She says the lights aren’t quite as bright as the Lumary Max set below, but the brightness is adjustable. There’s also a radar motion sensor included, which she’s still testing. The Eufy S4 set also works with the Matter protocol, so it will work with Apple, Google, and Alexa’s smart home ecosystems. It’s got a waterproof rating of IP67 like the Govee set above.
Cync
Dynamic Effects Outdoor Smart Eave Lights
Cync, which comes from appliance maker GE, makes affordable smart bulbs and other smart lights I like, so it’s not a huge surprise that I also liked the brand’s Smart Eave Lights. They were easy to install with 3M sticky strips already installed on the individual lights, and since my eaves are out of safe reach on my townhouse, I used the lights on my balcony railing with great success. One piece of the 100-foot set (it comes with four strings, plus an extension) was the perfect length to loop around my 9-foot-long railing. The set quickly connected to the Cync app, and the power cord is nice and long to make it easy to reach wherever your power outlet is. It has a waterproof rating of IP65.
If You Can’t Install Permanent Outdoor Lights
Not every home is a good fit for these types of lights. I haven’t yet found a permanent light set that works with my home, so here’s what I’ve used instead for a similar result.
Twinkly
Strings Multicolor
These lights are photographed on a tree, but they have a weatherproof rating of IP44 (for both the lights and the power supply) to be used outside. I love how much you can customize these lights. You’ll use the app to take a photo of however you’ve set up your lights, whether that’s around the tree, around your balcony’s railing, or along the front of your house, and then you’ll be able to customize the lights and pattern based on how you arranged it. There are tons of fun light designs already in the app, and you can make your own. It’s a good option if you can only do string lights but want smart capabilities. These lights are also compatible with Amazon’s, Google’s, and Apple’s ecosystems. Twinkly also makes an icicle-style smart light string ($110), which I love using outside too; they’re currently hanging above my garage door.
More Outdoor Lights We’ve Tested
Cync Outdoor Light Strip for $154: I was really hoping this would be a good solution for outdoor lights for my balcony, but this light strip is heavy and tall, and better designed to use to line a yard versus sticking onto the side of a railing. It comes with grass stakes to line it.
Lepro’s E1 AI for $153 (50 ft): These permanent outdoor lights are completely sold out right now, but they are another more affordable option. However, they aren’t as cheap as Cync and you will have to get around the app’s AI to really get the most out of it.
Lumary Outdoor Permanent Lights Max ($260 for 105 ft.): Lumary’s lights were frustrating and limiting for our tester. The app wasn’t intuitive or easy to use, and our tester actually had to have the power box replaced after she tried to connect the lights to a different phone. She liked how bright the lights were, and the fact there’s a physical remote, but the app, power box shutdown, and installation limitations compared with other sets (no splicing ability, installation recommended from the left) make this one we’d skip. Lumary has since released an updated version of its outdoor permanent lights, the Permanent Outdoor Lights 2, which includes a completely redesigned app, including the addition of custom-scene saving, but we haven’t tested them yet.
FAQs
What Are the Cons of Permanent Christmas Lights?
The only real downside to permanent Christmas lights, or permanent outdoor lights of any kind, is the cost. These sets usually cost significantly more than a light string, even the smart ones. That’s because they’re designed to last longer on your home, and the more expensive sets allow you to cut and splice the cords to perfectly fit your home instead of dangling strings and extra lights. It’s an investment, but one you can enjoy year-round.
Are Permanent Outdoor Lights Worth It?
Yes, because you’ll install them once and be good to go with every holiday in your future: Christmas! Halloween! Your fave sports team headed to a big championship match! Your kid’s graduation (or your own)! Similar to how smart bulbs can give you so many options inside your home, the possibilities are endless and something you’ll be able to use and enjoy year-round.
How Does WIRED Test Permanent Outdoor Lights? What Happens When We’re Done Testing?
WIRED tests permanent outdoor lights on the homes of our reviewers. We’ve tested these lights on three different homes in separate areas with serious weather: Washington state, Missouri, and Scotland. We’ve also tested a set in the more mild climate of Southern California. We install these on the homes themselves and leave them up for at least a few weeks, if not months and years (depending on performance), to see how they hold up. Our picks remain on our homes for long-term testing, as these lights are supposed to be permanent, and used sets are safely disposed of.
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