LEGO - Case Study
● Underlying principles and systematic creativity:
“All LEGO products are based on this underlying philosophy of learning and
development through play”
“The more LEGO bricks you have, the more fertile your creativity can become”
Mission statement - “Inspire and develop the builders of tomorrow”
Vision statement - “Inventing the future of play”
→ Kids start to become creative and create things out of little pieces while having
fun and reusing their toys (instead of a one use toy). With more pieces the
possibilities expand and you can give them new “meanings” to build different things.
→ LEGO aims to promote creative thinking and problem-solving skills in kids in a way
that is fun for them and gives them the freedom to use their imagination.
● What is the reason for the success of LEGO?
→ LEGO’s company had a bounce-back after facing bankruptcy due to
overexpansion (unsustainable rapid growth) and brand dilution (weakening identity
and customer loyalty) by refocusing on its core strengths, like their <<learning
through play>> vision, employee engagement, unique material of toy and starting the
LEGO Brand Group organization to protect and oversee the brand’s expansion.
→ Even though LEGO started around the 1930s, every old brick since 1958 is still
compatible with the new bricks and products, making the brand timeless and
scalable.
→ With the exponential growth of new technologies LEGO also managed to integrate
into the digital world and the mainstream with video games and movies, building into
the recognizability of the brand. They also made the LEGO Brand Group a digitalized
enterprise and have a website with a catalog of their products, making it globalized
and accessible for more people to know the brand and buy their products.
→ LEGO also holds monthly meetings with around 20 senior vice presidents to avoid
bureaucracy and allow decision making to be more flexible and speedy. This way a
broad group of leaders get aligned around central execution matters, like financial
estimate, targets, demand plan, supply capacities and customer priorities.
→ For LEGO it’s very important to make a brand that children will know, recognize
and desire. They measure how much kids like their products using a "Net Promoter
score." They also pay a lot of attention to how happy and motivated their employees
are because if they are enthusiastic about what they are working for, it will help the
company be successful. Hence, they reward their employees for their engagement
and creating value for their business partners.
● Underlying principles and systematic creativity:
“All LEGO products are based on this underlying philosophy of learning and
development through play”
“The more LEGO bricks you have, the more fertile your creativity can become”
Mission statement - “Inspire and develop the builders of tomorrow”
Vision statement - “Inventing the future of play”
→ Kids start to become creative and create things out of little pieces while having
fun and reusing their toys (instead of a one use toy). With more pieces the
possibilities expand and you can give them new “meanings” to build different things.
→ LEGO aims to promote creative thinking and problem-solving skills in kids in a way
that is fun for them and gives them the freedom to use their imagination.
● What is the reason for the success of LEGO?
→ LEGO’s company had a bounce-back after facing bankruptcy due to
overexpansion (unsustainable rapid growth) and brand dilution (weakening identity
and customer loyalty) by refocusing on its core strengths, like their <<learning
through play>> vision, employee engagement, unique material of toy and starting the
LEGO Brand Group organization to protect and oversee the brand’s expansion.
→ Even though LEGO started around the 1930s, every old brick since 1958 is still
compatible with the new bricks and products, making the brand timeless and
scalable.
→ With the exponential growth of new technologies LEGO also managed to integrate
into the digital world and the mainstream with video games and movies, building into
the recognizability of the brand. They also made the LEGO Brand Group a digitalized
enterprise and have a website with a catalog of their products, making it globalized
and accessible for more people to know the brand and buy their products.
→ LEGO also holds monthly meetings with around 20 senior vice presidents to avoid
bureaucracy and allow decision making to be more flexible and speedy. This way a
broad group of leaders get aligned around central execution matters, like financial
estimate, targets, demand plan, supply capacities and customer priorities.
→ For LEGO it’s very important to make a brand that children will know, recognize
and desire. They measure how much kids like their products using a "Net Promoter
score." They also pay a lot of attention to how happy and motivated their employees
are because if they are enthusiastic about what they are working for, it will help the
company be successful. Hence, they reward their employees for their engagement
and creating value for their business partners.
