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The Lego Group: A Yellow-Brick Road toward Sustainability?
內容大綱
In January 2024, the LEGO Group (LEGO) welcomed a new chief sustainability officer. The role promised to position LEGO as an industry leader in sustainability but would also bring challenges. For instance, LEGO’s commitment to manufacturing its toy bricks entirely from sustainable materials by 2032 had encountered a setback (and media scrutiny) just months prior, when a promising material sourced from plastic bottles had failed expectations. The fervour evoked memories of the 2014 backlash from environmental activists for LEGO’s long-standing partnership with Shell plc, a global oil and gas corporation. Stube thus had to define a vision that would keep the company on track for its ambitious sustainability goals while avoiding past mistakes.
學習目標
After working through the case, students will be able to do the following:<ul><li>Identify a company’s sources of sustained competitive advantage through the application of the value-rarity-imitability-organization (VRIO) framework.</li><li>Understand the role of the contextual embeddedness of strategic partnerships in their formation and over time.</li><li>Explore how the reputational risks associated with a strategic alliance can materialize in an adversarial campaign implemented by external stakeholders.</li><li>Devise crisis-communication strategies and distill lessons learned.</li><li>Develop recommendations for a long-term sustainability strategy that maintains the sources of competitive advantage identified through the VRIO framework and avoids any perceptions of greenwashing.</li></ul>