個案資料

The case presents the strategic dilemma faced by the company's leaders, especially Jorgen Vig Knudstorp, Executive Chairman of the LEGO Brand Group. In 2021, Niels Christiansen (CEO of the LEGO Group) was celebrating the financial results that the LEGO Group had obtained the previous year, a period in which they achieved the highest sales peak in the company's history, despite the complexity brought on by the Covid-19 pandemic. The LEGO Group was the largest of the four units grouped under the LEGO Brand Group umbrella. It generated 70 % of the revenue of the LEGO® brand business, and was the main source of income for Kirkbi, the holding company of the Kristiansen family. Nearly ninety years after its founding, the LEGO Group still relied on the world-famous LEGO® brick and the philosophy of learning through play. Over the past two years, the LEGO Group had stepped up investments to drive expansion into other regions and had bet on innovations in the brick-based play and retail ecosystem. However, there were still many missing pieces in the strategic consciousness. The LEGO Group had not been able to carve out a niche in the video game market and had not yet developed a new growth engine that would diversify the traditional brick brand. Jorgen Vig Knudstorp, now at the head of the governing body managing the LEGO® businesses, had to come up with a vision that would lay the foundation for the future of the brand's business. The case creates discussion spaces for students to deliberate on the strategic decisions to be made and how to carry them out. The story starts from the LEGO Group's beginnings, in 1932, and describes the most notable strategic moves through 2020; from the "pieces", or founding moments, through the "pieces" of diversification, repair, transformation, entrepreneurship and expansion. Thus, it describes the strategies that each CEO devised to overcome the company's circumstances.

• Organizational transformation
• Corporate strategy
• Strategy
• Resistance to change
• Business models