The Growth Period - Lego

LEGO

Preparation questions:

1. What led the LEGO Group to the edge of bankruptcy (by 2004)? Please focus on the management moves during "the growth period that wasn't" (1993 - 98) and "the fix that wasn't" (1999 - 2004).

מה הוביל את קבוצת לגו לסף של פשיטת רגל בשנת 2004? התמקד בצעדים ניהוליים במהלך "the growth period that wasn't" (93-98) וב"the fix that wasn't" (99-04).

2. Why did Knudstorp's turnaround strategy wort? In your opinion, which actions were the most effective? Which actions were the least effective? Be specific.

3. Should LEGO launch the new line board games?

את האירוע (9-613-004) מיולי 2012 ניתן לרכוש:

https://hbr.org/product/lego/613004-PDF-ENG

כמו כן מומלץ לראות את הסרטון הבא על ההיסטוריה של החברה:

https://www.youtube.com/watch?v=NdDU_BBJW9Y

The Growth Period that Wasn’t (1993-1998) Inspired by the success of its family leisure park in small Billund, they opened LEGOLAND Windsor (UK) they starched the brand and explored opportunities in new areas Growth became the new focus. they launched www.lego.com and began to develop videogame software the company introduced children’s wear in 1093, watches 1996, and LEGO MINDSTORM robotic bricks in 1998 The Fix that Wasn’t (1999-2004) To restore profitability and growth, Kjeld Kirk Kristiansen brought in a new CFO, Paul Ploughmann A restructuring program was launched to cut costs and lay off up to 1000 employees (10% of total staff). he moved managers around within the company, to gain leadership experience in different sections Projects like video games continued to flourish, but some lifestyle initiatives,