Lego Case
TABLE OF CONTENTS
Introduction 1
Strategic Analysis 2
A. Internal Core Competences 2
B. Company mission and vision 3
C. Future goals 4
D. Organizational Structure 5
E. 7-S model analysis7 6
Improvements 9
Open Innovation………………………………………………………………….10
A. Organization of innovation.…………………………………………………………………11
B. Matrix Innovation…………………………………………………………………………..…..12
Reference 14
Appendices………………………….……………………………………………...15
A. Memos…….………………………………………………………………………………………..…15
B. Project A Log for mm215……………………………………………………………….…..17
Executive Summary
LEGO Group began in the workshop of Ole Kirk Christiansen, and has a long history which started with making wooden toys, plastic toys and then getting to the famous brick.
Because of the foreign competition, many companies, including LEGO, had to reevaluate their strategies to regain competitive advantage. As a consequence, the current corporate vision in Lego energizes all employees. Furthermore, the bond between them and top management can make every decision become a successful strategy.
LEGO Goals focus on increasing, developing and expanding “direct to consumer” activities. The company has three main divisions in order to secure a successful implementation: “Market and Product” division, “Community, Education and Direct” and Operation division.
This report discusses the 7 S model analyses: strategy, structure, systems, shared values, style, staff and skills. Excelling in this areas, LEGO became the fourth biggest toy manufacturer in the world and the brick was called the “Toy of the Century “.
LEGO Games provide the opportunity for a unique combination of building with Lego bricks and social play with family and friends. LEGO core values are: fun, creativity and quality.
The company structure consists of the Chief Executive Officer, the Chief Financial Officer and four Executive Vice Presidents each responsible for their own business area. The company has always been a family business and
Introduction 1
Strategic Analysis 2
A. Internal Core Competences 2
B. Company mission and vision 3
C. Future goals 4
D. Organizational Structure 5
E. 7-S model analysis7 6
Improvements 9
Open Innovation………………………………………………………………….10
A. Organization of innovation.…………………………………………………………………11
B. Matrix Innovation…………………………………………………………………………..…..12
Reference 14
Appendices………………………….……………………………………………...15
A. Memos…….………………………………………………………………………………………..…15
B. Project A Log for mm215……………………………………………………………….…..17
Executive Summary
LEGO Group began in the workshop of Ole Kirk Christiansen, and has a long history which started with making wooden toys, plastic toys and then getting to the famous brick.
Because of the foreign competition, many companies, including LEGO, had to reevaluate their strategies to regain competitive advantage. As a consequence, the current corporate vision in Lego energizes all employees. Furthermore, the bond between them and top management can make every decision become a successful strategy.
LEGO Goals focus on increasing, developing and expanding “direct to consumer” activities. The company has three main divisions in order to secure a successful implementation: “Market and Product” division, “Community, Education and Direct” and Operation division.
This report discusses the 7 S model analyses: strategy, structure, systems, shared values, style, staff and skills. Excelling in this areas, LEGO became the fourth biggest toy manufacturer in the world and the brick was called the “Toy of the Century “.
LEGO Games provide the opportunity for a unique combination of building with Lego bricks and social play with family and friends. LEGO core values are: fun, creativity and quality.
The company structure consists of the Chief Executive Officer, the Chief Financial Officer and four Executive Vice Presidents each responsible for their own business area. The company has always been a family business and