interesting case study of Lego from 1999 - 2009. around 1999 seems the Christiansen family wasn't particularly diligent in their oversight of Lego, and the empire was grown rapidly in spite of no profits in the new businesses. Putting a survival plan ahead of a growth plan was challenging given that people were clamoring for the strategy - a road map for reviving profits and returning LEGO to the top of the toy industry. ... Right now, our mission is just to survive." I found myself pondering some of the topics that came up in both natural and more structured discussion even days later. I don't think I would have got the richness of this without the face to face course” The author had hard time figuring out what book he was writing. Was it about the 7 Truths of Innovation in Chapter 1? Or was it about the wave of innovation the new CEO Plougmann brought to the company? Nope. Perhaps it was the Lego in danger of failing story in Chapter 3. Nope. Or the story of the new CEO building an Innovation Culture in Chapter 4? Nope. Perhaps it was about Binacle? Lego Universe? Lego Games? Your guess is as good as mine. Our team have been involved in the first large scale randomised controlled trial (called the I-SOCIALISE trial). This study has shown collaborative LEGO play to be cost effective with a high level of acceptability and with a small positive outcome for autistic children's social skills.

In the late 1980s LEGO introduced a system so that designers could work out the Full Cost of Manufacturing or FCM and thus work out how much each kit would cost but during the late 1990s designers were allowed to untether themselves from this metric and by 2003 this problem became so serious that it threatened the autonomy of the company. In places I feel redundancy sets in and the book could have been 15% shorter (though, as Robertson drives home in the LEGO Universe retrospective section, I appreciate that Robertson probably felt he could have tinkered more but chose to ship sooner rather than later, and the book is a fine first release). I’ve used LEGO building to transform all the crazy ideas I have into reality for many years – there’s always new building techniques to try that spark my imagination for new builds. And most importantly, LEGO building connects me to a community of amazing creative people around the world,” said Chinna, aged 28 from Virginia, USA. Discovered uncontested, "blue ocean" markets, even as it thrived in brutally competitive red oceans The book laid out the journey that Lego went through in their quest for innovation. The 7 principles of innovation were clearly laid out, and demonstrated how when poorly adopted can bankrupt a company.There are some interesting historical tidbits scattered throughout the book but it clearly lives up to its classification as a business/economics book. Even after I discovered that, though, I attempted to persevere to glean insights into my own innovation at work. Alas, the book is more centered around managers creating a plan to encourage innovation rather than helping the workers be more innovative. There is more discussion about "value chains" and other business terminology/buzzwords than the actual design of LEGO products. First, a caveat on this review. I am a literal card-carrying AFOL (Adult Fan of LEGO), so my review is biased. I read this book more because it was about LEGO than as a business book, even though it is a business book first, which happens to examine an iconic toy company. That said, there are two main things that I enjoyed about the book.

Brilliant. First visit and will now visit regularly. Lego exhibition best day ever for a 7 year old.Talks about Lego, which emerged from Billund Denmark as one of the most loved toy companies in the world. Lego is still a privately held company(according to me a remarkable achievement till now) As LEGO failed to keep pace with the revolutionary changes in kids' lives and began sliding into irrelevance, the company's leaders implemented some of the business world's most widely espoused prescriptions for boosting innovation. Ironically, these changes pushed the iconic toymaker to the brink of bankruptcy, showing that what works in theory can fail spectacularly in the brutally competitive global economy. LEGO® is a trademark of the LEGO Group which does not sponsor, authorise, endorse or otherwise support this exhibition or related events. The LEGO Group does not accept responsibility for any unforeseen outcomes linked to this exhibition or related events. It took a new LEGO management team – faced with the growing rage for electronic toys, few barriers to entry, and ultra-demanding consumers (ten-year old boys) – to reinvent the innovation rule book and transform LEGO into one of the world's most profitable, fastest-growing companies. Throughout time, Ole’s passion for fun and high-quality toys has endured as his legacy. In fact, the “LEGO” name comes from two Danish words “Leg Godt”, meaning “Play Well”. And now, new research from the LEGO Play Well Study shows play as not only fun, but also integral to childhood development, overall happiness and family wellbeing.

In the '90s, when action figures and computers became all the rage in the toy industry, a few bad numbers had convinced Lego's management to take a new direction. Old people with insitutional knowlege were let go, new people with the best, but often unrelated, qualifications were brought in. Multiple new development units had been created that were not providing any benefit to the company. New toys were created that did not really fit with the Lego brand. The fundamental truth about innovation, the more experiments you launch, the more likely it is that one will strike gold. The opportunity for experiential learning- actually trying out some of the activities really helped to consolidate the learning for me” Learning through play and how this can support social and emotional development, co-created with LEGO Foundation playful facilitation experts David Robertson is a Professor of Practice at the Wharton School where he teaches Innovation and Product Development in Wharton's undergraduate, MBA, and executive education programs. From 2002 through 2010, Robertson was the LEGO Professor of Innovation and Technology Management at Switzerland's Institute for Management Development (IMD), which received the #1 worldwide ranking by the Financial Times for its executive education programs. At IMD he was Program Director for IMD's largest program, the Program for Executive Development, and co-Director of the Making Business Sense of IT program, a joint program between IMD and MIT Sloan.This book is about Legos. It shares the peaks and valleys history of the company from the beginning to now. The focus is on the business Gave its world-class design teams enough space to create and direction to deliver built a culture where profitable innovation flourishes Good book that follows some key themes from the "The Toys That Made Us" television series episode on LEGO. Very lively and in-depth case studies with good anecdotes that help you put a name to the stories and specific LEGO innovation periods! Our training programmes are fun, engaging and inspirational. With high quality videos, interactive activities, playful quizzes and short, easily digestible modules, the Initiate course is one of the most fun online courses around! We run comprehensive courses and free introductions for those new to using LEGO play as well as expert webinars for those familiar with this methodology to discover the latest thinking in the field.

It goes through the main products that were launched and some details about their launch. Like Lego City, Lego Star Wars. To be very clear, this is first and foremost a business book, essentially a very long and in-depth case study. But for a LEGO fan, it's also a veritable goldmine of information and insight into how the company works. Robertson starts at the very beginning and covers the whole history of the company, focusing on the business aspect but giving some surprising details about the toys themselves. A lot of attention is paid to the late 1990s and early 2000s, when the company attempted to innovate to increase sales and almost went bankrupt instead. Recreating iconic LEGO models to provide hours of fun and nostalgia for the family with the LEGO Classic 90 Years of Play with another celebratory set still to be revealed, The show features a range of two and three dimensional work in a variety of scales, from jewellery to sculpture, and includes both wall mounted and plinth based work.The exhibition consists of a range of stunning 2D and 3D work in a variety of scales, from jewellery to sculpture, and the show includes both wall mounted and plinth based exhibits. Inviting LEGOLAND guests in select parks* to Play YOUR Way as they experience five different types of play activities and collect badges as they explore LEGOLAND, Our training is neurodiversity affirming, and includes content created by our neurodivergent colleagues and consultants. It took the work of a group of talented analysts to convince them that while some of their recent business decisions were quite successful to say the least (Star Wars, Harry Potter, and Bionicle), altogether the company was losing money on developing and even selling their products. New York artist Jason Freeny has provided two of his Bigger Micro Anatomic limited edition Art Collectibles for this exhibition; ‘Schematic’ and ‘Killjoy’. The anatomical design is one of Jason’s most popular works to date. It combines his ever-popular trademark dissection style with nostalgic memories. Hannah Gibson