Computer History Museum slideshare 101910

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Tormod Askildsen

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The beginning ©2010 The LEGO Group - Tormod Askildsen – page 2

1932–47 Heritage: quality
©2010 The LEGO Group - Tormod Askildsen – page 3

1958–79 Heritage: system
©2010 The LEGO Group - Tormod Askildsen – page 4

1979-96 Heritage: creativity
©2010 The LEGO Group - Tormod Askildsen – page 5

1998 - Game Changer ©2010 The LEGO Group - Tormod Askildsen – page 6

The “RCX hacker”
Kekoa Proudfoot, student at Stanford University (at the time)
©2010 The LEGO Group - Tormod Askildsen – page 7

FIRST® LEGO® League (FLL)
©2010 The LEGO Group - Tormod Askildsen – page 8

Capable User Partners ©2010 The LEGO Group - Tormod Askildsen – page 9

10 mins -> 12 sec ©2010 The LEGO Group - Tormod Askildsen – page 10

…a value creating system
©2010 The LEGO Group - Tormod Askildsen – page 12

People, relationships ©2010 The LEGO Group - Tormod Askildsen – page 13

LEGO Ambassadors ©2010 The LEGO Group - Tormod Askildsen – page 14

Set Expectations Be Respectful

Ensure Win-Win Be Inclusive

Ensure
Be Reliable
Transparency

Limit Secrecy Fair Compensation

Collaboration with fans ©2010 The LEGO Group - Tormod Askildsen – page 15

In a basement in LA…
Henry Lim, USA
©2010 The LEGO Group - Tormod Askildsen – page 16

…a community center in Oslo…
Brikkelauget, Norway
©2010 The LEGO Group - Tormod Askildsen – page 17

…at the Beijing Olympics…
Hong Kong LEGO Users Group
©2010 The LEGO Group - Tormod Askildsen – page 18

… a back alley in Rome…
Jan Vormann, Germany
©2010 The LEGO Group - Tormod Askildsen – page 19

Drew Baldwin
Maclane Baldwin
Mike Baldwin
Bryan Bonahoom
Kathie Bonahoom
John Brost
Bunnie Cleland
Steven Canvin
Brian Davis
Andrew Dykstal
Heather Hassenplug
Kurt Hassenplug
Matt Hassenplug
Steve Hassenplug
Doren de Jong
Jacqueline McRae
Ron McRae
Zoe McRae
Chad Phillips
Tom Phillips
Barbara Price
Dan Siders
Jenn Wagner

…at a museum in Silicon Valley…
©2010 The LEGO Group - Tormod Askildsen – page 20

… a convention center in Frankfurt…
Rainer Brendler, Germany
©2010 The LEGO Group - Tormod Askildsen – page 21

Consumer Affinity Pyramid
©2010 The LEGO Group - Tormod Askildsen – page 22

Tra d e m a rk Bra nd

Comp a ny Cons ume r
Comme rc ia l Emotiona l
Prote c te d Inc lus ive

Challenge… ©2010 The LEGO Group - Tormod Askildsen – page 23

LEGO Certified Professionals
©2010 The LEGO Group - Tormod Askildsen – page 24

René Hoffmeister ©2010 The LEGO Group - Tormod Askildsen – page 25

Sean Kenney ©2010 The LEGO Group - Tormod Askildsen – page 26

Dirk Denoyelle ©2010 The LEGO Group - Tormod Askildsen – page 27

Nathan Sawaya ©2010 The LEGO Group - Tormod Askildsen – page 28

10 lead users 76 model drafts 30 final designs

March 2006 June 2006 March 2007

Co-creation ©2010 The LEGO Group - Tormod Askildsen – page 29

LEGO Universe Partners ©2010 The LEGO Group - Tormod Askildsen – page 30

Publishing business
Editor: Joe Meno, USA
©2010 The LEGO Group - Tormod Askildsen – page 31

1 te s t SKU
200

J uly 20 07 J uly 2008 J a n 2009 Ma y/J uly 200 9

LEGO Architecture business
Adam Reed Tucker and LEGO New Business Group
©2010 The LEGO Group - Tormod Askildsen – page 32

LEGO Jewelry pilot
Lisa Taylor and LEGO New Business Group
©2010 The LEGO Group - Tormod Askildsen – page 33

LEGO® Cuusoo.com ©2010 The LEGO Group - Tormod Askildsen – page 34

With all the support for
the SHINKAI 6500, we
have decided to launch
an official LEGO® set
based on the original
ideas from @guy in 2010.

LEGO® Cuusoo latest news ©2010 The LEGO Group - Tormod Askildsen – page 35

915.103.765

The interesting thing about a Social Object
is the not just the object itself, but the
conversations that happens around them

Social Objects ©2010 The LEGO Group - Tormod Askildsen – page 36

Most recent hit on YouTube
©2010 The LEGO Group - Tormod Askildsen – page 37

What if…
… all the world’s LEGO content was made easily
visible and created a snowball effect of inspiration
©2010 The LEGO Group - Tormod Askildsen – page 38

What if…
… we connected all the world’s LEGO enthusiasm,
so there were no more lost “LEGO souls” out there
©2010 The LEGO Group - Tormod Askildsen – page 39

Our EGO is smaller than it used to be
Our community is bigger than the company

Together we create value
We believe this will sustain our future

©2010 The LEGO Group - Tormod Askildsen – page 40

“Ye llow” b y Na tha n Sa wa ya

The “essence of LEGO”
“Being able to express something that I see in
my head so that other people can see it.”
©2010 The LEGO Group - Tormod Askildsen – page 41

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Case 12: LEGO Group: An Outsourcing Journey Marcus Møller Larsen Torben Pedersen Dmitrij Slepniov PROLOGUE 1The last five years’ rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world—the LEGO Group—the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in the company’s roughly 70 years of existence, resulting in a deficit of DKK1.8 billion in 2004, the management had, among many initiatives, decided to offshore and outsource a major chunk of LEGO’s production to Flextronics, a large Singaporean electronics manufacturing services (EMS) provider. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production, besides closing down major parts of the production in high-cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. “It has been important for us to find the right partner,” argued Niels Duedahl, a LEGO vice-president, when announcing the outsourcing collaboration, “and Flextronics is a very professional player in the market with industry-leading plastics capabilities, the right capacity and resources in terms of molding, assembly, packaging and distribution. We know this from looking at the work Flextronics does for other global companies.”1 2This decision would eventually prove to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. In July 2008, the executive vice-president for the global supply chain, Iqbal Padda, proclaimed in an official press release, “We have had an intensive and very valuable cooperation with Flextronics on the relocation of major parts of our production. As expected, this transition has been complicated, but throughout the process we have maintained our high quality level. Jointly we have now come to the conclusion that it is more optimal for the LEGO Group to manage the global manufacturing setup ourselves. With this decision the LEGO supply chain will be developed faster through going for the best, leanest and highest quality solution at all times.”2 PhD Fellow Marcus Møller Larsen, Professor Torben Pedersen and Assistant Professor Dmitrij Slepniov wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ive ...

Case 12 LEGO Group An Outsourcing JourneyMarcus Møller Larsen.docx

wendolynhalbert

Case 12: LEGO Group: An Outsourcing Journey Marcus Møller Larsen Torben Pedersen Dmitrij Slepniov PROLOGUE 1 The last five years’ rather adventurous journey from 2004 to 2009 had taught the fifth- largest toy-maker in the world—the LEGO Group—the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in the company’s roughly 70 years of existence, resulting in a deficit of DKK1.8 billion in 2004, the management had, among many initiatives, decided to offshore and outsource a major chunk of LEGO’s production to Flextronics, a large Singaporean electronics manufacturing services (EMS) provider. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production, besides closing down major parts of the production in high-cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. “It has been important for us to find the right partner,” argued Niels Duedahl, a LEGO vice-president, when announcing the outsourcing collaboration, “and Flextronics is a very professional player in the market with industry-leading plastics capabilities, the right capacity and resources in terms of molding, assembly, packaging and distribution. We know this from looking at the work Flextronics does for other global companies.”1 2 This decision would eventually prove to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. In July 2008, the executive vice- president for the global supply chain, Iqbal Padda, proclaimed in an official press release, “We have had an intensive and very valuable cooperation with Flextronics on the relocation of major parts of our production. As expected, this transition has been complicated, but throughout the process we have maintained our high quality level. Jointly we have now come to the conclusion that it is more optimal for the LEGO Group to manage the global manufacturing setup ourselves. With this decision the LEGO supply chain will be developed faster through going for the best, leanest and highest quality solution at all times.”2 PhD Fellow Marcus Møller Larsen, Professor Torben Pedersen and Assistant Professor Dmitrij Slepniov wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights orga ...

Case 12 LEGO Group An Outsourcing Journey Marcus Møller.docx

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This presentation was given on March 11, 2013 at SXSW Interactive in Austin, TX. Here is the orignial description from the conference schedule: Come hear from the intrapreneurs with a web-startup mindset who opened the LEGO Group to solicit and deliver crowdsourced products. In 2011, LEGO opened its factory doors with LEGO CUUSOO, allowing fans to propose designs for new products and collect votes from their peers. The LEGO Minecraft proposal in late 2011 took the beta site (and the Internet) by storm and became a hit product of the summer. But to LEGO fans with high expectations, something seemed rotten in Denmark. Transforming this crowdsourcing dream into reality was a lot harder than stacking a few bricks together. LEGO CUUSOO allowed acute demand to emerge overnight, and when it did, production resources in the traditional manufacturing company remained fixed and finite. The company learned pointed lessons about transforming fan concepts into real products under public scrutiny, and will share hard-learned best practices that will help you allow your fans to drive product innovation.

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Creating the LEGO mood and promoting the LEGO style. LEGO Group wants to embrace a digital transformation to be more attractive and exciting. To this purpose it must undertake some initiatives to mix harmonically atoms and bits and create a new kind of experience for its stakeholders, the builders of tomorrow. This document provides an overview of some issues I have noticed from outside and offers some suggestions. It does not mean to be a comprehensive solution, but just a poke to undertake some changes.

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Computer History Museum slideshare 101910

1. Nurturing a value creating brand ecosystem Fo s te rin g Bra n d Co m m u n ity va lu e c re a tio n Computer History Museum Computer History Museum September 29, 2010 29 September 2010

20. Drew Baldwin Maclane Baldwin Mike Baldwin Bryan Bonahoom Kathie Bonahoom John Brost Bunnie Cleland Steven Canvin Brian Davis Andrew Dykstal Heather Hassenplug Kurt Hassenplug Matt Hassenplug Steve Hassenplug Doren de Jong Jacqueline McRae Ron McRae Zoe McRae Chad Phillips Tom Phillips Barbara Price Dan Siders Jenn Wagner …at a museum in Silicon Valley… ©2010 The LEGO Group - Tormod Askildsen – page 20

35. With all the support for the SHINKAI 6500, we have decided to launch an official LEGO® set based on the original ideas from @guy in 2010. LEGO® Cuusoo latest news ©2010 The LEGO Group - Tormod Askildsen – page 35

36. 915.103.765 The interesting thing about a Social Object is the not just the object itself, but the conversations that happens around them Social Objects ©2010 The LEGO Group - Tormod Askildsen – page 36

Computer History Museum slideshare 101910

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