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Case Study

The LEGO group: Family business resilience (B)

By Denise H. Kenyon-Rouvinez, Anne-Catrin Glemser and Philip Whiteley

2 pages

October 2014

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Reference: IMD-7-1623

In late 2004, Jørgen Vig Knudstorp was appointed chief executive, replacing Poul Plougmann. Kjeld Kirk Christiansen stayed as president, but moved away from day-to-day management. Poul Plougmann and Francesco Ciccolella, head of corporate development, left the company. Knudstorp set out a three-phase approach to the turnaround. By 2014, The LEGO Group had become the global leader in the toy market, the fastest-growing and most profitable company in the toy industry.

Learning Objective

Discussion of the three-phase approach to the turnaround and of the achievements, results and future challenges.

Keywords

Family Business, Crisis, Next Generation, Succession, Generational Transition, Governance, Leadership, Ownership, Strategy, Turnaround Management, Resilience, Innovation, Brand, Value, Communication

Settings

World/global, Denmark
Lego Group (The), Consumer Goods, Toys and Games
1995-2013

Type

Published Sources

Available Languages

English

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This case study is part of a series

The LEGO group: Family business resilience (A)
The LEGO group: Family business resilience (B)

This case study is part of a series

The LEGO group: Family business resilience (A)
The LEGO group: Family business resilience (B)

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