Case Study

The LEGO group: Family business resilience (B)

2 pages
October 2014
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.
Crisis, Next Generation, Succession, Generational Transition, Ownership, Turnaround Management, Resilience, Brand, Value, Communication
Global, Denmark
Lego Group (The), Consumer Goods, Toys and Games
Published Sources
© 2014
Available Languages
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